Welcome to the HR Orientation Sessions

HR Department-ABM

Agile Business Modules

Date:2016-04-19

Provided by:

ABM

Core Competences

Session OutlinesBy the end of this session you will be aware of the following:

1. Competencies definition

2. Linking Competences to ABM Values

3. Competences Framework

4. Measuring Competences

5. Using Core Competence Framework

6. ABM Core Competences

Hello!I am Mahmoud Sayed

I am HR Generalist here and I am here because I love to give presentations :)

1.

What are

Competences?

“A competence represents the set of skills & behaviors

needed to perform work activities competently.”

Behaviors are the manifestation of an organization

culture, no matter how clearly the organization’s

values are stated, it is the way that people act that

defines the culture.

Linking Competences to ABM Value

Values are the beliefs, principles and behaviors that describe what is important to us and our company. The values influence the way we do our jobs and how we achieve our vision and mission while outlining our company expectations.

Values Competences

Dedicated to customer: Keen on client, solution oriented, Decency

· Problem Solving

· Communication

Hunker: Fast, Efficient, Proactive Planning and organizing

Passion to learn: Up to date

Creative: Optimized, Simple Innovation

Teamwork: Sharing, Helping Teamwork

Competence

s

Framework

The levelsEach competence has four levels containing statements describing the skills, knowledge

and behaviors needed to perform effectively at each level.

The framework should be used flexibly to suit the needs of different roles. The needs of

the job should help set the expected level of competence needed to perform effectively.

The table below offers a guideline to competence levels. However, the levels should always be used flexibly to suit the needs of the role

Level 1 Level 2 Level 3 Level 4

•Carried by all employees.

•Applies to those employees

who do not have a line

manager’s responsibilities.

•Carried by those employees who

are responsible for how other

employees perform i.e. Leaders and

Supervisors.

•It is not mandatory at this level to

be managing people – some might

have professional or specialist roles.

•Carried by those employees who work in roles

that need more plan and long-term focus.

•Can describe roles that are responsible for

managing managers.

•Can also describe roles which need a high

degree of professional or specialist expertise.

•Not everyone at this level will be responsible

for managing people, although it includes those

employees who are involved in project and

operation management

•Carried by those

employees who have wide

leadership responsibilities,

or professional or specialist

roles which involve some

leadership, and those

employees who work in a

strategic role.

Measuring Competences

First Step

The line manager review

job description and defines

the needs of the role.

Second Step

The manager then

identifies the competence

level that most accurately

reflects the needs of the

role for each competence.

(Remember, the level may

vary between

competences.)

Third Step

They then review the statements within the level and choose the statements that are relevant to the role. (Remember, some of the statements within each level may not apply to every role.)

Fourth Step

The manager discusses and agrees with the member of staff which of the statements need to be specifically shown. These are recorded as objectives throughout the performance management process.

Fifth Step

The member of staff collects and provides

evidence to show their ability against their

competence-based objectives.

Recording Evidence

It is each individual member of staff’s responsibility to collect and record enough evidence to prove competence. Employees can record and present evidence in any format, including spoken statements describing what was done (however, you must agree this with your manager beforehand).

However an individual agrees to present their evidence, it will need to be structured in the following way.

A. The situation This is the background which sets the scene

B. What happened What action you took and how you went about it.

C. The outcome The end result and any follow-up actions.

What is the Usage of The Core Competences

Framework?

The core competence framework

is used in all human resources

functions

Performance Management

Learning and Development

Recruitment Career Development

Problem Solving

ABM Core Competences

Teamwork

Innovation

Planning and Organizing

Communication

LET’S REVIEW SOME CONCEPTS

Problem Solving

Identifies and analyzes problems; weighs relevance and accuracy of information; generates and evaluates alternative solutions; makes recommendations

Communication

The ability to develop and

maintain relations, alliances

within and outside of the

organization and to use them

in order to obtain information,

support and cooperation

Planning and Organizing

The ability to determine goals and priorities and to assess the actions, time and resources needed to achieve those goals

Teamwork

The ability to work effectively with others in order to achieve a shared goal - even when the object at stake is of no direct personal interest

