19th – 21st May 2014, Johannesburg, South Africa
Contact Info: Bill Tng; email@example.com, Tel: +65 6297 8545, Fax: +65 6297 8645
Based on extensive research, it is apparent that hiring a person who has the skills, knowledge and experience but lacking the necessary behaviours is actually less desirable than hire for fit to the behaviours and train for skill and knowledge. This is because people are hired for their skills and knowledge, promoted for their results and fired for their behaviour. Yet most hiring managers focus on education and experience only to find a misfit. Though behavioural competencies have gained significant acceptance, many organizations are receptive to opt for the quick fix of ‘benchmarked’ behavioural competency models only to find that they do not work effectively for their own organisation.
This intensive 3-day Master-class will help participants learn how to build behavioural competence models specific to their corporate culture and strategy. Delegates will learn how to use behavioural competencies for the identification and assessment of new hires, the development and retention of top employees and the application to succession management. It takes on an exploratory and investigative approach to developing an organization-specific competency model that will assist decision makers with talent management, performance management, selection and recruitment, training and development, performing needs analysis, succession planning and career transition.