reaction conference, gent, 14 september 2007 competence analysis in a company context luk...

REACTION Conference, Gent, 14 September 2007

Competence analysis in a company

contextLuk Indesteege, Quadri


Action 1

•Name•Work•Why am I here ? (in this

workshop)= my expectations


Content of this workshop

1.1. Competences : Competences :

what are we talking about?what are we talking about?

2.2. Competences in a Learning Organisation: Competences in a Learning Organisation:

the V-modelthe V-model

3.3. Different kinds of competenceDifferent kinds of competencess

4.4. How to measure competences?How to measure competences?

TheThe Pole star method Pole star method

5.5. ExperiencesExperiences


Why companies work with competences ?

• Competences are the only local ressources we have

• Even these ressources are becoming scarce

• Casting of people is very important

• Competence based learning is very effective


Competences as an element

of a learning process

Function

Competentiemeting

Measurement

Learning

Meting & begeleiding

Competences

Action


How people learn : AAA

SleepUnconsciously incompetent

Awakeconsciously incompetent

Absorbconsciously competent

Action

Unconsciously competent


DefinitionCOMPETENCE

A competence is an integrated set of kwowledge, skills and attitudes used in a productive way

• Knowledge facts, understanding• Skills application, control• Attitudes behaviour, devotion


Action 2function : reception desk

•Define 4 tasks in the job•Define 4 competences

needed for the tasks

N.B. One competence can be useful in more than one task


How to develop competences

Knowledge Learning

Skills: Training

Attitudes Motivation ????


Core competences(on organisation level)

– Necessary for the organisation to be SUCCESSFULL

– Applicable in all functions • Customs satisfaction• Safety• Speed• …..


Competences on function level

• Sets of knowledge, skills and attitudes

• that allow the job holder• to perform successfully

– Driving licence

– ECDL

– ….


Personal competences

• Basic personal features, talents• Needed

to develop core competences and functional competences

• Difficult to develop– Language skills– Empathy – Good view– ….


Action 2function : reception desk

Add 2 competences needed for the tasks

•One company core competence

•One personal competence


How to measure competences?

Some existing methods:

• SWOT- analyse

• Assessment

• 360° Feedback


SWOT-analysis

SWOT means – Strengths– Weaknesses– Opportunities– Threats

• S en W are internal (to a person)

• O en T are external


Assessment

• Used for selection, also useful for the measurement of competences

• Group of job holders in test situation• Observation with valid checklist• Gives objective information on

competences• If the asessees agree to collaborate• Confidentiality is needed


360° Feedback

Questionnaire concerning 1 person

Filled in by:– The job holder– His/her direct leader– Colleagues, peers– Collaborators– Customers– Suppliers

Assessee

CustomerLevel +1

Peer

Level -1SupplierLevel -1

Peer

Level +1


How to measure competences?

The existing methods: • SWOT- analyse• Assessment• 360° Feedback

Include high investments in time and money

Pole star method Easy combination of good practice with ICT


POLE STAR METHOD

1. Agreement on the project plan

2. Information for participants

3. Analysis of workplace, tasks

4. List of competences for the job

5. Measurement of competences

6. Inventory of points to learn

7. Report, learning plan


Measurement of competences

• 3 to 6 indicators for every competence• In indicators knowledge, skills and attitudes can be

separated • Indicators are perceptible, linked to tasks• 30 to 60 indicators in total

Result:

a clear measurement instrument for competences


Action 3: reception desk

In groups of 3p.

• Take one competence of the list• Define 3 indicators to measure if the

competence is acquired• Make them observable, related to the job,

clear to understand



scores : Needs to learn

• None, never, not VERY BIG• A little bit, sometimes, basic HIGH• Most, in normal conditions, often SMALLSMALL• Expert, always, NONENONE

Results: List of real competences for every employeeIndividual learning needs



Possibilities to reach consensus on the list of indicators:

• Conversation between employee and manager (2p)• Conversation with external guidance (3p)• Observation on the workplace• 360° feedback• ...


Use of software

• Competence compass• Easy communication via internet• Database of reusable competences and

indicators• Fast results


Ex: Competence profile


participants


Indicator form


consensus


Learning matrix


Basic success factor for competence management

Leads to : • Motivation• Information• Good project management• Results


Links with APEL

• Qualification fear is over– Trade unions – Employers

• Companies provide evidence on competences• The pressure from Europ and our Ministry of

Education on LIFELONG LEARNING is high• The interest of universities is growing

– New opportunities– Internal opposition


KHLim• KHLim is a university college in the N-E of

Belgium• Providing education to + 5000 students

– with + 700 staff members

• Providing also services to society (Quadri)– Lifelong Learning to + 10.000 adults– Consulting on contract basis– R&D work on contract basis


contact

Luk Indesteege

KHLim Quadri

University Campus B5

BE-3590 Diepenbeek

Tel + 32 11 300 470

Fax + 32 11 300 479

[email protected]

mailto:[email protected]

reaction conference, gent, 14 september 2007 competence analysis in a company context luk...

Documents

reaction conference

core competences

competent slide

personal competence

external slide

quadri slide

devotion slide

effective slide