Skills Management

SKILLS MANAGEMENT

POWERPOINT TEMPLATE

Future has to do with
character and competency.
Who is lacking the one
or the other or both, will
never go beyond the present.

Wolfgang Kownatka (NATO press officer and free journalist)

Strategy requires the integration of external
chances and internal competencies.

Prof. Dr. Hermann Simon (German Professor of Economics)

Motivation is the capability to mobilize capabilities.

Prof. Dr. Hans-Jürgen Quadbeck-Seeger (German Chemist)

Scholarship corresponds with the memory,

ability and skill

correspond to the mind.

Novalis, Original Baron of Hardenberg (German Poet)

SKILLS MANAGEMENT

Definition

Core task of knowledge orientated Integrates learning, self organization,
business management benefits and commercialization of
competencies

Management discipline with the task Guarantees use and development of
to describe competencies, make competencies, guided by personal
them transparent and transfer them goals and aims of the company

Goal: effective use of the potentials, Development of lacking
that every company has due to the competencies for sustainable
capabilities of its employees competitiveness

Incalculable and complex internal Competency management enables
and external conditions become the company to direct its stock of
more controllable by the company competencies actively

SKILLS MANAGEMENT LEARNING

Definition Integrates learning, self organization,
benefits and commercialization of
KNOWLEDGE competencies

Core task of knowledge orientated GOALS AND AIMS
business management
Guarantees use and development
COMPETENCIES of competencies, guided by personal

Management discipline with the task goals and aims of the company
to describe competencies, make them
transparent and transfer them COMPETITION

EFFECTIVE USE Development of lacking
competencies for sustainable
Goal: effective use of the potentials, that
every company has due to the capabilities competitiveness
of its employees
CONTROLLING
COMPLEXITY
Competency management
Incalculable and complex internal enables the company to direct
and external conditions become more its stock of competencies actively
controllable by the company

REASONS FOR SKILLS MANAGEMENT

Overall conditions for companies in the Internal problems have become External requirements have changed
21st century have changed seriously more complex, dynamic and extensive a lot during the last years (e.g. market,

Customer bonding gets more difficult customer)
due to the internationalization, the
comparability of markets and products To distinguish themselves from other This requires a high degree of
(Internet!) and the rising pressure of companies and to nurture potential clients, flexibility and innovation + growing

competition (Far East!) many companies count on extra services demands for employees

Company needs qualified, motivated and To find these employees, many CM enables the company to identify the
highly committed staff, who perform the companies have established existing competencies of its staff and fill
possible gaps through competence building
strategic goals and tasks at the best professional competency management

SKILLS MANAGEMENT

Main Tasks

Skills Management (Competency Management) links the employee level with the company level. It includes all measures,
methods and tools for an applied and corporate identification, the transfer and development of the employees’
competencies, with the aim to increase the economic capacity to action throughout the whole business.

REPRESENTATION 1 REFLECTION 2 DISTRIBUTION 3 DEVELOPMENT 4

Structured and compressed Critical analysis of the Cross-divisional spreading and Adjustment of competencies
overview of competencies on competency stock and dispersion of competencies regarding existing potential
employee and company level, deduction of operational (project-, process-, control and future requirements
aiming at a well-structured interventions for level) with the aim of a high includes risk analysis:
qualitative and quantitative improvement, with the aim of availability of the competence identification of company-,
analysis of the company’s a purposeful inventory and stock department- or subject-
stock of competencies evaluation of the specific risks regarding lack of
competencies (e.g. gap important competencies
analysis)

SKILLS MANAGEMENT

Advantages and Benefits

OVERVIEW QUALIFICATION ACTIONS MOTIVATION

Overview of existing Deduction of Actions can be derived Promotes motivation
and future relevant development measures from future challenges and bonding of
competencies within for goal-oriented employees
the company as well qualification
as their distribution

SKILLS MANAGEMENT

Advantages and Benefits

RISK-MANAGEMENT IDENTIFYING TRANSPARENCY CHALLENGES

Risk-Management: Supports companies in Provides transparency Contributes to
precocious identifying talents and and comparability of the overcoming
identification of key personnel existing competencies of demographic
deficits within specific of all employees challenges
competency fields

SKILLS MANAGEMENT

What are Competencies?

UNDERLYING CHARACTERISTIC
motive, trait, skill, aspect of self image, social role, knowledge,
which results in effective and/or superior performance

SET OF SKILLS
related knowledge and attributes that allow an individual to
successfully perform a task or activity within a specific function

COMPETENCIES ARE
coachable, measureable, observable and critical to successful
individual or corporation performance

SKILLS MANAGEMENT

Personal Competence

Self- Motivation empathy Social Skills Self-
Awareness control

 Emotional awareness  Achievement drive  Understanding others  Influence  Trustworthiness
 Accurate self-  Commitment  Developing others  Conflict management  Conscientiousness
 Initiative  Service orientation  Communication  Adaptability
assessment  Optimism  Leveraging diversity  Leadership  Innovation
 Self-confidence  Political awareness  Team capability

