WSQ: Develop and Implement In-House Competency and Career Pathing Framework
Details
In every organization, human capital is one of the most important resources. Managing, nurturing and developing it is a fundamental tenet of management. As basic as it sounds, this aspect of management can be complex.
Many organizations have HR systems, which are standalone and not integrated. This causes managers to lose focus, which results in them not knowing exactly what are needed by the organization and the outcome to be achieved. They end up facing the following challenges:
- High staff turnover
- Hiring or promoting the wrong person for the job
- Not having enough of competent employees to achieve organizational goals
- Employees are not appraised objectively
- Employees are not developed or trained effectively
- No proper career progression pathway to retain employees
- No proper system in place to reward employees
- Lack of a talent pool for succession
To overcome the above challenges, it is important to link all the HR systems through a good HR framework. Defining competencies for every job and consolidating all competencies into a competency framework, incorporating career paths is the first step. This is necessary as the framework can be used to develop a competency-based HR processes such as:
- Manpower planning - provides a snapshot of the positions and the competencies needed to ensure organisation's success
- Recruitment and Selection - ensure the right candidate with the competencies required is hired for the job
- Performance Management - ensures performance appraisals are outcome-based, measurable, observable and objective. It also ensures continuous basis of gathering evidences
- Training Needs Analysis - reveals the knowledge of gaps between actual and current & future job competencies and conduct a more effective interventions
- Learning & Development – employers can leverage by using learning and developmental interventions that will have a positive effect on career progression and productivity
- Talent Management – establish processes to measure competence, identify & determine the required & available competence and obtain & retain those necessary for success
- Succession Planning - provides clear and objective path & inventory of job roles & competencies to attract, develop and retain talents
At the end of the training program, learners will be able to:
- Define competencies, competency framework and career pathing framework
- Identify the components, theories and principles in competency and career pathing frameworks
- Explain the applications and benefits of a competency and career pathing framework
- Discuss the competency modeling approaches
- Consult management to identify objectives and scope of competency and career pathing framework, job families, levels and target audience
- Identify critical success factors needed for competency and career pathing framework
- Conduct job and task analysis to capture wide range of competencies for different job roles
- Leverage on the Singapore Workforce Skills Qualifications (WSQ) Frameworks and other international frameworks in defining job competencies
- Facilitate and validate competency and career pathing framework
- Monitor, evaluate and refine the competency and career pathing framework
Individuals who have completed the above-mentioned program and assessment successfully will receive:
Two Statements of Attainment from the Singapore Workforce Development Agency on “Develop and Implement In-House Competency Framework” & “Develop Career Pathing Framework”
Outline
Speaker/s
Elizabeth Chan - Trainer Profile
http://www.cbld-center.com/index.php/trainers/acta-trainers/elizabeth-chan
Elizabeth holds a Master of Management (majoring in Human Resources Management) from Macquarie University. She brings with her more than 30 years of working experience in office administration, human resource management and development, as well as training
and consultancy.
In 2000, she left her job as a Human Resource Practitioner to be one of the pioneer consultants for the National Skills Recognition System (NSRS), then a new initiative by the Ministry of Manpower. She developed functional maps, skills standards and assessment plans for various industries (see list below). She earned an award in 2002 for her contribution towards national workforce development, the only NSRS consultant to be awarded that year.
She was also featured in the Straits Times for her active involvement in the NSRS. Later, Elizabeth was appointed by SPRING Singapore, the implementing agency of NSRS, as Industry Supervisor and Supervising Assessor to supervise assessments for various industries. She was also appointed as an NSRS trainer and auditor. In addition to her involvement with NSRS, Elizabeth developed on-the-job training blueprints for various industries for SPRING Singapore and was an approved trainer for this series of on-the-job training (OJT) programmes.
Her extensive work in NSRS eventually led to her training and consultancy work with the Singapore Workforce Development Agency (WDA), a statutory board of Ministry of Manpower, which was established in 2003. She was involved in the development and implementation of the Singapore Continuing Education and Training Framework, later known as The Singapore Workforce Skills Qualifications (WSQ) Framework by developing Industry Competency Maps, Competency Standards and Assessment Plans. Some of the WSQ frameworks, which she had managed/developed, which earned her recognition, include Retail; Meeting, Incentive, Conventions & Exhibitions (MICE); Training (Advanced Certificate in Training & Assessment); and Employability Skills. Till date, Elizabeth is still actively involved in such consultancy work, which makes her one of the very few individuals with expertise in the full spectrum of the competency framework. Her competitors for such projects include big consultancy firms and universities from overseas, such as Australia, Canada and United States.
Elizabeth also helps companies from different industries in adopting and implementing the WSQ Framework, including developing training programmes and assessment plans, and providing training to course developers, trainers and assessors who come from a variety of occupations such as CEOs, directors, lecturers, managers, new trainers and training administrators.
In 2004, Elizabeth successfully completed the Advanced Certificate in Training and Assessment (ACTA), then a new programme initiated by WDA and conducted by Challenger TAFE, Australia. This certified her to be a competent trainer and assessor, and qualified her as master trainer of this same programme that was later implemented in Singapore for WSQ course developers, trainers and assessors. When the pilot run of ACTA rolled out in November 2004, Elizabeth conducted training for one of its core modules, "Competency-Based Assessment" for the first batch of ACTA-certified trainers in Singapore. She was also involved in the pilot run of the ACTA Recognition of Prior Learning (RPL) assessment as one of the lead assessors.
To date, Elizabeth has trained and assessed more than 100 batches of trainers, course developers and industry assessors under the NSRS and WSQ Frameworks and remains actively involved in the competency-based learning scene in Singapore. Those who have attended her training are convinced of and are able to appreciate the goodness and benefits of the competency framework. She founded the Community of Practice in Assessment (COPA) in 2005 while conducting training with the Singapore Training & Development Association (STADA). When she started her own company, Center for Competency-Based Learning & Development (CBLD Center) in 2007, she re-activated the COPA, which is now a platform for developers, trainers and assessors to come together to exchange the latest ideas and best practices in the training industry.
The Center for Competency-Based Learning and Development (CBLD Center) is a one-stop resource center to provide access to agencies, organizations and individuals , the different types of services relating to competency-based learning and development and human capital management.
VisionTo be the leader in competency-based learning and development
Mission- Partnering agencies, organisations and individuals in building workplace capabilities
- Creating opportunities for continuous learning in the areas of competency-based training and assessment
- Promoting competency-based training and assessment
- Commitment – championing the use of competency-based training in the field of learning and development
- Respect – respecting and valuing the people we encounter in the course of our work
- Integrity – maintaining integrity in all our dealings
- Sincerity – helping individuals, organisations and industries build capabilities through learning and development
- Passion – adding value to our clients through constant upgrading of our technical competence and capabilities
CBLD Center aims to develop capabilities by supporting competency-based learning and development through events, activities and resources such as: ...
