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Welcome to the HR Orientation Sessions HR Department-ABM Agile Business Modules Date:2016-04-19 Provided by:

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  1. 1. Welcome to the HR Orientation Sessions HR Department-ABM Agile Business Modules Date:2016-04-19 Provided by:
  2. 2. ABM Core Competences
  3. 3. Session Outlines By 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
  4. 4. Hello! I am Mahmoud Sayed I am HR Generalist here and I am here because I love to give presentations :)
  5. 5. 1. What are Competences?
  6. 6. 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 organizations values are stated, it is the way that people act that defines the culture.
  7. 7. 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
  8. 8. Competence s Framework
  9. 9. The levels Each 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 managers 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.
  10. 10. 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.
  11. 11. Recording Evidence It is each individual member of staffs 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.
  12. 12. What is the Usage of The Core Competences Framework?
  13. 13. The core competence framework is used in all human resources functions Performance Management Learning and Development Recruitment Career Development
  14. 14. Problem Solving ABM Core Competences Teamwork Innovation Planning and Organizing Communication
  15. 15. LETS 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 ones inquisitive mind toward initiating new strategies, products, services, and markets
  16. 16. 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.
  17. 17. 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 staffs 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
  18. 18. 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 Finds the right Drafts general budgets
  19. 19. 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 Likes to discuss with colleagues and fellow experts about Is able to handle resistance against his own ideas without giving
  20. 20. Teamwork Competency Cascading Level 1 Level 2 Level 3 Level 4 Understands the goals of the team and each team members 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 Involves others in working out solutions whilst retaining responsibility Emphasizes common denominators in a team to reinforce team spirit Understands the organizations strengths and weaknesses and finds partners
  21. 21. Thanks! Any questions? You can find me at: [email protected]