We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byKaiya Suit
Modified over 2 years ago
Core Competencies Training for Supervisors
©SHRM Introduction Core competencies are the capabilities that are essential to a business achieving competitive advantage. They are the skill set and experience of the business activity, rather than physical or financial assets. It is essential for all management employees to be able to identify, develop and implement their company’s core competencies to sustain their company’s long-term competitive advantage. This sample presentation is intended for presentation to supervisors and other management staff. It is designed to be presented by an individual who is knowledgeable in core competencies, organizational development, and the company’s strategic plan. This is a sample presentation that must be customized to include the company’s policies, culture and strategic plan.
©SHRM Objectives At the end of this presentation, you will be able to: State what core competencies are Cite the reasons for establishing core competencies Describe how to identify core competencies List the six stages of core competency implementation. Objectives
©SHRM What are Core Competencies? Core competencies are: The underlying skills, abilities, knowledge, experience, technologies or processes that allow a company to provide its unique set of products or services. Example 1: For a software company, the key skill may be the quality of its code. Example 2: For an electronic equipment manufacturer, the key area of expertise could be the design of the components and circuits that comprise the particular product. Core competencies are not fixed – they can and should change in response to changes in the business environment.
©SHRM How to Identify Core Competencies To identify core competencies, ask the following: > Do they provide potential access to a wide variety of markets and do they facilitate the development of new products and services? > Do they make a significant contribution to the perceived benefits of the end product? > Are they difficult for competitors to imitate?
©SHRM Reasons for Establishing Core Competencies Establishing Core Competencies: Allows the business to focus on what it does well. Reduces the number of operations which must be controlled, monitored and measured. Eliminates distractions. Promotes cohesive corporate culture and fully aligned management and staff.
©SHRM Questions ? Comments ?
©SHRM Six Stages for Implementing Core Competencies There are Six Stages of Core Competency Implementation: Stage One: Analyze Company Competency Needs > Articulate company needs, translate needs into requirements > Define what the ideal organization looks like > Can be accomplished through alignment exercise involving executives and business area managers
©SHRM Six Stages for Implementing Core Competencies (cont’d) Stage Two: Identify Core Competencies > Capture current competencies to establish baseline from which organization must start to achieve desired final state. > During this stage, assess quality, uniqueness, and value of competencies.
©SHRM Six Stages for Implementing Core Competencies (cont’d) Stage Three: Perform Situation Analysis > Compare and contrast capabilities from company needs assessment (stage one) and those capabilities that are currently in place (stage two). > Stage three creates overall competence profile of organization, classifies issues and opportunities into categories to be addressed through a variety of strategy options.
©SHRM Six Stages for Implementing Core Competencies (cont’d) Stage Four: Devise Competency Strategy and Plan > Using results from the situation analysis (stage three), this stage devises a strategy for developing and focusing on the core competencies that the company needs for pursuing identified opportunities and for correcting excess, deficient or obsolete capabilities. > Document strategies in a plan to map competencies to specific delivery mechanisms.
©SHRM Six Stages for Implementing Core Competencies (cont’d) Stage Five: Implement Competency Strategy > Perform steps necessary to begin deploying competence strategy. Same issues, problems and requirements as any other implementation. > Take long range view towards shifting competencies. > Spread implementation effort over two or more years to reduce disruptive effect of many simultaneous changes.
©SHRM Six Stages for Implementing Core Competencies (cont’d) Stage Six: Evaluate Results > Manage the competency plan evaluation as an ongoing process. > Use techniques such as benchmarking, service level agreements and customer satisfaction surveys to help manage and measure plan’s progress.
©SHRM Questions ? Comments ?
©SHRM Group Exercise What are the core competencies of this company? What are the core competencies of your department or division? Are department/division and company competencies in alignment? If not, what steps can be taken to ensure alignment?
©SHRM Summary Core Competencies are the underlying skills, abilities, knowledge, experience, technologies or processes that allow a company to provide its unique set of products or services. Establishing core competencies allows the business to focus on what it does well, reduces the number of operations which must be controlled, monitored and measured, eliminates distractions, and promotes cohesive corporate culture and fully aligned management and staff.
©SHRM Summary (cont’d) To identify core competencies ask if they provide potential access to a wide variety of markets and do they facilitate the development of new products and services, do they make a significant contribution to the perceived benefits of the end product, and are they difficult for competitors to imitate? Six Stages of Core Competency Implementation > Analyze company competency needs. > Identify core competencies. > Perform situation analysis. > Devise competency strategy and plan. > Implement competency strategy. > Evaluate results.
©SHRM Evaluation Please be sure to complete and leave the evaluation sheet you received with your handouts. Thank you for your attention and interest!
ANALYSIS OF THE FIRM Resources and Capabilities. Industry and Firm Analysis Industry Opportunities STRATEGY Firm Resources and Capabilities “Industry.
1 Chapter 5 Leadership and Strategic Planning. Leadership The ability to positively influence people and systems under one’s authority to have a meaningful.
