Integrating HR & Talent Management Processes

Using Competency Assessment Technology to Attract, Develop, and Retain Talent

Succession Planning

Competencies
Human Resource Development
Critical characteristics that cause or predict outstanding performance

Assessment And Selection

Performance Management

2011, Workitect, Inc.

[Link] 800.870.9490

Contents
Background....................................................................................... 3 [Link]. ................................................................... 3 . [Link]............................................................................ 3 . [Link]................................. 4 [Link]............................ 4 [Link]............................. 5 [Link]................................................. 5 [Link]............... 7 Application:.[Link]........................................................ 7 Application:.[Link].............................................. 7 . Application:.[Link].............................................. 8 Application:.Training.......................................................................... 9

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Background Workitect,.Inc..[Link]. [Link].. [Link]. [Link],.develop,.[Link]. [Link]. [Link],.[Link]. [Link].a. [Link]..[Link].. [Link]. [Link]. [Link]..[Link]. [Link]. [Link]. [Link]. [Link]. (ITMS)..[Link],.[Link]. [Link]. [Link]. [Link]. [Link]. [Link]. What Are Competencies? [Link],.[Link]. [Link]. positions..[Link],.[Link]. [Link]..[Link]..in. [Link]. [Link]..[Link].(JCA).to. [Link]..[Link].. [Link].. [Link].. [Link],.. motives,.self-concept,.knowledge,.[Link]..The. [Link],.[Link].

The More Complex the Job

Relative Importance

Competencies

Task Mastery
Simple Difficult

Job Complexity
The More Important the Competencies Competency Levels [Link]. sex.(Austin,.[Link].,.1986)..[Link]. [Link],.[Link]. [Link]..[Link]. [Link],.assessment,.[Link]. [Link]..[Link]. [Link]. [Link]. [Link]..[Link],.[Link]. [Link],. [Link],.[Link]. [Link]..[Link].. [Link],. [Link],.[Link]. [Link]. [Link]..[Link]. [Link],.[Link]. [Link];.[Link]. [Link];.[Link],. [Link],.level.

SKILL

SOCIAL ROLE TRAIT MOTIVE

SELF-IMAGE KNOWLEDGE
MOST EASILY DEVELOPED MOST DIFFICULT TO DEVELOP

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[Link]:

Behavioral
.Skills:.[Link]..Example:. [Link]. .Knowledge:.[Link]. in.a..[Link]..Example:.[Link]. competitors.

[Link]..[Link],.[Link]. [Link]. [Link].. [Link],.[Link]. [Link]. [Link]: .[Link],. .[Link]. competencies,. .[Link]. competencies,.and .[Link]. [Link]. Creating an Integrated Talent Management System [Link]. [Link]: .[Link];.and .[Link]. [Link]. [Link]. [Link]:. e.g.,.[Link]. criteria,.[Link],. [Link],.etc..An. [Link]. [Link].

Self-concept:.[Link]
.Self-Image:.[Link].. Example:.[Link].(individual. contributor).[Link]. .[Link]:.[Link]. enjoys..Example:.[Link].

[Link]
.Traits:.[Link]..Example:.[Link]. listener. .Motive:.[Link]. [Link]..Example:..Wanting. [Link]. organization. [Link]. [Link]. [Link];. [Link].. [Link]. develop;.[Link]..Self. concept,.attitude,.[Link],. [Link];.[Link]. [Link]. assignment. Using the Competency Process to Drive Change [Link]. performance.([Link]).[Link]. [Link]..[Link]. [Link].([Link]).[Link]. selection. [Link]. [Link],.succession. planning,.[Link],.[Link]. [Link]. [Link]. [Link]..[Link]. [Link],.[Link]. [Link]. [Link]..[Link].

Integrated Uses Of Job Competency Assessment

HOW SHOULD JOBS BE VALUED?

WHAT ARE APPROPRIATE PERFORMANCE STANDARDS?

Compensation

Performance Appraisal

JOB COMPETENCY
Development Job

Selection

HOW SHOULD EMPLOYEES BE IDENTIFIED?

WHAT ARE THE RELEVANT DEVELOPMENT & TRAINING REQUIREMENTS?

HOW SHOULD JOBS BE STRUCTURED?

