Understand the concept of Competencies: reviewing variability through practice.
Historical development of Competencies in the workplace: influences and approaches.
What does it say in literature: exploring academic and research insights and evidence.
Situating Competencies in organization design and its relationship with other features of job architecture.
Evaluating Competency development for your organization: considerations and impacts.
What are we looking for in Competencies? Key features of competency identification and value.
Developing the business case for Competencies and organization capability development.
Defining Competencies: developing a theoretical and practice-based definition.
Creating a framework for Competency development and prioritization.
Making Competencies: demonstrate, describe, document.
Assessing Competencies: objectivity, individual and organization value, multi-methods.
Requirements
This course can provide value for the following: Human Resources Organization Development Students (e.g., Org. Psych, HR), Researchers, Decision-makers, Assessors, Educators, Coaches
Experience related to competencies in organizations assumed or for students in subject areas related to competencies.
Description
Are you engaged with competencies as a feature within your organization's human resources or organization development processes? Are you a student of organization psychology or human resources management? Are you an assessor for competencies? This course offers provides a rich source of theoretical and practical content to support your subject understanding and decision-making.The course offers a strategic, conceptual, critical, and technical foundation to competency development. It explores the concept and history of competencies in organizations, the different approaches to how it is defined and practiced, and a supporting framework for decision-making. Competencies have been long practiced across most large organizations globally, but as yet, there is no universally accepted definition of what we mean by a 'competency.' Research data suggests it struggles with establishing demonstrable evidence of impacts in organization performance, and whether the resource and cost implications for practice through selection and assessment, performance management, succession, and talent management exhibit a clear benefit.We know intuitively that competencies are welcomed and needed in all organizations. But what they are and how we can illustrate a formal value is challenging. Traditional methods of job analysis, work analysis, role design, and KSAOs (Knowledge, Skills, Attributes, Other) demonstrate an effective support for on-the-job-performance (OJP) because over time we develop confidence in the connections between employee characteristics and OJP. But it is competencies which really determine OJP and organization capability development (behavior, values, culture). In many cases, competencies are defined as KSAOs or results – in which case, a competency is unclear. The course provides a challenging insight into the concept of competencies and the variety of thinking and practical use.For decision-makers, pursuing competency development is a strategic choice. It offers powerful opportunities for organization capability, but at the same time it may be worth focusing on other aspects of human resource strategies and organization development first. Competencies need a clear positioning within the design of capability processes, and a clear value from their practice.Our approach consolidates theory and practice and offers a strategic and technically-robust direction for developing and using competencies formally. Over 32 lectures, we chart the theoretical and conceptual factors, practice-based issues and impacts, and development considerations. We present a unique and theoretically-founded methodology for developing competencies and frameworks, and leave you with a solid foundation for decision-making and your approach to development and implementation.A comprehensive Resources & Information pack provides detailed study and supporting information for lectures. It includes research references, conceptual and practical illustrations, and a sequential development approach, from theory to practice.
Overview
Section 1: Introduction
Lecture 1 INTRO Lecture 1 Introduction Learning Outcomes Course Structure
Lecture 2 INTRO Lecture 2 Why Curse Or Cure The Big Question
Lecture 3 INTRO Lecture 3 Objectives Of Competencies
Lecture 4 INTRO Lecture 4 Locating & Developing Competencies
Section 2: What Is? What We Know
Lecture 5 PART I Lecture 5 Part I Introduction & Contents
Lecture 6 PART I Lecture 6 Foundations Of Capability Building
Lecture 7 PART I Lecture 7 Environment More Than Job Analysis and KSAOs
Lecture 8 PART I Lecture 8 Who Decides KSAOs Problem Of Inference
Lecture 9 PART I Lecture 9 Why Do We Need Competencies Development Influences
Lecture 10 PART I Lecture 10 Competency Development In Practice Challenges
Lecture 11 PART I Lecture 11 PART I Summary & What's Next
Section 3: So What? Issues & Impacts
Lecture 12 PART II Lecture 12 PART II Introduction Recap Contents
Lecture 13 PART II Lecture 13 History & Definitions Cleaning Things Up
Lecture 14 PART II Lecture 14 Competency What Are We Looking For
Lecture 15 PART II Lecture 15 How Are Competencies Made Problem of Inference
Lecture 16 PART II Lecture 16 Domains Setting Up For Modeling And Frameworks
Lecture 17 PART II Lecture 17 Sample Framework Leadership Competencies And Predictors
Lecture 18 PART II Lecture 18 How Many Competencies Are Enough
Lecture 19 PART II Lecture 19 Terminology Challenges More Confusion
Lecture 20 PART II Lecture 20 Assessment Challenges Linking Development And Practice
Lecture 21 PART II Lecture 21 Assessment Challenges Objectivity And Value
Lecture 22 PART II Lecture 22 Issues And Checks Competency Development Or Not
Lecture 23 PART II Lecture 23 PART II Summary & What's Next
Section 4: What Now? Developing Competencies
Lecture 24 PART III Lecture 24 PART III Introduction & Contents
Lecture 25 PART III Lecture 25 Establishing Priorities And Strategic Approach
Lecture 26 PART III Lecture 26 Evidence For Priorities Data And Validation
Lecture 27 PART III Lecture 27 TACO Model 1 Locating & Defining Competency
Lecture 28 PART III Lecture 28 TACO Model 2 Priorities & Domain Development
Lecture 29 PART III Lecture 29 TACO Model 3 Making Competencies & Proficiency
Lecture 30 PART III Lecture 30 TACO Model 4 Development a Competency Framework
Lecture 31 PART III Lecture 31 TACO Model 5 Competency Assessment Approaches
Lecture 32 PART III Lecture 32 PART III Summary & Resources
Human Resources professionals seeking a deeper understanding of competencies, conceptually and for development and practice.,Organization Development professionals, reviewing competency development and practice across academic, practitioner, and analytical foundations.,Talent Management professionals wishing to gain a strategic and technical insight into supporting talent development and culture through competencies.,Competency Assessors – internal and external specialists will benefit from a solid technical approach to the assessment process and considerations for practice and analytics.,Students of Organization Psychology, Human Resources, Personnel Management – source of academic, research, and practice literature and insights for Competency theory and practice.,Organization Design professionals wishing to expand on organization behavior theory and practice.,Educators in Organization Psychology, Human Resources Management – a complementary resource for graduate and post-graduate curricula.,Business Managers – developing an appreciation of competency development and frameworks as a feature of enhancing individual and organizational performance and capability.,Business Managers – opportunity for knowledge development to support critical decision-making for human resources management and evaluating competency approaches
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