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Unit 2Defining Competencies

Unit 2Defining Competencies

Release 11iRelease 11i


ObjectivesObjectives

At the end of this Unit you should be able to :

• Describe and create competencies

• Determine why rating scales are used

• Describe the different methods of measuring behavior using rating scales and proficiency levels

• Set up a rating scale

• Set up competence requirements

• Copy competencies from the business group, organization, job, or position level

• Group competencies

At the end of this Unit you should be able to :









OverviewOverview

This Unit concentrates on the use of competencies and rating scales within Career Management This Unit concentrates on the use of competencies and rating scales within Career Management


Lesson 1Creating Competencies and Defining

Rating Scales

Lesson 1Creating Competencies and Defining

Rating Scales Release 11i Release 11i


OverviewOverview

• Rather than providing you with predefined competencies that may be too prescriptive or too general, Oracle HRMS enables you to develop your own.

• Competencies can be grouped by the methods used to improve them, such as trainable competencies. Alternatively, they can be grouped by their use in the company, such as core or technical.

• The flexibility of Oracle HRMS enables you to structure your competencies and design your methods of measurement to meet the needs of your company.

• Rather than providing you with predefined competencies that may be too prescriptive or too general, Oracle HRMS enables you to develop your own.


• The flexibility of Oracle HRMS enables you to structure your competencies and design your methods of measurement to meet the needs of your company.


Common Competence FrameworkVirtual Job Market

Common Competence FrameworkVirtual Job Market

Recruit applicant Recruit applicant

for positionfor position

Match Match employee for employee for

vacancyvacancy

• A common framework for describing and assessing competencies speeds the deployment process.

• Can match employees and applicants with opportunities that arise across the whole company

• A common framework for describing and assessing competencies speeds the deployment process.

• Can match employees and applicants with opportunities that arise across the whole company


CompetenciesCompetencies

KnowledgeKnowledge

AttitudeAttitudeSkillSkill

AttributeAttribute

• A competence can be defined as the following:

– Knowledge: for example, knowing the names of all the rivers in China

– Skill: for example, being able to type to a certain standard

– Attitude: (difficult to measure)

– Attribute: for example, the absence of color blindness (be careful not to discriminate)

• A competence can be defined as the following:

– Knowledge: for example, knowing the names of all the rivers in China

– Skill: for example, being able to type to a certain standard

– Attitude: (difficult to measure)

– Attribute: for example, the absence of color blindness (be careful not to discriminate)


Competence ProfilesCompetence Profiles

• A competence profile is the list of competencies held by a person and the level of proficiency they display in these competencies.

• It is the basis for all analysis of competence information, including suitability matching and succession planning.

• Competencies can be delivered at a specific proficiency level through training activities. This refers to any planned undertaking that improves a student’s competencies (qualifications, experience, and so on).

• A competence profile is the list of competencies held by a person and the level of proficiency they display in these competencies.

• It is the basis for all analysis of competence information, including suitability matching and succession planning.

• Competencies can be delivered at a specific proficiency level through training activities. This refers to any planned undertaking that improves a student’s competencies (qualifications, experience, and so on).


Polling QuestionPolling Question

List any competencies that you may want to develop for your company.List any competencies that you may want to develop for your company.


Measuring Behavior using CompetenciesMeasuring Behavior using Competencies

• Two methods of measuring

– Individual method which uses proficiency levels

– General method which uses rating scales which have to be created

• It is possible to use both methods of measurement

– For example, you can use a general method for core competencies and an individual method for specific job and position competencies

• Two methods of measuring

– Individual method which uses proficiency levels

– General method which uses rating scales which have to be created

• It is possible to use both methods of measurement

– For example, you can use a general method for core competencies and an individual method for specific job and position competencies


Rating ScalesRating Scales

• Rating scales are used to describe competencies in a general way.

• Instead of defining proficiency levels for individual competencies, you use a general rating scale and text for measuring several competencies.

• You can create general rating scales to determine:

– Proficiency

– Performance

– Weighting

• These ratings are the ones seen and used in the assessment process.

