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Home Programs Human Resources Management Competency-Based Human Resources Management

Competency-Based Human Resources Management

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Choose your date:
CityLanguageScheduled DateRegister
Dubai English 21 Nov 2010 - 25 Nov 2010
Dubai English 23 Jan 2011 - 27 Jan 2011
Singapore English 17 Jul 2011 - 21 Jul 2011
Dubai English 2 Oct 2011 - 6 Oct 2011

Program Objectives:

By the end of the program, participants will be able to:

  • Define competencies, their history and the important role they play in Human Resources and the organization.
  • Analyze the main components of a competency, the differences between each and their relevance to HR processes.
  • Discover where competencies come from and apply the main steps in designing competency frameworks and models.
  • Identify the main steps involved is assessing employee competence and the reliability of each step.
  • Apply competencies in the recruitment and selection processes.
  • Use competencies for identifying training needs, talent pools and succession plans.
  • Utilize competencies and behavioral indicators in performance appraisal systems.

 

This Program is designed for:

Managers, superintendents, supervisors and officers in the functions of Human Resources and/or training and development. The program is also very useful for line managers whose organization is currently, or about to start, using competencies as a framework for recruiting, selecting and training employees. This program is worth 25 NASBA CPEs.

 

Program Fees:

Per participant - USD 3700
Frequent nomination - USD 3330
(including coffee breaks and a buffet lunch daily)
One extra free place for every 2 paid nominees on the same program and dates
Discount Plans, Refunds & Cancellations Policy

Meirc reserves the right to alter dates, content, venue and trainer with a reasonable notice time.

 

Program Outline:

Competencies

  • History, Origins and Definitions
  • Components: Differences between Knowledge, Skills and Competencies
  • The Iceberg Model
  • Competence versus Competency

Competency Frameworks and Models

  • Types of Competencies
  • Standard Levels of Competence
  • Customized Levels: The Use of Behavioral Indicators
  • Competency Job Profiles versus Job Descriptions
  • Competency Job Profiles and Personal Profiles
  • Competency Gap Analysis

Competency Analysis

  • Extracting Competencies from Strategic Plans
  • Key Result Areas, Core Competencies and Core Values
  • Validating Competency Models
 

Competence Assessment

  • Can Competence Be Measured?
  • Measuring Knowledge and Skill
  • Measuring Attitude and Ability
  • The Use of Psychometrics

Competency-Based Selection

  • Defining Job Requirements
  • Designing and Conducting Competency-Based Interviews
  • Competency-Based Selection

Competencies in Training and Development

  • Classical TNAs
  • Competency-Based TNAs
  • Using Competencies for Determining Talent Pools
  • Competencies in Succession Planning

Competency-Based Appraisal Systems

  • Advantages and Disadvantages
  • Translating Personal Competence to an Appraisal Rating: The Main Formula

Pre-requisites

None

Delivery Type

Group-Live

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