Competency Management: Getting the Most from Your People

Most organizations today are trying to get more work done at lower cost. One way to do that is to focus on individual productivity differences. According to research, some people are much more productive than other people. In fact, top performers may get as much as TWENTY TIMES the work results of average performers. How do they do that? The answer has to do with competencies. Competencies describe individuals who get results. This webinar will review competency modeling and describe what competencies are, how to identify them, and how to use them.

• Define competencies
• Describe how competencies are identified and used
• Summarize best practices in competency modeling efforts
• List ways to identify and manage competencies
• Make the business case to managers about the value of competency management as a strategy to increase productivity 
   

I.    Defining competencies and describing how they are identified and used

• What are competencies?
• How are competencies better than job descriptions for pinpointing individual differences?
• How can the use of competencies lead to higher productivity and lower costs?
• How do competencies relate to talent?
• What are the best ways to identify competencies so as to find individual differences leading to productivity?
• How can competencies guide the entire HR system of an organization?

II.    Summarizing best practices in competency modelling

•     What are best practices?
•     Why should your organization’s leaders care about best practices in competency modelling?
•     What tool can help you compare your organization against global best practice in competency modelling? 

III.    Questions and answers
 

• HR practitioners
• Trainers and training managers
• Operating managers
   

William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow is President of Rothwell & Associates, Inc. He has worked in HR for more than 40 years and has also worked as a consultant for more than 50 multinational corporations--including Motorola China, General Motors, Ford, and many others. In 2012 he earned ASTD’s prestigious Distinguished Contribution to Workplace Learning and Performance Award, and in 2013 ASTD honored him by naming him as a Certified Professional in Learning and Performance (CPLP) Fellow. (ASTD is now called ATD.) In 2014 he was given the Asia-Pacific International Personality Brandlaureate Award.

He has authored, coauthored, edited or coedited 115 books since 1987. His recent books since 2017 include Virtual Coaching to Improve Group Relationships: Process Consultation Reimagined (Routledge, 2021), The Essential Human Resource Guide for Small Business and Start Ups (Society for Human Resource Management, 2020); Increasing Learning and Development’s Impact Through Accreditation (Palgrave, 2020); Workforce Development: Guidelines for Community College Professionals, 2nd ed. (Rowman-Littlefield, 2020); Human Performance Improvement: Building Practitioner Performance, 3rd ed. (Routledge, 2018);  Innovation Leadership (Routledge, 2018), Evaluating Organization Development: How to Ensure and Sustain the Successful Transformation (CRC Press, 2017), Marketing Organization Development Consulting: A How-To Guide for OD Consultants (CRC Press, 2017), Assessment and Diagnosis for Organization Development: Powerful Tools and Perspectives for the OD practitioner (CRC Press, 2017). He also authored such books as The Leader’s Daily Role in Talent Management (2015), Effective Succession Planning, 5th ed. (2015), and Becoming an Effective Mentoring Leader (2013).