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hr_competency

30/11/2018
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VERCO.JSC                       CÔNG TY CỔ PHẦN TÁI CẤU TRÚC DOANH NGHIỆP VIỆT                                                 

                                            Trụ sở : Tầng 1 tòa Sunrise Building 2, KĐT Sài Đồng, Long Biên, Hà Nội

                                              Điện thoại: 0438.533 533 – Fax: 0436.525 808 – Web: verco.vn

Số:……………

               Hà Nội, ngày…….tháng……..năm 2017

Human Resources 2005

Core Skills/Competencies Assessment Form

HR Core Skills:
Circle all areas below where you have demonstrated successful results in using the core skills listed.  You may circle items in different skill levels.  The skills listed below 
are stratified to help determine the actual level of experience a person has so plans can be developed to gain more experience/proficiency.

Key Activity/ Core

Skill

Basic

Advanced

Master

1.  Understanding 

of Our 
Business 

Basic understanding of the Business Process

Knowledge of strategies, metrics, customers, 
competitors and cross-functional 
contributions

Understands and can make assessment of 
how HR Core Skills “fit” with delivery of the
CEO/Business Leaders’ agenda.

Can analyze the status/state of the business 
and see/explain areas of opportunity.

Able to lead discussions about the business.

Solid understanding of the business, the 
key consumers and the positioning and 
“state” of the competitive set.

Called upon to make suggestions for 
interventions to improve results based on 
analysis of the business.

Able to evaluate the cause and effect of 
our interventions and anticipatively offer 
counter measures to improve results.

Takes the lead in partnering with BU LT 
to educate/train the organization on our 
strategies and interventions.

Called upon to solve strategic business 
problems and suggest interventions to 
improve results.

Make effective recommendations on 
how to make changes in linking culture
with strategy to improve results.

Capable of leading the BULT in the 
analysis of results and guiding them to 
clear, focused action plans.

Used as the Master developer of those 
training to lead the HR role in the 
business.

background image

VERCO.JSC                       CÔNG TY CỔ PHẦN TÁI CẤU TRÚC DOANH NGHIỆP VIỆT                                                 

                                            Trụ sở : Tầng 1 tòa Sunrise Building 2, KĐT Sài Đồng, Long Biên, Hà Nội

                                              Điện thoại: 0438.533 533 – Fax: 0436.525 808 – Web: verco.vn

Số:……………

               Hà Nội, ngày…….tháng……..năm 2017

2. Driving 

Change and 
Managing 
Transfor-
mation

Understands models and tools and can apply 
them to basic situations in the business.

Understands and can train others in the 
theory of change and the change process, and
how they apply to improve operating results.

Capable of developing success measures for 
business change efforts, and on how to 
evaluate progress/modify plans to achieve 
results.

Can lead discussions on how change plans 
are built around PVP to ensure constancy of 
purpose and continuity.

Able to build good/effective working 
relationships as the lever for change, and 
understands the fundamentals of managing 
conflict and differences to drive progress.

Clear on the leadership role in change and on
techniques for coaching/developing leaders.

Can lead the change process and select the 
models and tools appropriate to achieve 
successful results in the business.

Sought out by BULT and others as a 
resource and developer of others in change
management.

Creates comprehensive change efforts with
clear measures and can rapidly develop 
counter measures/plans as issues arise 
requiring course correction.

Models the behaviors of PVP in 
interactions and in leading the process.

Recognized as a builder of solid 
relationships with leaders and those 
impacted by change to ensure successful 
outcomes.

Has successfully developed of leaders for 
change efforts.

Sought out as the “sage”/advisor on 
complex change processes.  Has deep 
command of all change models/tools 
and successful experiences from using 
them.

Key resource and advisor to top 
managers in the company.  May also be
recognized outside of P&G.

“Change Master” status has led to 
being the resource/developer of leaders 
and in leading the development of 
aspiring change agents.

Has led change successfully at almost 
every level in the organization and in 
most every type of organization.

3. Ability to 

Create and 
Manage 
Culture

Understands the concepts of culture and 
strategy as two critical components for 
successful business improvement.

