Developing HR Competencies, Design, Development and Implementation Course

Turning the human resources practice in an organization into a systematic approach based on factual observations and numbers is how the HR profession will go to the next level. Providing line managers and the organization with HR solutions based on competencies will help HR professionals play a strategic partnership role in their organizations. Join us and learn about competencies, and how you can implement this wonderful concept in your HR department and in all your HR practices. This course will teach you about competencies in an easy and rational approach that will make you feel confident about this important topic.

Course Methodology

Presenting, analysing and developing modules are some of the methods used in this course. Without discounting the importance of the small daily lecture, a lot more focus is given to practical applications and game-based activities.

Course Objectives

By the end of the course, participants will be able to:

• Define competencies, describe their history and explain the important role they play in human resources and the organization
• Analyse the main components of competency and the differences between each
• Design and produce a competency framework and model by extracting competencies from business plans
• Apply competencies in the recruitment and selection processes
• Use competencies to assess training needs, identify talent pools and produce succession plans
• Utilize competencies and behavioural indicators in performance appraisal systems

Target Audience

Managers, supervisors, administrators, specialists, team leaders, business partners and officers in the functions of human resources and training and development. The course 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.

Target Competencies

• Relating and networking
• Persuading and influencing
• Analytical thinking
• Applying expertise and technology
• Following instructions and procedures
• Planning and organizing

Course Outline

Human Resources Management (HRM)

• Definitions and objectives of HRM
• The main functions in HR
• Examples of HR organization charts
• Recruitment and selection cycle
• Training and development cycle
• Performance management cycle
• Compensation and benefits cycle

Competencies: history and definitions

• History of competencies
• Origins and definitions
• Components of competencies
• Differences between knowledge, skills and competencies
• The iceberg models
• Competence versus competency

Competency frameworks and models

• Types of competencies
• Standard levels of competence
• The use of behavioural indicators
• Behavioural versus performance indicators
• Level customization of behavioural indicators
• Competency job profiles versus job descriptions
• Competency job profiles and personal profiles
• Competency gap analysis

Competency analysis

• Extracting competencies from strategic plans
• Introduction to HR strategies
• Vision and mission statements
• Critical success factors
• Key result areas
• Core competencies
• Core values

Competency-based selection

• Defining job requirements
• Designing competency-based interviews
• Conducting competency-based interviews
• Competency based selection

Competencies in training and development

• Classical Training Needs Analysis (TNA)
• Competency based TNAs
• Competencies in succession planning

Competency based appraisal systems

• Advantages and disadvantages
• Translating personal competence to an appraisal rating
• The main formula used