• Rating scales are used to describe competencies in a general way.

• Instead of defining proficiency levels for individual competencies, you use a general rating scale and text for measuring several competencies.

• You can create general rating scales to determine:

– Proficiency

– Performance

– Weighting

• These ratings are the ones seen and used in the assessment process.



• Proficiency

– Identifies how a person exhibits a competence. For example, a person is proficient at drilling a hole.

• Performance

– Identifies whether the person has achieved the proficiency. For example, can they drill well or not.

• Weighting

– Identifies the level of importance of a competence.

• Proficiency

– Identifies how a person exhibits a competence. For example, a person is proficient at drilling a hole.

• Performance

– Identifies whether the person has achieved the proficiency. For example, can they drill well or not.

• Weighting

– Identifies the level of importance of a competence.



• You can make one rating scale the default if you are going to link this rating scale to many competencies.

• You can add attachments to the rating scales, if required

– For example, you can attach a competence description or a video of the skill

• You can make one rating scale the default if you are going to link this rating scale to many competencies.

• You can add attachments to the rating scales, if required

– For example, you can attach a competence description or a video of the skill


Competence Measurement- Individual Method

Competence Measurement- Individual Method

• Proficiency Levels

– If most of your competencies within your enterprise are comprised of proficiency levels unique to individual competencies, you might want to create competencies with their unique proficiency levels. You would therefore have a number of equivalent systems for measuring performance

– The following slides illustrates the competence ‘Erecting and Dismantling Scaffolding’ using the individual method to structure your competencies. Notice the proficiency levels and behavioral indicators

• Proficiency Levels

– If most of your competencies within your enterprise are comprised of proficiency levels unique to individual competencies, you might want to create competencies with their unique proficiency levels. You would therefore have a number of equivalent systems for measuring performance

– The following slides illustrates the competence ‘Erecting and Dismantling Scaffolding’ using the individual method to structure your competencies. Notice the proficiency levels and behavioral indicators


Individual Method with Proficiency LevelsIndividual Method with Proficiency Levels

1 - Novice

– Can provide assistance, as a member of a team, in the general fetching and carrying of scaffolding components

1 - Novice

– Can provide assistance, as a member of a team, in the general fetching and carrying of scaffolding components



2 - Beginner

– Can, as a member of a team, erect and dismantle basic scaffolds constructed from preformed aluminum components

2 - Beginner

– Can, as a member of a team, erect and dismantle basic scaffolds constructed from preformed aluminum components



3 - Intermediate

– Can, as a member of a team, erect and dismantle scaffolds constructed from preformed steel components

3 - Intermediate

– Can, as a member of a team, erect and dismantle scaffolds constructed from preformed steel components



4 - Advanced

– Can, as a member of a team, erect and dismantle basic tube and clip scaffolds

4 - Advanced

– Can, as a member of a team, erect and dismantle basic tube and clip scaffolds



5 - Expert

– Can, as a member of a team, erect and dismantle advanced tube and clip scaffolds

5 - Expert

– Can, as a member of a team, erect and dismantle advanced tube and clip scaffolds


Competence Measurement - General Method

Competence Measurement - General Method

• Rating Scales

– Alternatively you can use the general method of measurement to structure your competencies.

– For example, you might decide to use a general method of measuring ‘expertise’, such as Expert, Intermediate and Novice. To do this, you could create a general rating scale called Expertise and hold the generic proficiency levels here.

• Rating Scales

– Alternatively you can use the general method of measurement to structure your competencies.

– For example, you might decide to use a general method of measuring ‘expertise’, such as Expert, Intermediate and Novice. To do this, you could create a general rating scale called Expertise and hold the generic proficiency levels here.


General Method with Rating Scales General Method with Rating Scales

• General Rating Scale for Expertise• General Rating Scale for Expertise

LowLow

HighHigh

• 1 = Novice1 = Novice

• 2 = Beginner2 = Beginner

• 3 = Intermediate3 = Intermediate

• 4 = Advanced4 = Advanced

• 5 = Expert5 = Expert


Best Method of MeasurementBest Method of Measurement

• Use the individual method if most of the competencies within your enterprise comprise of proficiency levels unique to individual competencies.