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Job Elements: [Link]: .Purpose .Content:.tasks,.responsibilities,.[Link]. .Performance:.[Link]. .Measurement:.[Link] .[Link]:.[Link]. [Link] .[Link]:.[Link]. [Link] Benefits of an Integrated Human Resource System [Link]. (design)..[Link]. [Link]. functions:.recruitment,.[Link],.performance. appraisal,.development,.[Link],.[Link]. activities.. [Link]. [Link]: 1. Organization Strategy: [Link],.[Link]. [Link],.[Link]. [Link]..[Link],.[Link]. [Link]..[Link]. [Link],.[Link]. positions. 2. Organization and Job Design: [Link]. plans,.[Link]:.[Link]. [Link].. [Link]. [Link]... [Link]. [Link]..[Link]. [Link]. exist,.[Link]. [Link].. .[Link]. Improvement:.[Link].([Link]. [Link].

[Link]),.[Link]. [Link]. [Link]..[Link]. [Link]..A. [Link]. [Link]. .[Link]/[Link]:.[Link]. [Link].([Link]). [Link],.[Link]. .[Link]:.[Link]. [Link];.by. [Link],.[Link]. .[Link]:.Employees. [Link],.compensation,. appraisal,.[Link];.[Link]. [Link]. [Link]. How To Develop Competency Models [Link]..[Link]. [Link]..[Link]. program..[Link]. [Link]. plan. [Link]. [Link]. 1..[Link]...[Link]. [Link],.[Link]. [Link]..Ideal. [Link]. [Link]..[Link],.supervisor,. peer.([Link]. [Link]),.[Link]/[Link]. [Link]. 2..[Link]..[Link]. [Link]. [Link]. [Link]. [Link]. [Link]. [Link],.e.g.,.[Link]. [Link]:

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Level 1. Trainee 2. 3. 4

Superior Average 4 4 2 4 16 2 8 2 2

4. Branch Manager Totals

3..[Link]..[Link]. [Link]. [Link],.[Link]. ([Link]).[Link]. [Link],.[Link]. [Link]. [Link].a. [Link]..[Link]. [Link]..[Link]. [Link],.and. [Link]. [Link]. 4..[Link].(JCRS):.A. [Link]. [Link]. [Link].. [Link]. [Link]. participation,.[Link]. 5..[Link]:.[Link]. ([Link]. [Link]).[Link]. [Link]..[Link]. [Link]: A..[Link]. [Link].. [Link]: .[Link]? .[Link]? .[Link],.feel,.[Link]. [Link]? .[Link]? .[Link]? B..[Link]. [Link]. [Link],. [Link].

[Link],.e.g.,.[Link]..([Link].(1981).[Link]. (1982).[Link]. [Link].(r=.[Link]..9),.and. [Link]. [Link].(Winter,.1981).. [Link],.[Link]. [Link].) [Link]. [Link]. [Link]..Interviewees. [Link],. where,.[Link]..[Link]. [Link]. [Link]. [Link],.e..g.,.[Link],.role. plays,.[Link]. [Link]:..Empirical. [Link]. [Link]..[Link]. [Link]. (e.g.,.[Link]. [Link]). 6..[Link]. [Link]:.[Link],.surveys,. [Link],.[Link]. [Link]. [Link]..[Link]. ([Link],.[Link]). [Link]. [Link]. [Link]..[Link]. [Link]..A. [Link]. [Link],.[Link],.or. [Link]..This. dictionary/[Link]. job. [Link]. [Link],.[Link]: A..[Link]:.tasks,.[Link]. [Link],.frequency,. [Link]. [Link]. B..[Link]:.[Link]. [Link].

