Competency frameworks provide resources to support effective skills and competency framework management. Competency frameworks provide clarity in defining and implementing the knowledge and skills needed within the organization. The competency framework also provides a common language throughout the skills management cycle. This improves communication and understanding for relevant departments and individuals such as line managers, human resources and management levels. By using the Competency Framework there will be a consistent and integrated skills and people management system. Johnson's Blog will introduce how Competency Framework management works well with the following article.
Objectives of Competency Framework Management
Complete skill management and resource strategy
Competency frameworks are used to measure current capacity and identify requirements, including planning for future needs (including training needs) using the same competency criteria. throughout the skills management process.
Competency frameworks help organizations achieve consistency in finding and deploying resources through the use of easy-to-understand definitions of skills and levels of responsibility. This reduces potential risks and costs from incorrect staffing.
The competency framework uses a common language for understanding and for workforce capacity building and professional development planning with a focus on skills development.
Planning and Organizing
The competency framework helps the organization to create a skill map of the entire company, the levels of responsibility in the competency framework help optimize the scope of control, help plan training and replenish personnel accurately.
Create job descriptions and role profiles
The Competency Framework makes it simple for the Organization to create clear, accurate and consistent job descriptions, role profiles, and skill profiles.
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Skills Management Challenge
Attract and find the right skills for the job of the organization.
Manage human resources and evaluate human resources
Support career development.
Most managers cannot clearly answer the question:
Can you see clearly what skills you need for the organization?
Challenges with individuals
Switch positions and advance within the team and between teams.
Build personal experience.
Steady advancement to management position.
Most individuals cannot clearly answer the question:
Can you see an opportunity for growth?
The image above illustrates the positions that can be obtained from skills, if every individual evaluates his or her skills, he will see suitable career development opportunities. Managers who clearly see the skills needed for the organization will easily find/attract external personnel or put internal personnel in the right position.
Resource management focuses on skills
The organization defines all the skills required by the company to strengthen and develop professional competencies for the development of the company according to world standards.
The organization will also develop skills profiles for each function, department, and position.
The organization will plan training and skills development based on the business priorities required for product development, company growth with the goal of becoming an industry leader.
Individuals will self-assess and set personal development goals towards developing skills that align with their professional careers and personal passions. Have a clear path to achieving the desired skill.
The organization will deploy skills appropriate to functional departments, ensuring effective and efficient operation.
Individuals will always have the opportunity to express themselves on the skills that are suitable for the existing team or department, but not limited to the performance to gain skills in other teams and departments. Opportunities will always cross the team, across the department, across the region.
The organization will provide clear guidance for leadership positions, individuals who acquire the necessary skills will be placed in leadership positions.
Organizational leadership will always make informed promotion decisions based on appropriate skill standards.
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The organization will issue recruitment requirements with clear skill requirements.
The organization will also offer transparent career paths.
The organization will also commit to employees that: the growth of the company, the individual will certainly increase the value of the profession.
Problem Solving Skills Management in Complex and Changing Environments
Reference each job position to the organization's specific organizational model
Changing skills means changing the job description for the position, changing the function of that department.
Answer the following two questions:
What products will the division create and distribute now and in the future?
What skills are required to create those products?
Create a skills profile that is a list of skills for that position or function.
The skill profiles will map skills to specific job positions in the organizational model, including skill level, level of responsibility.
Restructure or create new roles by remapping skills, including skill and responsibility levels.
Repeat the above steps
Build roles with levels of responsibility
The organization builds management roles and specializations based on their respective levels of responsibility. The organization aims for clear standards for each position, setting fairness for everyone.
The organization will also standardize for all positions with the goal that each individual always tries to improve himself to reach the standard, worthy of a corresponding management position after a period of trying to upgrade himself. achieve.