LIST OF CORE COMPETENCIES

PROFESSIONAL SKILLS SOCIAL SKILLS METHOD SKILLS PERSONAL COMPETENCE

Intercultural Knowledge Diplomacy Project Management Loyalty
Programming Knowledge Ability to Accept Criticism Self Management Independence
Vocational Training Impartiality Presentation Technique Decisiveness
Language Skills Ability to Integrate into a Team Coordination Ability Endurance
General Education Negotiating Skills Information Search Aesthetics / Taste
Complex Capabilities Customer Orientation Negotiation Technique Resilience
Product Knowledge Role Model Creative Thinking Intelligence
Mathematical Understanding Salesmanship Strategic Thinking Willingness to Travel
Extra Qualifications Persuasive Power Integral Thinking Logical Thinking
Trade Experience Assertiveness Ability of Abstraction Decision-making Ability
Education Service Orientation Compliance Spontaneity
Law Knowledge Respect Conceptual Skills Knowledge of Human Nature
Technical Understanding Fairness Systematical Operation Charisma
Commercial Knowledge Communication Skills Technique to Solve Conflicts Sovereignty
Special / Professional Knowledge Helpfulness Analysis Ability Openness
Driver’s License/Car Sociableness Ability to Argue Entrepreneurial Thinking
Work Experience Cooperation Ability Structured Working Interest / Curiosity
Experience Acquired Abroad Trustworthiness Effective Working Ability to Concentrate
Project Experience Good Manners Stress Management Empathy
Computer Literacy Ability to Manage Conflict Workflow Emotional Stability
Marketing Know-How Teamplayer Problem Solving Motivation

CORE COMPETENCIES OTHERS Empathy

The Emotional Competency Framework SOCIAL Organizational Awareness
AWARENESS Customer service
SELF orientation
SOCIAL
Emotional self-awareness SKILLS Competencies that enable to deal
with day-to-day needs of others in
Accurate self-perception AWARENESS SELF
AWARENESS different situations

Self confidence POSITIVE IMPACT
ON OTHERS
EI

Self regulating ACTIONS SELF
competences MANAGEMENT
Self motivating
competences

SKILLS MANAGEMENT CORE LEADERSHIP

Integrative Model of HR Competencies  Leadership skills
 Leadership abilities
HR EXPERTISE  Change advocate

 Knows best practices CONSULTATION
 Designs & delivers HR
 Applies technology  Influence skills
 Measures HR  Consulting skills
 Change
 Business knowledge  Collaboration / Team
 Communication
 Systematic perspective
 Credibility / Integrity
 Negotiation skills

SKILLS MANAGEMENT

HR competency framework

BUSINESS MANAGEMENT COMPETENCIES PROFESSIONAL COMPETENCIES

 Business Process  Organizational Awareness  Conflict Management  Technology Application
Reengineering  Decision-making  Coaching and Mentoring
 Organizational Needs  Ethics  Communication
 Change Management Assessment  Facilitation
 Contract Management  Interpersonal Relations
 Cost-Benefit Analysis  Outcome Measures and  Problem-Solving
 Customer Relations Evaluation  Self Management
 Financial Management  Teamwork
 Marketing  Project Management
 Negotiating
 Strategic Human Resource
Practices

 Strategic Planning

SKILLS MANAGEMENT Focus on performance
of organization, department,
Talent Management & Development Framework
employees and processes
Matching capabilities and
requirements of individuals Combination of structured
and organization planning and active choice of
one’s own professional career
Organizational activity COMPETENCY
to improve the performance FRAME
of individuals and groups Reward

Management

Formulation and implementation of strategies and policies to
reward people fairly in accordance with their value to the organization

SKILLS MANAGEMENT

Model of Competency

CORE/ORGANIZATION LEADERSHIP AND PROCESS FUNCTION-SPECIFIC
COMPETENCIES COMPETENCIES COMPETENCIES

Required for excellent performance Success factors that differentiate Success factors that distinguish
across all levels and functions. performance across levels or function functional groups.
(e.g. First-Level, Middle, Executive).

PURCHASING SALES LEGAL CUSTOMER SERVICE
HUMAN RESOURCES FINANCE
MARKETING INFORMATION SYSTEM

ICEBERG MODEL OF COMPETENCY SKILL
KNOWLEDGE
SURFACE
Core Personality
Most easily to develop
Most difficult to develop
SELF-CONCEPT
TRAIT

MOTIVE

SKILLS MANAGEMENT

Competencies: The KSA Framework

KNOWLEDGE SKILLS ATTRIBUTES / ATTITUDE

Relates to information Relates to the ability to do Relates to qualitative
Cognitive Domain Physical domain aspects
Personal characteristics or traits

JOB: Outstanding performance on tasks or activities

SKILLS MANAGEMENT

Exhibition of Competencies

Behaviors Outputs RESULTS

Capabilities FEELINGS PRODUCTS
ACTIONS SERVICES
ATTITUDE THOUGHTS
SKILLS

KNOWLEDGE

SKILLS MANAGEMENT

Competency Based HR Management Framework

OUTPUTS Competencies are a person‘s capabilities in the form of

KNOWLEDGE + SKILL + ATTITUDE

BEHAVIORS which are reflected through a person’s behavior in the form of
CAPABILITIES
ACTIONS + THOUGHTS + FEELINGS

and finally manifest themselves in outputs which are

PRODUCTS + SERVICES

SKILLS MANAGEMENT What capabilities do we
bring to the businesses
Paradigm Shift we are in now that can
serve as foundation upon
What business which future businesses
are we in? can be built?

