1. Lecture 7 1 Role of Line Managers in Career Orientation ( From job description to appraisal of competencies and potential skills) Lecture 7

2. 2 Development of competencies Summary -A challenge for the enterprise 3 to 4 -The players 5 -Definitions 6 to 7 -Manager’s role 8 -How to develop professionalism: the integration period 9 to 15 -the initial interview, -the mid-term interview, -the closing interview - To consolidate and diversify competencies15 to 20 -To prepare professional mobility21 to 28

3. Lecture 7 3 Development of competencies a challenge for the enterprise 1/2  A challenge for the enterprise faced with - a dynamic environment subject to changing  technologies  markets (products and services)  organizations  Impact on existing activities and occupations

4. Lecture 7 4 Development of competencies a challenge for the enterprise 2/2  A challenge for the enterprise faced with - new needs for emerging competencies - a job-maintenance policy: a variable objective, depending on company or organization  “Build the organization of tomorrow with the men and woman of today” “Build the organization of tomorrow with the men and woman of today” ?

5. Lecture 7 5 Development of competencies the players  The principal players: - Manager, responsible for:  integration  supervising the activity  progress meeting  individual training plan - The HR team of the operational unit, providing support and guidance with  the annual training plan for the unit  professional orientation  the careers committee of the unit  the jobs committee at regional headquarters

6. Lecture 7 6 Development of competencies: definitions 1/2  Definition of competencies Competencies are a set of knowledge, know-how (professional practices or experiences) and behaviours that an individual has at his or her disposal for carrying out a particular task entrusted to him or her. Transverse, or generic, competencies: These are linked to the person who “carries” them. It is possible to transfer or adapt them, i.e. use them in other jobs, either immediately or following a period of adaptation.  transferable competencies: not linked to a particular activity or position.  adaptable competencies: linked to the professional context of the position.

7. Lecture 7 7 Development of competencies: definitions 2/2 Two types of competencies should be distinguished: 1) Specific and technical skills: they are - linked to the job or reference jobs - not transferable in case of change of reference jobs; - acquired from training or experience on the job - not a brake in case of mobility, even if they are not identified during the annual interview with the manager 2) Other competencies: transferable

8. Lecture 7 8 Development of competencies: the manager’s role For the development of employee competencies, there is one key player: the manager  by developing their professionalism for activities and tasks currently assigned to them  by preparing and guiding their professional growth within the framework of the organization’s employment policy, for the future

9. Lecture 7 9 Development of competencies: how to develop professionalism: the integration period 1/7 The development of competencies begins as soon as the employee starts his or her new job, following internal or external recruitment, and continues for the entire duration of employment in that position. The following groups are involved in this guidance: - new employees - employees transferred internally - employees affected by redeployment (where the policy exists) and following a professional upgrade programme

10. Lecture 7 10 Development of competencies: how to develop professionalism: the integration period 2/7 The importance of integration: The integration period is a critical stage in the job. Carelessness at this stage can lead to learning deficiencies that will have repercussions throughout the lifetime of the position Duration: The manager has to decide on the length of the integration period, consulting with HR if necessary (will depend on competencies the employee already possesses and those required for the position)  For employees who are being redeployed or are engaged in a professional upgrade, the length of the integration period is the length of the upgrade course.

11. Lecture 7 11 Development of competencies: how to develop professionalism: the integration period 3/7 How to build professionalism: by formalizing the conduct and the guidance of the integration period in writing Three important milestones: A - welcome interview B - half-way interview C - last-run interview

12. Lecture 7 12 Development of competencies: how to develop professionalism: the integration period 4/7 A – The initial interview The purpose of this interview is to: - Introduce the services and co-workers - Describe the substantive side of the position (job description) - Specify the assigned activities during the integration period - Fix the objectives for the integration period Acquaint the new employee with his or her mentor/tutor  to improve integration  to facilitate in resolving any problems  in some cases, to provide job training or support  for professionalization upgrades, tutor training is dispensed

13. Lecture 7 13 Development of competencies: how to develop professionalism: the integration period 5/7 A- The initial interview: its purpose (cont’d) - To elaborate a competency development plan  with regard to the employee’s existing competencies (transferable or generic) and those that are required for the position.  if necessary, elaborate a shared resource such as a Guide to occupations and competencies that can be used to highlight discrepancies between existing and required competencies. - To elaborate a competency development plan  Training (external, in-house, professionalization upgrade)  One-on-one, coaching, tutoring, workshop, etc.  Option: formalize the engagement or obtain a commitment to progress, in writing

14. Lecture 7 14 Development of competencies: how to develop professionalism: the integration period 6/7 B – The mid-term interview This is the first opportunity to assess progress made in building competency. Typical structure of interview:  Indicate positive points: subjects mastered, objectives reached  Indicate points requiring work: what still has to be done  Ask for employee’s assessment of successes and difficulties  Make the necessary adjustments: for example in terms of training and operational support  Be clear and precise about the deadlines and the resources that are to be made available

15. Lecture 7 15 Development of competencies: how to develop professionalism: the integration period 7/7 C- The closing interview Use it to assess the entire integration period and evaluate the improvement in competencies Margin for error: leave open the possibility of reorientation in the event of serious integration problems associated with the position (an essential right for all)  If successful, the integration period nonetheless does not mean the end of competency development; the process continues for the duration of the job.

