HCM 5 Lecture E-Students

8/16/2019 HCM 5 Lecture E-Students

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Human Capital Management

5th Lecture

Temat: Competency management

as an important element

of Human Resource Management

Agnieszka Knap-Stefaniuk

MBA, Ph..


2/20

Introduction

• Competence - introduction

• Competence - definitions

• Competences and qualifications

• The components of competence

• Types of competence

• Social, functional and business competences

• Stages of competence development

AGENA!


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• "ethods of competence development

•

Competency "anagement• Stages of competency management

• Competency management functions

• #actors affecting the management competence

• $dentification of functional competencies

• $dentification and evaluation of individual competences

AGENA!


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Compulsory reading list:

1. Michael Armstrong, Armstrong's Handbook of Strategic Human Resource

Management, 5th Edition, Kogan Page !11. "a#e $lrich, %on &ounger, a(ne )rockbank, Mike $lrich, HR from the *utside

+n Si- om/etencies for the 0uture of Human Resources Hardco#er, Mcro2

Hill Education !1

3. ar( A. &ukl, 4eadershi/ in *rganiations, 67th Edition8, Prentice Hall !1

9. "a#id E. uest, %aa/ Paau2e, Patrick right,HRM and Performance

Achie#ements and hallenges, 1st Edition: ile( !13

5. Michael Armstrong, Ste/hen ;a(lor, Armstrong's Handbook of Human

Resource Management Practice )uilding Sustainable *rganiational

Performance +m/ro#ement 13th

Edition, Kogan Page !19


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Supplementary reading list:

1. %on +ngham, Strategic Human a/ital Management, 1 edition, Routledge, *-ford

!!<

. Angela )aron, Michael Armstrong, Human a/ital Management Achie#ing

Added >alue through Peo/le, Kogan Page 4imited, 4ondon?Philadel/hia !!7

3. %ames M. Koues, )arr( @. Posner, ;he 4eadershi/ hallenge, 9th Edition,

%osse(?)ass !!7

9. Sall( oleman Selen, Human a/ital ;ools and Strategies 0or the Public

Sector: 1st Edition, Press !!75. iliam H. Mace(, )enBamin Schneider, Karen M. )arbera, Scott A. &oung,

Em/lo(ee Engagement ;ools for Anal(sis, Practice and om/etiti#e Ad#antage

61st Edition8, %ohn ille( and Sons 4td., *-ford !!C


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Supplementary reading list:

C. "ennis )riscoe, Randall Schuler, +brai ;ariue, +nternational Human Resource

Management Policies and Practices for Multinational Enter/rises 6lobal HRM8,

9th Edition, Routledge !11

1!. )arbara Mitchell, ornelia amlem, ;he )ig )ook of HR, 61st edition8 , areer

Press !1

11. a(ne ascio, Managing Human Resources, 6Cth Edition8, Mcra2?Hill

Education !11. ar( "essler, A 0rame2ork for Human Resource Management 6Dth Edition8,

Prentice Hall !1

13. Ste/hen P. Robbins, ;imoth( A. %udge, *rganiational )eha#ior 615th Edition8,

Prentice Hall !1

19. %oan E. P(nes, Human Resources Management for Public and Fon/rofit

*rganiations A Strategic A//roach, 9th Edition: %osse(?)ass !13

15. Robert 4. Mathis, %ohn H. %ackson, Sean R. >alentine, Stud( uide for

MathisG%acksonG>alentine's Human Resource Management, 19th Edition, South?

estern ollege Pub !13

Reading list


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%ecture & concerns issues connected with competencymanagement as an important element of Human Resource

Management in the contemporary organizations.

uring the lecture you 'ill learn ans'ers to the follo'ing questions!

• What are the competences?

• What are the ingredients of competences?

• What types of competences can you distinguish?

• What are the stages of competence development?

• What is competency management?

• What are the stages and functions of competency management?• What factors affect the competency management in the contemporary

organizations?

Lecture 5 - Introduction


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Competency management

as an important element

of Human Resource Management


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• Already Frederick Taylor wrote aout competences!"rinciples of #cientific Management$ %&%%'( At first

mainly managerial skills were discussed !at present skillsare treated as one of essential elements of competence'(

• Almost from the eginning of the research on sources ofthe professional effectiveness$ it was assumed that the)ualities of employees such as intelligence$temperament$ morality or charisma influence theiroccupational activity$ as well as their success or failure(

• Competences * e)uated with skills * were also noticed inthe research on ehaviours of leaders$ although for along time it was mainly personality features that werestudied(

Competencies - introduction


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$n other definitions researchers e(plain!