Has worked on projects to assess and define 
culture and practiced the mechanics of 
designing a culture to “fit”/support delivery 
of business strategies.

Has worked to define the sub-system/sub-
processes of the culture which drive change 
with some success (rewards, 
communications, leadership development, 
linking customers, performance 
management, etc.) and can do the gap 
analysis and make recommendations for 
cultural development.

Can define the cultural linkages/levers which
support business improvement and define the
steps for making change.

Called on to lead the design and change of 
culture in support of business 
improvements.

Capable “troubleshooter” to identify the 
“fixes” needed to realign/mobilize the 
change effort if it stalls.

Experienced in line and staff designs to 
improve alignment and operating results.

Experienced in the complexity of cross-
functional/cross-unit/global design issues 
and has had success in these designs.

Capable of coaching and developing 
leadership competence.

The master of cultural design and 
development sought out by business 
leaders to assist in the most complex 
change efforts.

The master sought out by practitioners 
to coach/resource them on their efforts.

Mentor of people who are learning the 
concepts and technology – master 
teacher.

Veteran of many complex change 
efforts – often recognized outside of 
P&G.

background image

VERCO.JSC                       CÔNG TY CỔ PHẦN TÁI CẤU TRÚC DOANH NGHIỆP VIỆT                                                 

                                            Trụ sở : Tầng 1 tòa Sunrise Building 2, KĐT Sài Đồng, Long Biên, Hà Nội

                                              Điện thoại: 0438.533 533 – Fax: 0436.525 808 – Web: verco.vn

Số:……………

               Hà Nội, ngày…….tháng……..năm 2017

4. Management 

of HR 
Practices/ 
Deliver HR

Capable of providing organizational support 
in most all of the core HR technologies.  Has 
achieved more advanced skills in at least one
technology.

Participates, with more experienced 
practitioners in analyzing the gaps/outages in
delivery to individuals and organizations, 
and in improving the delivery.

Able to contribute/participate in the 
development of others and their 
understanding of HR core technologies.

Experienced in all the core HR 
technologies and has achieved Mastery 
level in at least one area.

Serves as the leader in delivery of HR core
technologies to an organization, and 
manages others in the delivery of services.

Advanced problem solving/issue 
resolution skills ensuring speed of 
delivery.  Also experienced enough to 
have created new and innovative 
approaches to the delivery of technologies,
or in creating new technologies.

Expert trainer/coach developer of others.

Mastery level in at least three of the 
HR core technologies.  Resource to the 
practitioners and the organization at 
large.

Creator of new and better programs and
delivery systems.

Master used by leaders of the 
organization as coach/confidant and 
problem solver when needed.

Perpetrator of excellence in the 
system.. The master teacher and 
developer of practitioners and leaders.

5. Personal 

Credibility  
and Influence

Has moved into the role as a result of 
establishing a record of trust and credibility 
in working interactions with customers and 
peers.

Learning rapidly the skill of leadership 
through position and performance.  Able to 
impact the outcome of issues favorably 
within his/her sphere of influence.

Clearly a person whose performance 
embodies the PVPs.  Seen by others as one 
who embodies this, even in the most difficult
pressure situations.

Willing to stand up on issues even if it’s 
unpopular.  Takes risks.

Able to work well with cross functional 
peers/organizations to resolve difficult 
issues effectively.

Sought out by others to provide coaching, 
perspective and support in dealing with 
business, cultural or change issues.

Admired and respected as a trusted and 
credible person who can influence issues 
and people to achieve good results.

Able to lead through influence based on 
his/her role and demeanor.

Willing to take unpopular stand on 
political or high pressure/unpopular issues.
Risk taker.

The person business leaders, 
organizational peers, and others seek 
out for coaching and support.  Highly 
trusted and credible “weather vane” for
the organization.

Viewed by most people as a role model
and living example of operating by 
PVP.

Carries great influence with leadership 
and the business organization.  The 
person leaders seek out before taking 
actions.

Disturber of the peace/status quo.

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