Creating Competency-Based Talent Management Processes – Case Study
Air Canada looked for a consultative competency-modeling workshop that could be built upon its own internal data, and tailored to different segments of its HR department, for a variety of applications. It was also seeking guidance on current best practices for organizations with similar challenges. Workitect provided the workshop and a competency dictionary.
Time Required to Build a Job Competency Model
An example of process for building a job competency model using Workitect’s Six-Step Model Building Process
Leadership Development Strategies to Motivate Your Workforce
Leadership is generally known as the social process involving influencing others. The development of great leaders is a systematic process carried out for years and is fundamental for an organization's [...]
A Unique Practicum in Competency-Modeling
Learn how to build job competency models while building one for your organization ....... with training and consulting assistance from Workitect The manner in which you introduce and implement the [...]
How to Include Competencies in Job Descriptions
Job descriptions, under a variety of names and formats, are used in most organizations. Most human resources information systems incorporate them in some way and connect the content to [...]
Develop the Competency PERSONAL ACCOUNTABILITY
Assessing and Developing the Competency of PERSONAL ACCOUNTABILITY (35th competency in Workitect's Competency Dictionary) Definition: Takes responsibility for the results and future direction of the organization. a) Willingly accepts ownership [...]
Fostering Teamwork in Competency Development
Out of the several soft and technical competencies used to characterize the strengths of a workforce, Fostering Teamwork belongs to the top ones. It has two behavioral aspects; the team [...]
Use a Virtual Resource Panel to Build a Competency Model
A Virtual Resource Panel is a web-based survey method for building competency models when in-person panels aren’t practical. It gathers input from jobholders and managers remotely, then provides analyzed results and a draft competency model—saving time, reducing cost, and increasing participation and buy-in.