16. Lecture 7 16 Development of competencies: how to develop professionalism: consolidate and diversify competencies 1/5 Consolidating and diversifying competencies (after the integration period) Throughout the duration of the job, it will be necessary for employees to develop their competencies in the interests of professionalization in their position, and adapt to the changes it may undergo  Consolidating competencies - Updating competencies when change occurs: - in management software applications, - with new products, - in the regulatory environment - etc.  Diversifying competencies - when the nature of the work involved in a given position changes due to technological evolution

17. Lecture 7 17 Development of competencies: how to develop professionalism: consolidate and diversify competencies 2/5 Managers have several tools at their disposal: 1) Individual activity monitoring 2) Annual assessment interview 3) Individual training plan 1 Individual activity monitoring - Intended to provide an up-to-date picture of the employee’s acquisition of competencies - Frequency should be a function of the activities (weekly, monthly etc.), but it should be regular

18. Lecture 7 18 Development of competencies: how to develop professionalism: consolidate and diversify competencies 3/5 1 Individual activity monitoring (cont’d) - Review proficiency in the activities and success in achieving objectives - Assess the competencies being used - Make the necessary adjustments and indicate areas requiring work or further progress - Assess the benefits of training conducted and success in acquiring the expected competencies (“cold” evaluation of the training, i.e. analysis of the knowledge actually being put to use)

19. Lecture 7 19 Development of competencies: how to develop professionalism: consolidate and diversify competencies 4/5 2 The annual interview as a tool for: - Analysing and assessing expertise in the activities of the position - Evaluating the competencies being used in that position to meet the set objectives - Identifying the competencies that have to be acquired or developed - Setting out the areas in which improvement is needed in the position - Fixing objectives (in terms of quantity, quality and competency) - Giving the employee the means he or she needs to meet the objectives (tutoring, one-on-one, coaching, training etc.)

20. Lecture 7 20 Development of competencies: how to develop professionalism: consolidate and diversify competencies 5/5 3 Individual training plan An individual training plan is established during annual interviews, based on: - areas for improvement or professionalization identified in the annual assessment interviews (based on needs identified by the employee and supported by the supervisor): bottom-up needs but also on: - the unit’s strategic training guidelines, including budgetary aspects (top-down needs)  The totality of individual training plan makes up a higher-level plan: the unit’s annual training plan

21. Lecture 7 21 Development of competencies: how to prepare professional mobility 1/8 Following successful integration in the job position and expansion of the employee’s competencies, the possibility of staff mobility must be borne in mind, in one of several forms: - normal progression (following several years in the position) or at the initiative of the employee  Mobility, promotion - managed progression as a matter of organization policy  Deployment - in line with the organization’s job policy  Ideally, progression should be towards the emerging new occupations within the organization

22. Lecture 7 22 Development of competencies: how to prepare professional mobility 2/8 The person who should be mainly concerned with mobility is the manager: - in the individual and collective management of the team - in view of the unit strategy - as part of normal or desired progression The tools available to this end: 1) annual interview 2) professional orientation  professional orientation interview  professional or competency assessment

23. Lecture 7 23 Development of competencies: how to prepare professional mobility 3/8 1) Through annual interview  Conduct in-depth analysis of competencies and expand them - Occupational techniques - But mainly transverse or generic ones used in the position and outside (not connected with position)  Detect and identify potential  Identify desire for professional progression - Mobility, promotions etc.  Determine the possibilities for implementing the professional plans - in view of the existing competencies and the identified potential - in view of the unit’s and organization’s strategy (coherence)

24. Lecture 7 24 Development of competencies: how to prepare professional mobility 4/8 Through annual interview (cont’d)  Vetting of the employee’s professional plan - Important: the manager’s findings have to be substantiated - if supported: put the timeline and the agreed support measures into writing as an agreement, indicating the planned support (information, training orientation interview, on-the-job cross-training, etc.) 2) Through professional orientation With the support of the HR function  If a clearly identified professional plan has not been set up in the annual interview: The manager must use the assessment results to provide counselling and offer the employee a professional orientation interview or a professional or competency assessment

25. Lecture 7 25 Development of competencies: how to prepare professional mobility 5/8 Follow-up to the professional orientation interview Which will be examined at different levels - Within the unit: careers committee - Internal, within regional headquarters: jobs committee DT - External: partnership with other local services As part of the organization’s planned evolution following:  staff reductions or adjustments  reorganization of services  site closure Action to be carried out by management and HR services together, using the resources made available as part of the job rotation process

26. Lecture 7 26 Development of competencies: how to prepare professional mobility 6/8  Advance preparation - Inform employees (purpose and objectives) - Determine the competency profile of each employee through interviews with supervisors (thorough preparations for the annual interview can facilitate the process considerably) - Identify possible and realistic areas for functional evolution that are coherent with the organization’s strategy Tool: Guide to occupations and competencies

27. Lecture 7 27 Development of competencies: how to prepare professional mobility 7/8 Professional individual guidance, making use of existing mechanisms: Local employment body (internal to the organization) So as to give the employee - information about the local priority occupations - an overview of employment opportunities - assistance in preparing a CV - preparation for an internal recruitment interview - support in conducting a professional review or drawing up a career plan Internal: Professional orientation interview External: Obtain a global perspective on the profession; competency review

28. Lecture 7 28 Development of competencies: how to prepare professional mobility 8/8  As part of the organization’s planned evolution Training activities chosen to allow the employee in his job position to acquire and improve competencies: - internships, understudying etc. - professionalization schemes (customized) - in-house or external training (individual training plan) Assistance in the development of competencies; the success of which will be based on a formal commitment or agreement regarding  guidance during the integration period (mentor or tutor)  margin for error