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LECTURE 5

LECTURE 5. CREATING A COMPETENCY REPOSITORY TAILORED TO CORPORATE GOALS AND STRATEGIES Mike Nxele, BDT/HCB mike.nxele@itu.int ITU Regional Workshop on “Competencies for Competitiveness' Cairo, 25-28 June 2007. Case :.

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LECTURE 5

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  1. LECTURE 5 CREATING A COMPETENCY REPOSITORY TAILORED TO CORPORATE GOALS AND STRATEGIES Mike Nxele, BDT/HCB mike.nxele@itu.int ITU Regional Workshop on “Competencies for Competitiveness'Cairo, 25-28 June 2007

  2. Case : Your Telecom market has just been liberalised. The fixed line incumbent operator now faces competition, from a Second National Operator (SNO); and two mobile Operators who are already licenced.

  3. Your Subscriber base is declining and you are recording a high level of churn. Fault rate on your Network is high, and it is taking an average of 20 days to clear a fault. 20% of your bills are disputed for inaccuracies, and on average uncollected revenue runs into 90 days. You are now falling behind the SNO in terms of number of Subscribers and profitability.

  4. A new Chief Executive is appointed, and after a week-end retreat with his top Executive Managers, comes up with a new (wild??) Mission upon which the new Business Strategy must be developed and it reads : “To reclaim the leading position as the Service Provider of Choice in the Egyptian telecoms market in the next three years”.

  5. This Corporate Goal must guide everything you do, from: Your Investment Decisions Your Financing Options Your Recruitment and Training Programs Your Competency Profiling

  6. What are your Likely Organisational Problems ? • Lack of Customer Focus • Poor Service Delivery • Poor Training • Bad Culture • Poor Processes • Poor Financial Management (May poor IT Support Systems).

  7. What do you need ? A Customer focused Workforce Improved Technical Competence Overall knowledge and understanding of the Business and its environment Revised Business Processes that deliver value to the customer A new Culture in the Organisation] In short, a “different set of Competencies that deliver on the Business Strategy”.

  8. DEFINING COMPETENCY Skills, Knowledge and Attitude (SKA) that enable a person to perform a particular task or fulfil a particular role in an organisation A Competency can be defined differently for different lower, intermediate and expert reference levels.

  9. REUSABLE COMPETENCY DEFINITION (RCD) A Competency definition that has a globally unique identifier and that can be re-used for different people or groups, and/or in different contexts, and/or with different metrics of proficiency. RCD captures parts of competency in formation that may be re-used for more than one person, or more contexts, and possibly with different metrics.

  10. RE-USABLE COMPETENCY MAP A graph representing the relationship between Competency definitions at different levels of granularity. It may be used to show how different sub-competencies “roll-up” into a larger competency, or to capture the weights one assigns to the different sub-skills that make a particular competency.

  11. Performance is the successful application of the competencies of individuals and teams in the completion of a task or pursuit of and objective (Corporate Goal, Business Strategy)

  12. Our Incumbent Operator needs to identify, gather together, and classify the competencies that are critical and needed, to make sure the Company regains its leading position in the market.

  13. GENERIC COMPETENCIES For any Strategy, a Company needs to identify the KEY/MAN Competencies that are needed across groups, or departments, or throughout the organisation to have the Corporate Goals Succeed. Generic Competencies embed Re-usability. However, only the Reusable portion of Competency data is Captured in an RCD. GC’s appear across different kinds of jobs??

  14. DOMAIN SPECIFIC COMPETENCIES Those competencies applicable to a particular individual, job, or group of jobs. A good example is Technical Competence, would apply to Technical people, though at different levels between a technician and an engineer.

  15. CREATING COMPETENCY REPOSITORIES LINKED TO BUSINESS STRATEGY Repository is the full “databank” of Competencies that are relevant for a given strategy, with the different types of Competency models.

  16. Repositories are used to store all the data (content) on Competencies, and to classify them. It acts like the World Wide Web for Competencies. Example : Being Customer Focused is something that translates to an RCD, i.e. competencies at all levels, though with different levels.

  17. USE OF LINKING CORPORATE GOALS AND COMPETENCY REPOSITORIES A Competency Analysis helps in Constructing Competency Profiles Undertaking Skills Gap Analysis Developing Personal, Departmental or Organisational Training Plans Recruitment Performance Evaluations Operational Planning

  18. CONCLUSION Competencies flow from Corporate Policy and Strategy When the strategy changes, you need to review the range of competencies you require for your new strategy RCDs define the key Competencies to be developed along the wider range of people in the organisation, and should constitute major focus of culture change programs.

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