Innovation

The ability to direct one’s

inquisitive mind toward

initiating new strategies,

products, services, and

markets

Problem Solving Cascading

Level 1 Level 2 Level 3 Level 4

Proposes solution to

improve customer

satisfaction

Addresses routine

organizational

problems by leading a team

to brainstorm solutions

Synthesizes information

from internal and external

sources to develop an

action plan

addressing program issues

Improves organizational

efficiency by

developing,planning, and

implementing a multi-tier

solution to complex or

unprecedented problems

Determines cause of

workforce problem and

recommends corrective

action

Applies appropriate

methodology to discover or

identify policy issues and

resource concerns

Addresses systemic

barriers inhibiting the

achievement of results by

forming teams to conduct

focus groups and

develop

solutions

Develops and implements a

remediation plan restoring

stakeholder confidence in a

critical agency program

Establishes guidelines to

clarify complex and/or

controversial

processes

Reconciles conflicting

and/or

incomplete information to

develop solutions.

Communication Competency Cascading

Level 1 Level 2 Level 3 Level 4

Positively

communicates with

stakeholders

Maintains proper and

effective

communications channels

within the organization

flow

Facilitates staff’s

communication channels

and introduces them to

each other

Cooperates with other

departments in

order to increase the

success rate of

projects

Shows interest in

communic

ating respectfully with

internal and external

stakeholders

Contacts others actively for

information, support or

cooperation

Ensures relevant effective

departmental

communication to both

parties

Works on broadcasting

campaigns to

broaden his/her

organizational image

Takes initiative

to Find new contacts

Ensures that he or she

maintains his /

her network

Consolidates efforts of

different departments to

solve the

issue.

Involves others in his

professional

networks and

stimulates them to expand

theirs

Planning and Organizing Competency Cascading

Level 1 Level 2 Level 3 Level 4

Sets personal

objectives to deliver

results on agreed

tasks

Makes needed adjustments

to timelines, steps and

resource allocation

Assigns people and

resources effectively

Defines strategy and goals for

the medium and long range

Prioritises activities

and resources to meet

specific objectives

and/or tasks;

tracks

progress

Drafts an action plan

before

entering a project

Challenges inefficient or

ineffective work processes

and offers constructive

alternatives.

Drafts change initiatives,

including a general time

schedule

Plans activities and

places them in

Finds the right

moments for

Drafts general budgets

based on desired

Innovation Competency Cascading

Level 1 Level 2 Level 3 Level 4

Dares to go

against the flow

Take customers’ feedback

into consideration

Is not hindered by

competitive

sentiments when

someone else

comes up with

a good idea;

joins in and

values the idea

instead

Formulates ideas that are not

yet shared by others.

Is informed about

trends and

developments relevant

for his expertise and

organization

Is aware of services

and products

about which clients are

dissatisfied and finds out

what the

reason is for

this

Likes to avoid the obvious

and offers proposals that

are not always clear-cut

yet feasible

IS able to excite others about

new ideas and to make them

advocate those ideas as well.

Is busy innovating and

setting up

services that

have not been

Likes to discuss

with colleagues

and fellow experts about

new possibilities

Is able to handle resistance

against his own ideas

without giving

them up

Teamwork Competency Cascading Level 1 Level 2 Level 3 Level 4

Understands the goals

of the team and each

team member’s role

within it.

Establishes and supports a

working environment in

which colleagues work co-

operatively with each

other

Discusses plans and

ideas with

others and invites them to

contribute

Facilitates collaboration across

the organization and with other

organizations to achieve a

common goal

Willingly gives support

to co-workers and

works collaboratively

rather than

competitively

Supports and takes

responsibility for team

decisions

Encourages cross team

working by

liaising and planning with

other managers

Breaks down barriers

(structural, functional, cultural)

between teams, facilitating the

sharing of expertise and

resources

Shares experiences,

knowledge and best

practices with team

members

Involves others in working

out solutions whilst

retaining responsibility

Emphasizes common

denominators in a team to

reinforce team spirit

and the

Understands the organization’s

strengths and weaknesses

and finds partners

to help correcti

Thanks!Any questions?

You can find me at:

mdishnawy@agilebm.com