SKILLS MANAGEMENT

Managing Talent: Three Compelling Questions

ALIGN ENGAGE MEASURE

Do you have the right people, Are you creating an How do you know?
doing the right things to reach environment where the
right people want to be?
your business goals?

SKILLS MANAGEMENT

What is a competency model?

A competency model consists of:

COMPETENCIES

PROFICIENCY LEVELS
AND BEHAVIORAL INDICATORS

MEASUREMENT APPROACH

(RATING SCALE)

A group of competencies that describes successful
performance for a particular organization, function,
level, role or job.

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SKILLS MANAGEMENT

Steps in Developing a Competency Model

 Objectives and Scope STEP 2  Integration in HR System
 Implementation Goals and Standards Develop  Assess individual competencies
 Action Plan Competency Model  Develop strategies to address

STEP 1  Define performance gaps
Groundwork effectiveness criteria  ROI (return on investment)
and Planning
 Criterion sample STEP 3
 Data gathering & analysis Application of
 Finalizing & validating Competency Model

SKILLS MANAGEMENT

Classifying Competencies

Universal Reflections of the company‘s values, culture and business
imperatives that should be exhibited by all employees
For example, guiding behaviors such as cost effective service delivery,
customer focus, teamwork, communication skills, initiative

Transferable Skills and abilities needed within several roles
in varying degrees of importance and mastery
For example, managerial and leadership skills

Unique Specialized know-how or abilities required within a specific role or job
For example, technical/functional skills (Marketing Strategy, Drug Discovery)

BEHAVIORALSKILLS MANAGEMENT FUNCTIONAL
BEHAVIORAL
TECHNICALHR Competency Topology
(Set II)
GENERIC
BEHAVIORAL FUNCTIONAL
TECHNICAL
(Set IV)
(Set I)
GENERIC
TECHNICAL FUNCTIONAL

(Set III)

GENERIC

SKILLS MANAGEMENT FUNCTIONAL BEHAVIOURAL

Classified HR Competencies

GENERIC BEHAVIOURAL

Strategic Thinking & Alignment Placeholder… Service Orientation Placeholder…
Change Orientation Placeholder… Personal Credibility Placeholder…
Networking Management Placeholder Execution Excellence Placeholder…
Placeholder… Placeholder… Placeholder…

GENERIC TECHNICAL FUNCTIONAL TECHNICAL

Business Knowledge Placeholder… HR Planning & Staffing Managing Culture, Design & Change
Financial Perspective Placeholder… Performance Management ER & Labor Laws
Placeholder… Placeholder… Training & Development Building HR Strategy
Placeholder… Talent Management International HRM
Placeholder… Compensation & Benefit

SKILLS MANAGEMENT BASIC COMPETENT

Levels of Competency  Understands concepts,  Is an independent
principles, philosophy contributor
FIRST NAME, SURNAME
Department  Needs guidance to  Has applied/practiced at
COMPETENCE 1 practice moderate levels

COMPETENCE 2  May not have experience  No large scale experience

COMPETENCE 3 ADVANCED EXPERT

COMPETENCE 4  Has teaching ability  Process thought
 Is a proven coach/guide leadership
COMPETENCE 5  Has put into practice
 Has large scale experience  People look up at him for
COMPETENCE 6 reference

 Is an innovator

SKILLS MANAGEMENT COMPETENCE HR EFFECTIVITY IMPACT*

Competency Model: HR Value Adding Strategic 3.65 43 %
Contribution 4-13 23 %
BUSINESS KNOWLEDGE Personal Credibility 18 %
11 %
PERSONAL STRATEGIC HR HR Delivery 3.69
CREDIBILITY CONTRIBUTION DELIVERY 5%

Business Knowledge 3.44

HR Technology 3.02

HR
TECHNOLOGY

*Impact on Business Performance

SKILLS MANAGEMENT Be a Leader

Leadership Development Leading People

Love Ideas Be amazing

Innovative thinking Achieving excellence

CLUSTER

Together

Engaging and develop others

SKILLS MANAGEMENT Be a Leader

Leadership Criteria Leading People

Love Ideas  Teamwork
 Building relationships
Innovative thinking  Developing people

 Information search Be amazing
 Creating business solutions
 Flexible thinking Achieving excellence

CLUSTER & HPB  Enable and drive change
Together  Continuous improvement
 Customer focus
Engaging and develop others

 Influence
 Building confidence
 Communication