Managing with Competencies

A 2-day In-house Managing with Competencies Workshop for HR, Recruitment & Line managers seeking further understanding of the core competencies required within the workplace.

Course Overview

This two-day In-house programme is designed to enable managers to define aspects of knowledge, skills and behaviours required to be successful in their organization and to identify the evidence present with competent staff. The knowledge and understanding of competencies will enable delegates attending to clearly identify, define and communicate the expectations to others for peak performance.

Benefits of attending this seminar

Through a combination of lecture, exercises and case studies, you will learn how to:

  • Identify the requirements of the roles you seek to recruit
  • Understand the standards expected by staff in your teams
  • Define appropriate evidence indicators
  • Produce high quality objectives encompassing knowledge, skills and behavioural standards
  • Evaluate levels of competence within your team members
  • Conduct performance reviews utilising competency-based evidence

Workshop Style

This highly participative two-day programme focuses the participants on the knowledge skills and behaviours required to be effective in the people they have line management responsibility for and to set clear standards and expectations. Using practical exercises throughout the delegates experience the benefits of competencies, evidence, measurement tools and structured feedback.

Who should attend?

This programme is intended primarily for Line Management, Team Leaders and Supervisors and HR.

Your next step is to call us now on +44 (0)20 7729 6677 or email us at info@falconbury.co.uk or use our contact form and find out how we can help. There are no commitments, and if we cannot help our advice and recommendations are free of charge.

Sample Programme Day 1

Detailed Programme and Illustrative Timing

Introduction & Agenda

  • Workshop Objectives and Logistics
  • Current experiences (Delegate introductions)
  • What are competencies? (Lecture Input with small discussion group activity)
  • What they are intended to do
  • Why the competency approach is needed
  • Case studies
  • Reviewing existing approaches
  • Benefits for all concerned
  • Defining organisational competencies in line with business goals

Converting the “What” from Job Descriptions into the “How” of competence

(Case Study Exercises)
  • Examining successful skills
  • Setting minimum knowledge standards
  • Defining Attitudes
  • Modelling Behaviours
  • Identifying Aptitudes

Defining competency evidence (Group discussion to review existing systems)

  • Customising generic competencies with localised application
  • Seeking measurable examples
  • Agreeing organisation norms
  • Reaching management standards and consensus

Putting competencies to use (Brief Input with practical delegate exercises)

  • Selection
  • Training Needs
  • Promotion/Succession Plans
  • Talent management
  • Performance Improvement
  • Salary and Grading

Applying competencies (Case study activities applying competencies to the six situations explored before break)

  • Questions for use in interviewing
  • Converting competency gaps into training needs and solutions
  • Differentiating levels of competence to identify promotion candidates
  • Developing talent by introducing additional competencies
  • Setting targets for improvement in competence
  • Reviewing performance across an organisation

Sample Programme Day 2

Putting competencies to work (Lecture Input with small group discussion activity)

  • Communicating the vision
  • Setting expectations
  • Getting Buy-In
  • Identifying training needs

Communicating the Vision (Input followed by presentations)

  • Group activity to discuss the ways in which to introduce competencies within a team or department
  • Brief presentations announcing the use and personal benefits of competencies to their teams

Setting Expectations & Objectives (Practical Exercises)

  • Performance Management Scenarios used to explore the expected performance levels of employees using competencies
  • Delegates work on identifying areas of need for development or improvement
  • Setting SMART competency based objectives
  • Role-play scenarios to communicate expectations

Getting Buy-In (Lecture Input followed by role-play)

  • Considering resistance and objections
  • Mock interviews in teams with observation and feedback
  • Handling dissention and appeals

Identifying Training Needs (Lecture Input followed by group activity to define solutions)

  • Providing knowledge competence
  • Building skills competence
  • Coaching behavioural competence
  • Producing development plans

Evaluating results (Lecture and Discussion with Group Input)

  • Evaluating Methods
  • Performance Review
  • Reporting stats and anecdotal feedback

Recommended Trainer

Jocelyn Hughes is a consistently highly-rated seminar presenter and trainer, with in-depth knowledge of learning and development methodologies. Jocelyn is a member of the Chartered Institute of Personnel and Development. As a qualified user of psychometrics and assessment tools, Jocelyn is registered with the British Psychological Society.

A professional of more than 25 years’ standing, with fifteen years’ experience as an independent consultant, she has had direct management experience of a range of industries as diverse as retail and telecommunications. Her clients include Warner Brothers; Texas Instruments; MeadWestVaco; HSBC; Santander; Cisco; Sony; Motorola; University of Surrey, Portsmouth, Bristol and many others. As a pragmatist, Jocelyn Hughes has a hands-on approach to training design and delivery focussing on professionalism, effectiveness and adding value. She is a strong advocate of training for a reason, taking a practical approach that aims to provide delegates and organisations with valuable content, readily transferable to the workplace.