Application of Competencies in

SOGHAS University College

CONSULTANTS:Seth O. AsamoahSamuel Y.Okuada

Goffa Hayford

23rd March, 2014

• Introduction• Core Values• Competency defined & a model• Categories of competency -Managerial competency -Technical competency -Personality competency• Conclusion• References

OVERVIEW

• Competencies- Key to organizational development and

growth- Used to detect differences between average

and excellent managers- As a tool to effect changes in the head, heart

and hands of an individual (3H,s)

INTRODUCTION

• INTEGRITY- defending the interest of the organization

• PROFESSIONALISM-maintaining the standards of the organization and

• CULTURAL SENSITIVITY-respecting the views of all stakeholders.

OUR CORE VALUES AND WHY?

• Competency for a job can be defined as a set of human attributes that enables an employee to meet and exceed expectation of his internal as well as external customer and stake holders.

WHAT IS “COMPETENCY”?

• Competencies are based on 1. Knowledge: - information accumulated in a

particular area of expertise (e.g., accounting, selling, servicing, management)

2. Skills: - the demonstration of expertise (e.g., the ability to make effective presentations, or to negotiate successfully)

3. Attitude: - self-concept, values, self-image and behaviors

COMPETENCY AS A TOOL

Competency=Knowledge x Skill x Attitude[KSA]

COMPETENCY VARIABLES

Competency

Knowledge SkillAttitude

Superior Job Performance

1. Managerial Competency Competency which are essential for employees with

managerial or supervisory responsibility in any functional area including directors and senior post.

2..Technical/Functional competency Specific competency which are considered essential to perform any job in the organization within a

defined technical or functional area of work.

3. Personality Competency Competencies which are considered essential for all

employees regardless of their function or level

COMPETENCY– BROAD CATEGORIES

MANAGERIAL COMPETENCYKn

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Lead

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Man

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M

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Reso

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Effe

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Planning Organizing

Successful Manager

• Planning is concerned with 'what', 'how’, and 'when' of performance

• Strategic Planning-guiding members of the SOHGAS envision its future and develop the necessary procedures and operations to achieve that future.

Eg. SOGHAS 5 year Strategic Plan “VMOST model”

MANAGERIAL SUB-COMPETENCY –PLANNING

• Organizing involves -identification of activities -grouping of activities into jobs -assignment of these jobs and activities to

departments and individuals -delegation of responsibility and authority for

performance.

MANAGERIAL SUB-COMPETENCY – ORGANIZING

• Job Factors• Direction• Organizing and planning• Resource mobilization• Coordination• Execution

MANAGERIAL SUB-COMPETENCY –ORGANIZING

• The ability to perform the activities within an occupation to a defined standard, consistently and over time.

• Sub-competences of Technical Competency. These include :

• Data Management Skills , Equipment handling or Program Knowledge, Presentation skills and ICT Skills, Policy and Planning Skills and Subject matter expertise

TECHNICAL COMPETENCY

TECHNICAL COMPETENCY MODEL

Technical Competency

Data Management

Skills

Equipment handling or

Program Knowledge

Presentation skills and ICT

Skills

Subject matter expertise

• Fixing Projectors• Preparing power point slides• Modeling concepts into

diagrams

• System software development• Accounting & Software

• HRM and Audit

• Personal competencies are personal traits and abilities that affect your results in the workplace and in life.

• Sub-competences of Personal Competency, These include

-self-awareness, drive -relationship skills -Confidence -Teamwork -Interpersonal and communication skills

PERSONALITY COMPETENCY

Personality Competency

PERSONAL COMPETENCY MODEL

Personal Competency

Confidence relationship skills

TeamworkInterpersonal & communication

skills

•Willingness to share information & own expertise • Participation actively in achieving group goals•Demonstrate interest in helping others solve problems

• Express ideas, thought and concepts clearly in writing

•Demonstrate the ability to convey thought & express ideas effectively•Relates effectively to others

SOGHAS UNIVERSITY COLLEGE TRAINING AND DEVELOPMENT PROJECT

Performance Goal : Proficiently perform managerial and technical functions, roles and responsibilities in accordance with the training policies and procedures through effective leadership.

Technical Competencies• Contribute expertise to

the College’s Occupational Health and Safety Analysis(OHSA)

• Develop ICT infrastructure plan to support the training and development

• Participate in the procurement of training equipment and logistics

Personality Competency

• Manage bahaviours associated with emotional responses in self and others

• Demonstrate respect for ALL persons and culture

• Act within the scope of one’s legal authority

Managerial Competency• Develop continuous

professional development policy

• Conduct training needs analysis on SOGHAS Staff

• Participate in improving the organizations capacities (including but not limited to programmes, plans, policies ,laws and workforce training

CONCLUSION

• Competency is a valuable tool to the performance, survival and sustainability of an organization.

• To SOGHAS, knowledge and skills is not enough to perform a job at the University College but deeply rooted competencies in an individual‘s social role, self-image, traits, and motives(attitude) accurately determine high potential candidates.

REFERENCES

• ARMSTRONG,M. – STEPHENS,T.( 2008). Management a Leadership, Grada Publishing, ISBN 978-80-247-2177-4, Praha

• BOYATZIS, R. E.( 1982). The competent manager: a model for effective performance. Wiley, ISBN: 0-471- 09031-x, New York

• BOYATZIS, R. E.( 1982). The competent manager: a model for effective performance, Wiley, ISBN: 0-471- 09031-x, New York

• WHIDDETT, S. – HOLLYFORDE, S.( 2003). A practical guide to competencies: How to enhance individual and organizational performance, CIPD, ISBN: 1-84398-012-6, London

REFERENCES