Employee Recognition Training for Supervisors Presenter’s Name Date.
4-1. Chapter Planning and Strategic Management 4 4McGraw-Hill/Irwin Management, 7/e Copyright © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Planning: Processes and Techniques Chapter 4 MGMT 370.
Planning and Strategic Management Chapter Four Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the.
Employment-at-Will Training for Supervisors. ©SHRM Introduction The term “employment-at-will” is a familiar one for most employees, especially for.
Workforce Planning Training for Supervisors Presentation Subtitle/Description Presenter’s Name Date.
1. Strategic Human Resource Management After reading this chapter, you should be able to: Describe the differences between strategy formulation and.
Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Planning and Strategic Management Chapter 04.
1 Introduction to Workforce Planning and Development in State of Alaska Executive Branch Departments.
Alternative Work Schedules: Training for Supervisors.
MARKETING MANAGEMENT 12 th edition 2 Developing Marketing Strategies and Plans KotlerKeller.
Setting Goals & Objectives Training. ©SHRM Introduction Of all the functions involved in management, planning is the most important. As the old.
1 Ch. 4 Outline Introduction to Planning 1.Planning Fundamentals 2.Levels of Planning 3.Strategic Planning.
Chapter 2 Planning, Implementing, and Controlling Marketing Strategies.
HR SCORECARD Presented By ADEEL TARIQ MOBASHIR ALI.
Leadership, Organization, and Corporate Social Responsibility Chapter 26 Matakuliah: J0474 International Marketing Tahun: 2009.
QUALITY MANAGEMENT IN HUMAN RESOURCE. Quote, “… "Outstanding leaders go out of the way to boost the self-esteem of their personnel. If people believe in.
Chapter 8 Strategy Formulation and Execution. Every company is concerned with strategy – It determines which organizations succeed and which ones struggle.
Entrepreneurship Delivered in: Islamia University Bahawalpur Presented By: Tasawar Javed.
© 2006 by Nelson, a division of Thomson Canada Limited.1-1 Strategic Management & Strategic Competitiveness Chapter One.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle.
Part Three: Management Strategy and Decision Making Chapter 7: Strategic Management Chapter 8: Managing the Planning Process Chapter 9: Decision Making.
© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 2-1.
November System Office Performance Management Agenda Performance Management: – What are the key elements? – How can it benefit our staff? – Why.
Setting SMART Objectives Training. ©SHRM Introduction Of all the functions involved in management, planning is the most important. As the old saying.
Chapter 2 Strategic Human Resource Management Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the.
Copyright © 2015 Pearson Education, Inc. publishing as Prentice Hall 4-1.
The Mentoring Program of [Company Name] Training for Employees Presentation Subtitle/Description Presenter’s Name Date.
HUMAN RESOURCE MANAGEMENT STRATEGIC HUMAN RESOURCE MANAGEMENT CHAPTER NO. 8.
Objectives 1.Learn the S.M.A.R.T. Formula, and 2.Demonstrate the ability to use the S.M.A.R.T. Formula in writing performance measures.
Assessing Strengths and Weakness: an Internal Analysis Austin Bastian Philip Winfield Dana Cook Tyler Buschman Jordan Jones Ian Walraven Stephanie Light.
Managing Strategy and Strategic Planning CHAPTER 8.
November System Office Performance Management Agenda Performance Management: – What are the key elements? – How can it benefit staff? – Why is.
Session 1 Strategic Marketing – Introduction & Scope group3.
Employability skills workshop This work has been produced on behalf of the National Quality Council with funding provided through the Australian Government.
Slide 1 D2.TCS.CL5.04. Subject Elements This unit comprises five Elements: 1.Define the need for tourism product research 2.Develop the research to be.
Leveraging Capability Globally and Core Competence FMA3093 INTERNATIONAL BUSINESS MANAGEMENT SEMINAR.
Strategic and Business Planning for Ensuring of Cooperatives Sustainability Dr. Hakkı Çetin TARIS Union of Olive and Olive Oil Agricultural Sale Cooperatives.
Chapter 19 OPERATIONS AND VALUE CHAIN MANAGEMENT © 2003 Pearson Education Canada Inc.19.1.
XIME / PGDM-B2B –RS–1016-February-2010 B2B Marketing Managing The Product Line PGDM–B2B–RS–10 Amarnath Krishnaswamy.
Slide content created by Joseph B. Mosca, Monmouth University. Copyright © Houghton Mifflin Company. All rights reserved. 8 Managing Strategy and Strategic.
Chapter 1 Managing Human Resources. MGMT Chapter 1 HRM Practices/Functions.
2-1 MARKETING MANAGEMENT Developing Marketing Strategies and Plans.
Contingent Workers Training for Supervisors: Part IV.
1-1 Human Resource Management Gaining a Competitive Advantage Strategic Human Resource Management.
Operations and Supply Chain Strategy CHAPTER TWO Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
© 2016 SlidePlayer.com Inc. All rights reserved.