View
213
Download
0
Tags:
Embed Size (px)
Citation preview
REACTION Conference, Gent, 14 September 2007
Competence analysis in a company
contextLuk Indesteege, Quadri
REACTION Conference, Gent, 14 September 2007
Action 1
•Name•Work•Why am I here ? (in this
workshop)= my expectations
REACTION Conference, Gent, 14 September 2007
Content of this workshop
1.1. Competences : Competences :
what are we talking about?what are we talking about?
2.2. Competences in a Learning Organisation: Competences in a Learning Organisation:
the V-modelthe V-model
3.3. Different kinds of competenceDifferent kinds of competencess
4.4. How to measure competences?How to measure competences?
TheThe Pole star method Pole star method
5.5. ExperiencesExperiences
REACTION Conference, Gent, 14 September 2007
Why companies work with competences ?
• Competences are the only local ressources we have
• Even these ressources are becoming scarce
• Casting of people is very important
• Competence based learning is very effective
REACTION Conference, Gent, 14 September 2007
Competences as an element
of a learning process
Function
Competentiemeting
Measurement
Learning
Meting & begeleiding
Competences
Action
REACTION Conference, Gent, 14 September 2007
How people learn : AAA
SleepUnconsciously incompetent
Awakeconsciously incompetent
Absorbconsciously competent
Action
Unconsciously competent
REACTION Conference, Gent, 14 September 2007
REACTION Conference, Gent, 14 September 2007
DefinitionCOMPETENCE
A competence is an integrated set of kwowledge, skills and attitudes used in a productive way
• Knowledge facts, understanding• Skills application, control• Attitudes behaviour, devotion
REACTION Conference, Gent, 14 September 2007
Action 2function : reception desk
•Define 4 tasks in the job•Define 4 competences
needed for the tasks
N.B. One competence can be useful in more than one task
REACTION Conference, Gent, 14 September 2007
How to develop competences
Knowledge Learning
Skills: Training
Attitudes Motivation ????
REACTION Conference, Gent, 14 September 2007
Core competences(on organisation level)
– Necessary for the organisation to be SUCCESSFULL
– Applicable in all functions • Customs satisfaction• Safety• Speed• …..
REACTION Conference, Gent, 14 September 2007
Competences on function level
• Sets of knowledge, skills and attitudes
• that allow the job holder• to perform successfully
– Driving licence
– ECDL
– ….
REACTION Conference, Gent, 14 September 2007
Personal competences
• Basic personal features, talents• Needed
to develop core competences and functional competences
• Difficult to develop– Language skills– Empathy – Good view– ….
REACTION Conference, Gent, 14 September 2007
Action 2function : reception desk
Add 2 competences needed for the tasks
•One company core competence
•One personal competence
REACTION Conference, Gent, 14 September 2007
How to measure competences?
Some existing methods:
• SWOT- analyse
• Assessment
• 360° Feedback
REACTION Conference, Gent, 14 September 2007
SWOT-analysis
SWOT means – Strengths– Weaknesses– Opportunities– Threats
• S en W are internal (to a person)
• O en T are external
REACTION Conference, Gent, 14 September 2007
Assessment
• Used for selection, also useful for the measurement of competences
• Group of job holders in test situation• Observation with valid checklist• Gives objective information on
competences• If the asessees agree to collaborate• Confidentiality is needed
REACTION Conference, Gent, 14 September 2007
360° Feedback
Questionnaire concerning 1 person
Filled in by:– The job holder– His/her direct leader– Colleagues, peers– Collaborators– Customers– Suppliers
Assessee
CustomerLevel +1
Peer
Level -1SupplierLevel -1
Peer
Level +1
REACTION Conference, Gent, 14 September 2007
How to measure competences?
The existing methods: • SWOT- analyse• Assessment• 360° Feedback
Include high investments in time and money
Pole star method Easy combination of good practice with ICT
REACTION Conference, Gent, 14 September 2007
POLE STAR METHOD
1. Agreement on the project plan
2. Information for participants
3. Analysis of workplace, tasks
4. List of competences for the job
5. Measurement of competences
6. Inventory of points to learn
7. Report, learning plan
REACTION Conference, Gent, 14 September 2007
Measurement of competences
• 3 to 6 indicators for every competence• In indicators knowledge, skills and attitudes can be
separated • Indicators are perceptible, linked to tasks• 30 to 60 indicators in total
Result:
a clear measurement instrument for competences
REACTION Conference, Gent, 14 September 2007
Action 3: reception desk
In groups of 3p.
• Take one competence of the list• Define 3 indicators to measure if the
competence is acquired• Make them observable, related to the job,
clear to understand
REACTION Conference, Gent, 14 September 2007
Measurement of competences
scores : Needs to learn
• None, never, not VERY BIG• A little bit, sometimes, basic HIGH• Most, in normal conditions, often SMALLSMALL• Expert, always, NONENONE
Results: List of real competences for every employeeIndividual learning needs
REACTION Conference, Gent, 14 September 2007
Measurement of competences
Possibilities to reach consensus on the list of indicators:
• Conversation between employee and manager (2p)• Conversation with external guidance (3p)• Observation on the workplace• 360° feedback• ...
REACTION Conference, Gent, 14 September 2007
Use of software
• Competence compass• Easy communication via internet• Database of reusable competences and
indicators• Fast results
REACTION Conference, Gent, 14 September 2007
Ex: Competence profile
REACTION Conference, Gent, 14 September 2007
participants
REACTION Conference, Gent, 14 September 2007
Indicator form
REACTION Conference, Gent, 14 September 2007
consensus
REACTION Conference, Gent, 14 September 2007
Learning matrix
REACTION Conference, Gent, 14 September 2007
Basic success factor for competence management
Leads to : • Motivation• Information• Good project management• Results
REACTION Conference, Gent, 14 September 2007
Links with APEL
• Qualification fear is over– Trade unions – Employers
• Companies provide evidence on competences• The pressure from Europ and our Ministry of
Education on LIFELONG LEARNING is high• The interest of universities is growing
– New opportunities– Internal opposition
REACTION Conference, Gent, 14 September 2007
KHLim• KHLim is a university college in the N-E of
Belgium• Providing education to + 5000 students
– with + 700 staff members
• Providing also services to society (Quadri)– Lifelong Learning to + 10.000 adults– Consulting on contract basis– R&D work on contract basis
REACTION Conference, Gent, 14 September 2007
REACTION Conference, Gent, 14 September 2007
contact
Luk Indesteege
KHLim Quadri
University Campus B5
BE-3590 Diepenbeek
Tel + 32 11 300 470
Fax + 32 11 300 479
REACTION Conference, Gent, 14 September 2007