• Use a general rating scale if a number of competencies within your enterprise have a common set of proficiency levels. You can then ensure consistency between measurements.

• You can, of course, use a mixture of both, but whatever you use, ensure that you give high numbers to high ratings. You need to do this, for example, to ensure any bar charts you produce are useful.

• Use the individual method if most of the competencies within your enterprise comprise of proficiency levels unique to individual competencies.

• Use a general rating scale if a number of competencies within your enterprise have a common set of proficiency levels. You can then ensure consistency between measurements.

• You can, of course, use a mixture of both, but whatever you use, ensure that you give high numbers to high ratings. You need to do this, for example, to ensure any bar charts you produce are useful.


Method of MeasurementMethod of Measurement

Proficiency levelsProficiency levels

Competency levelsCompetency levels

(Mix and match)(Mix and match)

Total flexibility

Calculate assessmentCalculate assessment scores scores

• ProficiencyProficiency

• PerformancePerformance

• WeightingWeighting


Common System of MeasurementCommon System of Measurement

Behavioral indicatorsBehavioral indicatorsCompetenciesCompetencies

Proficiency rating scaleProficiency rating scale

• If you decide to use a common system of measurement in your company, use the same rating scale measurements throughout. For example, if you use rating levels 1 to 3 for one rating scale, stick to this scale if you set up many scales with different proficiency levels.

• If you decide to use a common system of measurement in your company, use the same rating scale measurements throughout. For example, if you use rating levels 1 to 3 for one rating scale, stick to this scale if you set up many scales with different proficiency levels.


Competence Proficiency LevelsCompetence Proficiency Levels

• Once you set up proficiency levels for a competence, Oracle HRMS retrieves the correct proficiency level when you perform any of the following tasks:

– Set up competence requirements

– Create or update a competence profile

– Perform an evaluation as part of an appraisal

• Setting up proficiency levels saves time and also ensures that you always select the correct proficiency level for the task that you are performing.

• Once you set up proficiency levels for a competence, Oracle HRMS retrieves the correct proficiency level when you perform any of the following tasks:

– Set up competence requirements

– Create or update a competence profile

– Perform an evaluation as part of an appraisal

• Setting up proficiency levels saves time and also ensures that you always select the correct proficiency level for the task that you are performing.


Instructor Demonstration 1-aInstructor Demonstration 1-a

The purpose of this demonstration is to show how to create a rating scale and a competency. Observe as your instructor demonstrates how to set up a rating scale and create a competency.

The purpose of this demonstration is to show how to create a rating scale and a competency. Observe as your instructor demonstrates how to set up a rating scale and create a competency.


Practice 1-aPractice 1-a

• Following the Instructor demonstration set up a Rating Scale and a Competency using the information supplied.

• Prefix the information with your initials.

• Following the Instructor demonstration set up a Rating Scale and a Competency using the information supplied.

• Prefix the information with your initials.


Practice 1-aNavigation Path


NN

SS

EEWW

Navigate to the Rating Scale Window in US Super HRMS Manager Responsibility:

(N) Career Management > Rating Scales

(N) Career Management > Competencies

Navigate to the Rating Scale Window in US Super HRMS Manager Responsibility:

(N) Career Management > Rating Scales

(N) Career Management > Competencies


SummarySummary

In this lesson, you should have learned how to:











Lesson 2Defining Competence Requirements and

Grouping Competencies

Lesson 2Defining Competence Requirements and

Grouping Competencies Release 11i Release 11i


OverviewOverview

• To ensure your company meets current and future goals, identify your competence requirements:

– Identify the competencies that people within your company need to possess and exhibit in order to meet your business goal.

• Start by defining your core competencies that every employee must possess if your company is to meet its goals.


• To ensure your company meets current and future goals, identify your competence requirements:

– Identify the competencies that people within your company need to possess and exhibit in order to meet your business goal.

