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... The role of a competency framework in integrating;
a. ... The proposed competency framework
a. ... Evaluation of personal performance
a. ... Areas for improvement
Appendix I Proposed competency framework
Appendix II Analysis of framework v Schuler and Jackson’s (1997) innovation model
Appendix III Analysis of framework v Schuler and Jackson’s (1997)
quality enhancement model
Appendix IV Group composition - Belbin roles
Appendix V Sisson and Storey’s definitions
Appendix VI Continuous personal development (CPD) plan
1. Introduction
Our consultancy company were asked to identify core competencies required by the Great Chieftan Haggis Company and to develop the content and levels of the core competencies, resulting in the production of an overall core competency framework. To develop and present the business case to support the development and utilisation of the competency framework within the GCHC.
This report reviews:
The role of competency frameworks in integrating Personnel and Development policies with each other; with overall business strategy; organisational structure; and culture.
It critically evaluates the level of vertical integration achieved against the requirements of the Great Chieftan Haggis Company (GCHC) and critically evaluates the competency framework produced against well documented models and theories. ...
This report will show that the competency framework produced did not meet the business needs of the GCHC. ... The role of competency frameworks in integrating Personnel and Development policies with each other; with overall business strategy; organisational structure; and culture.
A competency framework is a term given to a complete collection of competencies with levels and behavioural indicators. ... There are various types of performance management systems, one of which is a competency based system. ...
“Organisational structure can be defined as an organisation’s framework for getting work done”. ... For example, if ‘Communications’ is a core competency, then the Managing Director may be expected to communicate the values and vision whilst the telephonist may be expected to be polite and courteous. The competency is the same, but the levels are vastly different. ... The key phrase here is ‘the way people behave’ The use of a competency framework can help shape and define these behaviours and the benefit being staff know what behaviour is expected of them. ... The proposed competency framework
A copy of the proposed competency framework can be found at Appendix I. ... The Purpose
The group decided the purpose of the competency framework in the first instance should be directed at the training and development of existing staff in order to meet the new business needs; and to achieve competitive advantage. ...
This decision was taken after discussing the pros and cons of using the competency framework for each of these areas. ...
In analysing this decision, it is evident that the group overlooked the possibility of utilising the framework for more than one area. The group focused on developing existing staff, but failed to recognise the consequences of not using the framework in the recruitment and selection process at the same time. ...
The framework is built around 3 levels, and these are as follows:
Level 1 - Individual team members
Level 2 - Team leaders
Level 3 - Senior management team, including managing director
Vertical Integration – What level was achieved?
Approximate Word count = 2471
Approximate Pages = 9.9
(250 words per page double spaced)
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