• +Competencies relate to an education$ e,perience and skills$talents and predispositions and !other' psychophysicalfeatures$ such as ehaviour e,pected y the employer$ andimportant in the workplace( -!T( .leksyn'

• +Competencies include knowledge used at work$ e,perience$ailities and predispositions to work in a team towardsattaining company goals$ aility to act professionally$ ethicalcultural values(-!A( #a/kiewicz'

• +Competencies can e defined as a set of ehaviours whichare learnt etter y some people$ which means that in a givensituation those people act more effectively0!1(2evy*2eoyer'

• +Competencies denote a cluster of ehaviours which areessential for appropriate performance of tasks and functions(-!1h( Woodruffe'

Competencies - definitions


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• The notion of +)ualifications- is sometimes used interchangealy

with that of +competence- or is used alongside it$ which usually is a

mistake as these two terms do not denote the same thing(• Competencies result from an individual e,perience of an employee

and they are linked with certain knowledge and skills$ integrated in

such a way that a competent person is ale to use them at the right

moment(• Whereas qualifications include only theoretical knowledge of

individuals$ complemented with their aility to do a given /o( #o

competencies are not synonymous to the collo)uial meaning of

)ualification$ neither are they the same as a formal education or adiploma(

Competencies and qualifications


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Competencies and qualifications

• )ualifications involve theoretical knowledge of an individualor skills re)uired to do tasks at a given professional position(

• Competencies also include an aility to cope well in newsituations in which it is necessary to take initiative and getinvolved(

• Competencies are rooted in individual e(perience, they

constitute a cluster of related ailities$ commitments$knowledge and skills which a competent person can use atthe right moment to achieve perfect results at work( !R(3oyatzisem'(


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$n specialist literature different classifications ofcompetency are described!

–

*rofessional competencies$ characteristic for variousprofessions(

– +rganisational, management, employee, social andtechnological competencies !they include knowledge

and +collective memory-$ as well as outside licencesor patents'(

– #unctional competencies$ /o*specific competenciesthat drive high*performance$ )uality results for a

given position( – $ndividual competencies!

4 Real !that an employee already has'$

4 "otential !that an employee can gain'(

Types of Competency


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There are four stages of competence development!

• nconscious incompetence e,perienced at the eginning of

career( .ptimism in evaluating one5s ailities is characteristicfor this stage( 6ndividuals do not necessarily recognize thedeficit as they do not know what skills are necessary to do a /o( The individual must recognize their own incompetence$

and the value of the new skill$ efore moving on to the ne,tstage(

• Conscious incompetence 7 at this stage confrontation withreality takes place and the individual recognizes the deficit$ aswell as the value of a new skill in addressing the deficit( Themaking of mistakes can e integral to the learning process atthis stage( 8epending on the individual and determination thiscan e a very creative time or it may lead to discouragement(

Stages of Competence evelopment


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• Conscious competence * The individual understands or knowshow to do something( However$ demonstrating the skill or

knowledge re)uires concentration( 6t may e roken down intosteps$ and there is heavy conscious involvement in e,ecutingthe new skill and making sure it conforms to acceptedstandards(

• nconscious competence mastery. * The individual has hadso much practice with a skill that it has ecome 0secondnature0 and can e performed easily !often withoutconcentrating too deeply'( As a result$ the skill can e

performed while e,ecuting another task( 9sing the estsolutions is not a prolem( 8ecisions are always made withease and are spot*on( 9pgrading of )ualifications and skilldevelopment play an important role at the mastery stage(

Stages of Competence evelopment


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Situations 'hich foster competence development!

• change in the /o description$

• new challenges at work$

• opportunities for continuous learning and professional

development$• opportunities for undertaking unconventional$ creative

activity$

• help with uilding the career of employees and honing of

competencies: ensuring that employees5 careerdevelopment is accepted y employees while at thesame time consistent with the direction of developmentof a company(

"ethods of Competence evelopment


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The concept of competency management in organi/ationalpractice requires ta0ing action in a certain sequence!

• Stage one 7 to formulate the mission statement and actionplan(

• Stage t'o 7 to analyse the needs of an organization with

particular reference to the re)uirements concerningcompetencies needed in the company and for individualpositions(

• Stage three 7 to analyse competencies of an organisation at agiven moment !defining talent availale'(

• Stage four 7 to determine organizational areas with theinsufficient level of competence$ competence deficiencies

!critical skills gap analysis' or competence surpluses(

Stages of Competnecy "anagement


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• Stage five 7 to create a plan for the human resources

development within an organisation in the form of a practicalplan including among other things; recruitment$ evaluation$training and professional development$ career paths(

• #inal stage 7 taking measures to develop e,istingcompetencies and to create new competencies y appropriateallocation of laour from internal laour market$ retraining andtraining of employees$ recruitment and selection of employeesfrom e,ternal laour market$ outsourcing and outplacement(

Stages of Competency "anagement


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Competency management is conditioned both by internal ande(ternal factors!

• Main internal factors affecting competency managementinclude; the )uality of management$ the )uality of regulationsconcerning work and pay$ the type of organisational culture$personnel department competencies$ the )uality ofcommunication in the company$ the fle,iility of employment$the mission statement and the strategy of a company$ the sizeof a company and the )uality of its social potential(

•


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$n order to identify and evaluate individual competencies of employeesthe follo'ing tools are used!

– ehavioural oservation scales !self*oservation$ participant

oservation'$ – competency assessment tests !for e,ample; psychological or vocational'$

– interviews with individual employees$

– periodic performance evaluation !in particular => degree employee

evaluation'$ – references !opinions of other people aout employees'$

– Assessment 1enter !an integrated evaluation of ehaviour * multifactorappraisal done y multiple trained oservers using special diagnostictechni)ues'(

Competency resources 0no'ledge, s0ills, e(periences. and the level ofenergy, motivation, health and other economically relevant attributes ofemployees constitute human capital of every company1

Identification and Evaluation

of Individual Competencies

HCM 5 Lecture E-Students

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