• Start by defining your core competencies that every employee must possess if your company is to meet its goals.



Setting Up Competence RequirementsSetting Up Competence Requirements

• You can define your company’s competence requirements at the following levels:

– One-time profiles (for suitability matching)

– Business Group

– Organization

– Job

– Position

• You can define your company’s competence requirements at the following levels:

– One-time profiles (for suitability matching)

– Business Group

– Organization

– Job

– Position

One-time profiles

Business group

Organization

Job

Position


Defining Competence RequirementsDefining Competence Requirements

• Defining your competence requirements enables you to devise an appropriate evaluation procedure as part of your appraisal process and evaluate individuals against the competencies for selection, qualification or training and development purposes.

• Defining your competence requirements enables you to devise an appropriate evaluation procedure as part of your appraisal process and evaluate individuals against the competencies for selection, qualification or training and development purposes.


Core CompetenciesCore Competencies

• Defining your core competencies might be the first stage in developing a competence approach.

• Core competencies are the competencies that are required by every person to enable your enterprise to meet its goals.

– For example, the core competencies required to meet the goal ‘greater penetration in the applications market’, might include strategic thinking, quality orientation and customer awareness.

• You define core competencies at Business Group or organization level

• Defining your core competencies might be the first stage in developing a competence approach.

• Core competencies are the competencies that are required by every person to enable your enterprise to meet its goals.

– For example, the core competencies required to meet the goal ‘greater penetration in the applications market’, might include strategic thinking, quality orientation and customer awareness.

• You define core competencies at Business Group or organization level


One Time Profiles One Time Profiles

• Not only can you create profiles for organizations, jobs and positions, but you can also create one time profiles for many purposes.

– For example, you can create one time profiles for a variety of activities, such as team building, by using the Suitability Matching function. You can search for candidates and rank them using this functionality.

• Not only can you create profiles for organizations, jobs and positions, but you can also create one time profiles for many purposes.

– For example, you can create one time profiles for a variety of activities, such as team building, by using the Suitability Matching function. You can search for candidates and rank them using this functionality.


Business Group and Organization Competencies

Business Group and Organization Competencies

• Competencies held at Business Group or organization level only need to be defined once.

• They are then automatically displayed each time you select a specific organization or job, saving you from having to select them each time.

• Competencies that are held at high-level are easier to maintain.

• Competencies held at Business Group or organization level only need to be defined once.

• They are then automatically displayed each time you select a specific organization or job, saving you from having to select them each time.

• Competencies that are held at high-level are easier to maintain.


Job and Position CompetenciesJob and Position Competencies

• Once you have defined your enterprise’s core competencies, you might want to define individual job and position competencies later.

– For example, C++ programming, SQL*Plus, and such.

• If you are holding competencies at position level and within the context of an organization or job, when you later select a position, the relevant competencies for the organization, job and position are inherited and displayed.

• Alternatively, you can hold competencies at position level and not within the context of an organization or job.

• Once you have defined your enterprise’s core competencies, you might want to define individual job and position competencies later.

– For example, C++ programming, SQL*Plus, and such.

• If you are holding competencies at position level and within the context of an organization or job, when you later select a position, the relevant competencies for the organization, job and position are inherited and displayed.

• Alternatively, you can hold competencies at position level and not within the context of an organization or job.


Essential Competencies and Suitability Matching

Essential Competencies and Suitability Matching

• You can identify whether a competence is essential to an organization, job or position, or whether it is optional.

• If you indicate that a competence is essential, suitability matching will only retrieve the people who possess the competence at the specified proficiency level.

• You can identify whether a competence is essential to an organization, job or position, or whether it is optional.

• If you indicate that a competence is essential, suitability matching will only retrieve the people who possess the competence at the specified proficiency level.


Grades and CompetenciesGrades and Competencies

• You can identify different competencies for different grades, each with their accompanying proficiency levels.

• This enables you to keep a history of the competencies for an organization, job, position or grade over time.

• You don’t have to define requirements for each grade; if you leave the grade blank, it will apply across all levels.

