Training Needs Survey Using CompetencyBased Approach

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Training Needs Survey Using CompetencyBased
Approach

• Eric JP Tseng
• Philips Taiwan
• Date Sept.28, 2002
• The 29th ARTDO International Conference

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Presentation Outline

• Introduction
• Competency-Based Model
• Competency Dictionary
• Competency-Based Training
• Case Study in Philips Taiwan
• Conclusion
• Future Direction

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Introduction

• A competency centric integral HRM system will
  link up with business strategies and provide a
  base for defining organization capabilities and
  human resources.
• The main focus of this study is using
  competency-based approach to determine and
  identify the training needs.

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The Iceberg Model
 
Knowledge
Self-Concept
       
Skill
Visible
Trait Motive
Knowledge
Attitudes, Values
Self-Concept
Hidden
Trait
Skill
Motive
      Most easily
developed Most difficult to develop
Surface
Core Personality
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Competency-Based Model

• A competency is a cluster of related Knowledge,
  Skill, Attitude (K, S, A)
• that affects a major part of one's jobs (a role
  or responsibility)
• that correlates with performance on the job,
• that can be measured against well-accepted
  standards
• that can be improved via training and development

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Competency-Based Model(Cont.)

• Researches included assessment methodologies
  competency dictionary
• At least 1000 managerial competency assessment
  models in 24 countries around the world by 1991.
• Behavioral Event Interview (BEI) method is the
  main focus among 300 models,
• Expert system method was used in the remaining
  700 models

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Competency Dictionary

• four principal competency dictionaries were
  developed over the past 25 years.
• Research reported by Spencer JR Spencer
  identified about 360 generic behavioral
  indicators,
• these behavioral indicators describe 20 core
  competencies that account for 85 percent of the
  variance in most competence models.

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Competency-Based Training

• Addresses and integrates all three components of
  human behaviors knowledge, attitudes and skills.
• Competency-based approach is generic and
  universal
• Close correlation between competency-based
  training and organization learning.

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Study in Philips Taiwan

• Deep interview method in accordance with
  structured questionnaire survey and expert panel
  discussions.
• sampling survey was done in Philips Taiwan. 107
  business managers out of 1053 total population
• Main focuses are
• managerial competency dictionary, competency
  model, training gaps and annual training plan.

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Managerial Competency Dictionary in Philips
Taiwan

• Including
• analytical thinking and synthesis,
• innovation/creativity,
• operational control,
• initiative/entrepreneurship and drive,
• decisiveness,
• customer orientation,
• emotional control,
• sensitivity,
• personal impact/influence,
• teamwork/cooperation,
• leadership.

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Gap Analysis of Competency-based Training in
Philips Taiwan

• Internal HRM experts has done their efforts on
  the gaps of competencies not having been covered
  in the programs.
• Those gaps are categorized into 7 compositions
• entrepreneurship, change management, organization
  design development, interpersonal skill, group
  dynamics, proactive listening, coaching
  counseling.

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Conclusion

• 11 managerial competency dimensions are clearly
  defined.
• Planing annual education/training programs based
  on the expert panels discussions and accordingly
  determined training gaps.

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Experience
Professional Skills
Leadership Competencies Skills
?
?
Track Record
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Philips Leadership Competencies Model
Task Oriented

Shows Determination To Achieve Excellent Results
Demands Top Performance
Inspires Commitment
Focuses On The Market
Develops Self And Others
Finds Better Ways
People Oriented
 
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IV World Class Leader
 
III
II
I
Levels of Competencies
Potential Leader
 

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Orient
Orient
 
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Future Direction(Cont.)

• Verification of the effectiveness of
  competency-based training
• future assessment and development of globalizing
  trends and Trans-cultural/cross-cultural
  competency.

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Future Direction

• Subjects relating to the competency-centric
  integral HRM
• Comparative study of leadership competency and
  managerial competency