By the end of the program, participants will be able to:
Define competencies, their history and the important role they play in Human Resources and the organization.
Analyze the main components of a competency and the differences between each.
Extract competencies from business plans and apply the steps needed in designing competency frameworks
and models.
Apply competencies in the recruitment and selection processes.
Use competencies for identifying training needs, talent pools and succession plans.
Utilize competencies and behavioral indicators in performance appraisal systems.
This Program is designed for:
Managers, superintendents, supervisors and officers in the functions of Human Resources and/or training and
development. The program is also very useful for line managers whose organization is currently, or about
to start, using competencies as a framework for recruiting, selecting and training employees.
Program Outline:
Competencies
Competency-Based Selection
History, Origins and Definitions
Components: Differences between Knowledge,
Skills and Competencies
The Iceberg Model
Competence versus Competency
Defining Job Requirements
Designing and Conducting
Competency-Based Interviews
Competency-Based Selection
Competency Frameworks and
Models
Competencies in Training and
Development
Types of Competencies
Standard Levels of Competence
Customized Levels: The Use of Behavioral Indicators
Competency Job Profiles versus Job Descriptions
Competency Job Profiles and Personal Profiles
Competency Gap Analysis
Classical TNAs
Competency-Based TNAs
Competencies in Succession Planning
Competency-Based Appraisal
Systems
Advantages and Disadvantages
Translating Personal Competence to an
Appraisal Rating: The Main Formula
Competency Analysis
Extracting Competencies from Strategic Plans
Key Result Areas, Core Competencies and Core
Values