• You can identify different competencies for different grades, each with their accompanying proficiency levels.

• This enables you to keep a history of the competencies for an organization, job, position or grade over time.

• You don’t have to define requirements for each grade; if you leave the grade blank, it will apply across all levels.


Competence CopyingCompetence Copying

• You can copy core competencies and proficiency levels to the organization, job or position, saving you time.

• You can then make changes to the competencies, if required.

– For example, change the proficiency levels, enter a grade, or change the dates between which the competence is valid.

• You can also copy competencies and proficiency levels from organizations, jobs or positions to other organizations, jobs or positions. This enables you to quickly and easily define your enterprise’s competence requirements

• You can copy core competencies and proficiency levels to the organization, job or position, saving you time.

• You can then make changes to the competencies, if required.

– For example, change the proficiency levels, enter a grade, or change the dates between which the competence is valid.

• You can also copy competencies and proficiency levels from organizations, jobs or positions to other organizations, jobs or positions. This enables you to quickly and easily define your enterprise’s competence requirements


Grouping CompetenciesGrouping Competencies

• Grouping competencies can be useful for:

– Advertising a vacancy and including all hireable competencies in the job announcement

– Creating competencies for a team

– Reporting purposes

– Enabling easier access to particular competencies

• You can also group a competence into more than one competence type. For example, Oral Skills can be grouped into Management Skills and Interpersonal Relationships competence types.

• Grouping competencies can be useful for:

– Advertising a vacancy and including all hireable competencies in the job announcement

– Creating competencies for a team

– Reporting purposes

– Enabling easier access to particular competencies

• You can also group a competence into more than one competence type. For example, Oral Skills can be grouped into Management Skills and Interpersonal Relationships competence types.


Competency TypesCompetency Types

• Oracle HRMS enables you to create competence types and to group related competencies by type

• This flexibility enables you to create competencies displaying complex behaviors, such as management skills, or to split management skills into several competencies, such as:

– Communication skills

– Presentation skills

– Oral skills

• The degree to which competencies are grouped is your choice.

• Oracle HRMS enables you to create competence types and to group related competencies by type

• This flexibility enables you to create competencies displaying complex behaviors, such as management skills, or to split management skills into several competencies, such as:

– Communication skills

– Presentation skills

– Oral skills

• The degree to which competencies are grouped is your choice.


Competence TypesCompetence Types

Management skillsManagement skills

ComplexComplexbehaviorsbehaviors

SimpleSimplebehaviorsbehaviors

CommunicationCommunicationskillsskills

PresentationPresentationskillsskills

OralOralskillsskills


Instructor Demonstration 2-aInstructor Demonstration 2-a

The purpose of this demonstration is to show how to copy competences. Observe as your instructor demonstrates how to copy competences.

The purpose of this demonstration is to show how to copy competences. Observe as your instructor demonstrates how to copy competences.




NN

SS

EEWW

Navigate to the Competence Requirements Window in US Super HRMS Manager:

(N) Career Management > Competence Requirements

Navigate to the Competence Requirements Window in US Super HRMS Manager:

(N) Career Management > Competence Requirements


Instructor Demonstration 2-bInstructor Demonstration 2-b

The purpose of this demonstration is to show how to copy a competency type. Observe as your instructor demonstrates how to copy a competency type.

The purpose of this demonstration is to show how to copy a competency type. Observe as your instructor demonstrates how to copy a competency type.


Practice 2-bPractice 2-b

• Following the Instructor demonstration set up a competency type using the information supplied.

• Prefix the competency with your initials.

• Following the Instructor demonstration set up a competency type using the information supplied.

• Prefix the competency with your initials.


Practice 2-bNavigation Path

Practice 2-bNavigation Path

NN

SS

EEWW

Navigate to the Competencies Window in US Super HRMS Manager Responsibility:

(N) Career Management > Competence Type

Navigate to the Competencies Window in US Super HRMS Manager Responsibility:

(N) Career Management > Competence Type


SummarySummary









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