Consultores. Perfil de Competencias Directivas Identificación de las competencias conductuales claves para el éxito como dirigente dentro de la empresa.
Estas competencias se definen y describen como base para el proceso de evaluación del potencial entre todo el personal sujeto de consideración para el plan. Guía de Operación del Plan Incluye las políticas, procedimientos y formatos recomendados para identificar periódicamente a empleados con alto potencial, análisis de la brecha de competencias para cumplir con su potencial y la definición de acciones de desarrollo relacionadas. Planes de Sucesión y Acciones de Desarrollo Iniciales Rutas de carrera y tablas de reemplazo resultantes del proceso de evaluación del potencial dentro de la organización, así como planes de desarrollo especiales para personal identificado con alto potencial.
Modelo de Gestión por Competencias. Files.shareholder.com/downloads/MAN/1754880692x0x518554/fcaacb81-56a0-4ac3-9147-d96bd66565cc/Hire and Retain the Best with Success Mapping - New Models for Unlocking Human Potential_US_FINAL.pdf. Análisis y descripción de puestos de trabajo: Teoría, métodos y ejercicios - Manuel Fernández-Ríos. Job Descriptions and the "Experience-Needed" Syndrome - Tammy Johns. By Tammy Johns | 11:42 AM April 5, 2012 Globally, one in three employers struggle to find employees with the skills and experience necessary to meet their needs, and almost one-third cite a lack of experience as a key barrier to filling their open jobs.
Despite the serious shortage of some skills, the disconnect between employers and job seekers is not surprising given how many job descriptions fall victim to the “experience-needed syndrome.” This ailment manifests itself in two ways. In one, job descriptions for entry-level positions ask for experience, which shuts out many young workers. In the other, seasoned workers find the “experience-needed syndrome” becomes the “exact experience needed syndrome.” As companies struggle to be as productive with fewer workers, they’ve gotten creative about sharing workloads by combining parts of jobs or even whole jobs into one big new job description. Employers Job Seekers This post is part of the special series The New Rules for Getting a Job.
Column: What 17th-Century Pirates Can Teach Us About Job Design. Costly failures of talent management—such as hiring the wrong people for the wrong reasons or creating perverse incentives—can frequently be traced to the earliest point in the recruitment process: designing the job.
It’s easy to get that wrong. Too often, executives bundle contradictory tasks without considering how the job description will influence who applies or how the hired employee will allocate his or her time. Consider a relevant, if rather dark, chapter in the history of leadership: the 17th-century heyday of Captain Morgan and Captain Kidd. If you had to design the job of a pirate ship captain in that era, how would you do it? The job designed by my students would be a mistake. Employees hired for a job that incorporates conflicting tasks will tend to focus on the easier and more controllable ones rather than the most critical. It turns out that pirates did a better job of assigning the right tasks to a leader than my students do.
The U.S. 21st-Century Job Descriptions.