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C..[Link],.[Link],.. where,.[Link]. Designing a Model Building Process Tailored to your Needs [Link],.[Link]. [Link]..[Link]: .[Link]. companies. .[Link],.[Link]. [Link]. .[Link]. .[Link]. organizations. .[Link]. [Link]. [Link],.[Link]. [Link],.and/[Link]. incumbents..[Link]-engineering,. [Link],.[Link],. precedents..[Link]. [Link]. APPLICATION: Succession Planning [Link]. [Link]. [Link],.[Link]. [Link].. [Link]. [Link]..[Link]: .[Link]; .[Link]; .[Link],.tasks,. [Link]; .[Link]. professionals; .[Link]. [Link]; .[Link]. [Link]; .[Link]. [Link];

.[Link]; .[Link],.[Link]. [Link]. [Link]; .[Link],.[Link]. [Link]. [Link],.[Link]-basket,.[Link],.[Link]. discussion,.etc.,.[Link]. planning. Application: Assessment and Selection [Link]. [Link]. [Link]. efficiently..[Link],.e.g.,. [Link]. ([Link]),.[Link]. [Link]. [Link]. Workitect,.therefore,.[Link]. [Link]: A..[Link]. [Link],.e.g.,. initiative. B..[Link]. [Link],.e.g.,.[Link]. [Link]..are..[Link]. C..[Link],. [Link]. purpose. [Link]. [Link]. [Link],.[Link]..[Link]. [Link]. [Link]. [Link]:.[Link];.who. [Link];.[Link],.felt,. [Link];.what. [Link];.[Link]. [Link]. [Link]. [Link]..[Link],.[Link]. [Link],. [Link],.[Link]. [Link]..[Link]. [Link]..

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Applications..[Link]:.. .[Link]. [Link]. .[Link]. [Link]. .[Link],.[Link]. [Link],.including. [Link]. effectiveness. .[Link],.[Link]. [Link].. [Link]. candidates. Application: Performance Management [Link]. [Link],.retention,.[Link],. [Link]..[Link]. [Link].. [Link].

[Link]. identify: A..[Link]. B..[Link]. [Link]. C..[Link].. [Link].. [Link]. [Link]..[Link]. [Link]. [Link]. [Link]. [Link]. [Link],.e.g.,.[Link]. [Link]..If,.however,.[Link]. [Link],.outcomes,.e.g.,.[Link]. [Link],.[Link]. [Link]...[Link],.[Link]. [Link]. [Link]. [Link],.e.g.,.[Link]. [Link],.[Link]. [Link]..Skill-based. [Link]. developed..[Link],.[Link]. [Link].

Organization Objectives

OBSERVE & DOCUMENT PERFORMANCE

1 Define Job Responsibilities and Expectations

C O A C H I N G

Organization & Document Performance

Evaluate and Document Performance on Forms

Performance Review

Career Planning

Pay for Performance

4
Performance vs. Job Expectations

5
Competencies vs. Job Competency Requirements

6
Performance vs. Merit Pay Guidelines

Performance Review and Development Discussion

Development/ Career Planning

Salary Discussion

2011,.Workitect,.Inc..

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[Link]. [Link]: .[Link],.[Link]. [Link],.[Link]. [Link]. .[Link]. [Link]. [Link]. [Link].([Link]).depicted. [Link].16. [Link].([Link]. [Link]).[Link]: .[Link]/[Link]. [Link]. .[Link]. [Link]. .[Link]. [Link]/she. [Link].

.[Link]. [Link]/[Link]. [Link]. applied. .[Link].a. [Link]. .[Link].a. [Link],.[Link]. [Link]. Application: Human Resource Development [Link]. [Link]..[Link]. [Link]. needs..[Link].a. [Link]. competencies..[Link]. [Link].(CAP).[Link]. [Link]..[Link]. [Link].

3. Observation and Study Examples or models of superior performance are observed and studied. Supporting background information is provided to aid in comprehension.

4. Practice The individual practices new competencies in job-related applications.

5. Feedback The individual receives constructive feedback and reinforcement on how he or she is doing.

2. Assessment The individual assesses his or her current job situation and competencies, compares them to examples of superior performance, and decides where improvement would contribute to effectiveness.

6. Goal-Setting Specific goals and action plans are set by the individual for applying the new competencies back on the job.

1. Identification of Required Competencies The competencies required for superior performance of a job or group of jobs are identified.

Goal: Improved Performance

7. On-the-Job Support The supervisor and the work environment reinforces and supports the individual's demonstration of the newly acquired skills on-the-job.

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SUMMARY [Link]: .[Link].a. [Link]; .[Link]; .[Link],. selection,.[Link],.training,.and. development; .[Link]; .[Link]. families. [Link]..[Link]. reproduced,.[Link]. [Link].

10

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