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Capacity building with competence management

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Capacity building with competence management

  1. 1. @LAMKfi CAPACITY BUILDING WITH COMPETENCE MANAGEMENT VALUED EMPLOYEES DELIVER BETTER RETURNS Päivi Huotari paivi.huotari@lamk.fi
  2. 2. Capacity building in this presentation • Capacity building refers to actions to strengthen an organizations ability to better achieve its mission and stated objectives to enhance health and social welfare • Organizational sustainability, efficiency, effectiveness and impact on community health and wellbeing • The development of knowledge, skills, commitment, structures, systems and leadership to enable effective promotion of health and social welfare (modified WHO) • Capabilities –the combined, collective skills, abilities, and expertise of an organization • Capacity building intervention - investments in staffing, training, compensation, communication, and other human resource areas – investing in people – investing in leadership – improving, enhancing and sustaining individual and organizational capacity to address health and social welfare issues
  3. 3. ORGANIZATIONAL ENVIRONMENT The Cynefin Framework SIMPLE Sense Categorize Respond COMPLEX Probe Sense Respond CHAOTIC Act Sense Respond COMPLICATED Sense Analyze Respond (Snowden & Boone 2007) U N O R D E R E D O R D E R DISORDER
  4. 4. HR goes agile: redesigning talent practices (Cappeli & Tavis 2018; Burrell) • Performance management and appraisals: from annual to more, more often, multidirectional feedback, upward feedack • Compensation: spot bonuses, agile values • Recruiting potential • Learning and development: to bring new skills into organizations more quickly (online learning, peer learning, knowledge sharing practices, best practices, good practices) • Co-Creating the Employee Experience (how we see HR; user- driven, organizational design) – Employee engagement • Social media – HR needs to work outside the organization • Do not delegate competence management to the HR Department
  5. 5. COMPETENCIESBRAINSBRAWN POTENTIAL TALKING ABOUT THE REVOLUTION… NO I MEANT POTENTIAL Competency movement 1980-Taylorism 1911- Human relations; Management by Objectives (MBO)1950-
  6. 6. (Fernández-Aráoz et al. 2017. Harvard Business Review 95(6), 86-93, graph; found on p. 91)
  7. 7. How to recognize competence & potential Behaviour and attitude at work / torwards one’s own organization Previous performance Goal orientation and ambition Flexibility Is the beaviour and actions of the employee parallel with the values and standards of the organization? Is there evidence of previous work performance (in or outside the organization) Does the employee have the personal desire / goal oriented view to her/hiscareer and profession? Is there potential and flexibility to develop / broaden one’s skills and competencies for new challenges and new roles Performance management Competence and talent management Assessing PotentialPerformance managememnt
  8. 8. ? PERSONNEL PORTFOLIO (Lähteenmäki 1995) High Potential Minor High The employee’s impact and role within organizational competence and capabilities Minor
  9. 9. Leadership Doing the basics, the generic well (adapted Ulrich 2018) Competencies Organization Mission Purpose Strategic goals
  10. 10. Three Types of Empathy (Goleman 2013) • Cognitive: the ability to understand another person’s perspective • Emotional: the ability to feel what another person feels • Empathic concern: the ability to sense what another person needs from you 12
  11. 11. Are you waiting for things to return to normal in your organization? Sorry, bad news! Today’s Leadership Tasks Foster adaption: helping people develop the “next practices” that will enable the organization to thrive in a new world, even as they continue with the best practices necessary for current success  eliminating practices that seem ill suited to a changing environment, you must distinguish the essential from the expendable Embrace disequilibrium orchestrating the inevitable conflict, chaos, and confusion of change  so that the disturbance is productive rather than destructive; keeping people in a state that creates enough discomfort to induce change but not so much that they fight, flee, or freeze– leadership: ’keep your hand on the thermostat’ – depersonalize conflict, which naturally arises as people experiment and shift course in an environment of uncertainty and turbulence - focus the disagreement on issues Generate leadership: mobilize everyone to generate solutions; giving people at all levels of the organization the opportunity to lead experiments that will help it adapt to changing times Distribute leadership responsibility. Don’t lose yourself in your role Heifetz, R., Grashow, A. & Linsky, A. Leadership in a (Permanent) Crisis. Harward Business Review 87 (7/8), 62-69)
  12. 12. Competence Management is about people • Knowledge is in the minds of people- only people have compared with other resources an ability to create value without loosing it - allowing people to be the best that they can be • Doing what is needed to get the most out of human resources • Helping people find ways to share and utilize their collective knowledge - human and intellectual capital are the greatest resources - human competency, intuition, ideas, and motivations
  13. 13. Vision and strategic aims HR policies Leadership competencies and capacity Strategy driven professional competencies and capacity Adaptive capacity as an organizational skillset Capacity building interventions SYSTEM THINKING AND DECISION MAKING
  14. 14. The intervention Capacity building based on this presentation Which are resistors/barriers for capacity building in your organization? Which are drivers for capacity building in your organization?
  15. 15. Your solution: Aims and implementation Aims Implementation

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