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Select the skills required for each position
|ABC organization||Programmer||Description : Product development of the company.|
|VPSF . skills||Code||Skill Description||Background|
|Design software||VSWDN||Create specification and design software to meet defined requirements by following agreed design standards and principles. Software definition, components, interfaces and related characteristics. Identify concepts, patterns, and convert to a design that can provide the basis for software development and evaluation. Evaluate alternatives and agreements. Facilitate design decisions within system design constraints, design standards, quality, feasibility, scalability, and maintainability. Develop and iterate prototypes/simulations for informed decision making. Apply and adapt software design models, tools, and techniques based on the business context and the choice of a plan-driven or an iterative/agile approach ).||Design product packages, modules, ecosystem functions, ...|
|Program||VPROG||Plan, design, create, modify, verify, test, and document software components to deliver agreed value to stakeholders. Define, create, and apply agreed software development security standards and processes. Apply and adapt software development lifecycle models based on the work context and choose accordingly from a plan-driven or an iterative/agile approach.||Programming modules, software functions, .. in the ecosystem|
|Test||VTEST||Plan, design, manage, execute and report tests, using appropriate testing tools and techniques, in compliance with agreed process standards and industry specific regulations . The purpose of testing is to ensure that new or revised systems, configurations, packages, services, along with any interfaces, are implemented as specified (including security requirements). , the risks associated with implementation are well understood and documented. Testing includes the engineering process, use and maintenance of testing tools (test cases, test scripts, test reports, test plans, ..) to measure and improve the quality of the software.||Testing software modules, functions, .. developed by the department, the team, by themselves|
|Configuration management||VCFMG||Plan, manage, control, and administer organizations, projects, and service assets. Identification, classification, specification for configuration items (CIs) and their intrinsic relationship. Determine the configuration and version of source codes, software, systems, documentation, and services that depend on configuration items at different times. Systematically control configuration changes and maintain configuration integrity and traceability throughout the project, system, and/or service lifecycle. Define and document the properties of configuration items according to functional and physical characteristics, control changes to these properties, and record and report change progress and operational status. Verify and test configuration items to assess data quality and compliance with specific internal and external requirements.||Manage release-related configurations|
|Database Design||VDBDS||Specification, design, and maintenance of data storage and access mechanisms to support business information needs. Design the physical data layers, specifying the data resource needs of the business, and the locally stored data structure. Defines a physical or virtual data warehouse structure to support business intelligence and data analytics services.||Database design in software modules, functions, ... developed by the department, the team, and themselves|
|Quality management||VQUMG||Quality management helps to establish in an organization a culture of quality, a system of processes and work practices to deliver the organization's quality objectives. This involves applying techniques to monitor and improve quality in all aspects of a function, process, product, service or data. Quality management helps to achieve and maintain compliance with national and international standards, as applicable to internal policies, including those related to quality, service, sustainability. stable and secure.||Programming according to given standards such as conventions, technical standards, algorithms, etc.|
|Release and Deployment||VRELM||Manage processes, systems, functions to package, build, test, and execute changes and updates (limited to "release versions") to enter the real environment, establish or continue specific services, to enable effective control and handover to operational management and the user community. Apply automation to improve the efficiency and quality of release versions.||Packing and releasing products|
|Methods and tools||VMETL||Define, adapt, implement, evaluate, measure, automate, and improve methods and tools to support system planning, development, testing, operation, management, and maintenance . Ensure methods and tools are adopted and used effectively throughout the organization.||Use product development methods, tools like Eclipse, Git, Xmind, etc. to support product development|
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Skill Development Management
Focus on the organization
The organization defines the company's strategic human resource goals, missions, and roles; define each position and role in the organizational model; Define specific tactics to accomplish goals, missions and strategic roles; Define skill standards, competence levels and responsibility standards, levels of responsibility required to complete the strategy set out; Define and issue specific content related to acquiring skills, leveling skills and responsibilities, and assigning responsibility to company personnel.
Focus on the individual
Individuals plan skills development, responsibility to upgrade themselves in line with the company's strategy, tactics and requirements. Individuals choose methods and tools to train themselves to complete the job well, compare with company standards, propose training needs to close the gap (personal GAP version). ).
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Basic process of certifying a Role
Certifying an organizational role is an important job that determines the quality of the team.
An organization's certification is a substantive, accurate, objective and consistent standard.
Candidates need to show honesty in self-assessment of their abilities, must show in both professional skills as well as a sense of responsibility.
New certification process
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Applicants submitting a certificate request (1):
Candidates submit a certification request including a complete application to their line manager. This file is confidential. In the application, the candidate is responsible for presenting an accurate, complete and convincing description of his or her qualifications for certification and to ensure that the application is of the best quality. The Appraisal Council carefully evaluates the dossier sets to ensure that it really shows the candidate's ability, enthusiasm and kindness.
The direct manager approves the application (2):
The line manager will review the proposed candidate profile for completeness and approve it according to the certification criteria. The direct manager decides to approve the application for the Human Resources and Administration Department to evaluate the file and submit it to the Appraisal Council or return the file to the candidate for further improvement.
The Human Resources and Administration Department evaluates the file (3):
The Human Resources and Administration Department reviews and evaluates applications that have been approved by the direct manager. Candidates with complete profiles will be invited to take the test. Note that records at this stage may still be resubmitted for further improvement if they do not conform to the certification standard. Applications accepted during this period do not imply certification by the Review Board.
The Appraisal Council conducts inspection and evaluation (4):
The Appraisal Council conducts professional competency tests of candidates, the results will be stored in staff files. Candidates will be notified of the results whether they pass or fail the tests.
Interview Certification Council (5):
The Certification Board will interview candidates who have passed the Examination Board test. Interviews provide an opportunity for candidates to further demonstrate and justify readiness for certification. It is the responsibility of the candidate to convince the board that he or she meets the certification criteria. The Certification Board decides whether a candidate is accepted or denied for certification using the information provided in the candidate profile, exam results, and in interviews with the candidate. Based on the results of the interview will decide whether to issue a certificate or not. Note that the test results are an important basis for certification.
The Human Resources and Administration Department announced the results (6):
The representative of the Human Resources and Administration Department informs the candidate about the results. If a candidate is not certified, the representative will cite specific certification criteria, which the Boards consider that the candidate does not meet. Applicants also receive development recommendations for future certifications. Rejected candidates may resubmit an offer with their application when they feel they can meet the qualifications across the development criteria and recommendations set forth by previous Examination Boards.
The Human Resources and Administration Department will issue certificates, update profiles for candidates, monitor and recommend next development steps for all company personnel.
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