Corporate Strategy, TQM,

Talent & Competency

Management

All Africa & Middle East International

HRM Congress
Accra, Ghana
9-11 July 2007
 Discussion agenda
Structure of discussion

• Talent

• Competence For what?

• Work
 HRM strategy

Corporate strategy

HRM strategy

HR systems HR activities
 HR Development strategy

Organisation strategy

HRM strategy

Learning
Talent strategy
strategy
Reward strategy
HR systems HR activities
 Total Quality Management
≠ programme; = philosophy to enhance customer
satisfaction
Criteria:
1. Visible top management support
2. Strategic planning
3. Focus on customer (espoused value)
4. Employee training & recognition
5. Employee empowerment & decision-making
6. Quality measurement & analysis
7. Quality assurance
8. Quality and productivity improvement results
 The issue around talent
• PC
• Which talent do enterprise need?
• Danger: too narrow
• Danger: too wide
• Talent to “work”
• Competent to “work”

?
If have talent
then
can develop competence
 Talent & competence?
If have talent
? then
can develop competence
Talent = skilled people?
Talent = employees?
Talent = potential?
Talent = innate ability?
Competency = KSA?
Competency = situational success factor?
 Potential
• Everyone has potential
• (Everyone incl. organisation & country)
• Potential = latent
• Potential = capacity to develop
• Has everyone got the same
potential/talent?
• Has everyone got the same amount of a
specific potential/talent?
 Potential & competence
• Potential = Capacity to develop competence
• Competence is situational: job specific

Do you:
•assess potential during …?
•assess competence during …?
Are you sure?
How do you know?
 Assessment
Potential is latent; assessment is a
sophisticated affair affected by many
(psychological, cultural…) factors.

Competence = degree mastery of situational

success factors: assessment related to
“past behaviour predicts future behaviour”.
 Situation-specific assessment
Situation 1: The job
Situation 2: The organisation
Situation 3: The society
Situation 4: The cultural context
Situation 5: The world-view context

…
 Situation-specific development
challenge
Situation 1: The job
Situation 2: The organisation
Situation 3: The society
Situation 4: The cultural context
Now, add…
Situation 5: The world-view context
strategic
…
 Competence
Competency = situational success factor
What is included?
Qualification?
Experience?
Knowledge?
Skills? To “work”
Personality?
Values?
Beliefs?
To “perform”
Physical characteristics?
Innate ability?
Why?
 Work to perform

WORK is:
• The use of discretion and judgement
• in making decisions,
• in carrying out a task,*
• backed by knowledge, skills,
temperament, wisdom, and driven by
values
Use of discretion to make decisions
= Critical competency
Must know capacity to make decisions
required by job
Must know individual’s capacity to make
decisions
Must create a work environment that
allows the individual to exercise capacity
to make decisions
 Work decision-making requires
quantum differences in capacity,
talent and competence
Life of enterprise in environment

Serving Q.
Integration of enterprise systems
Complexity

Optimisation of a system
Overcome obstacles in procedure
Achieve quality standards
 Your challenge
• Consider your own potential
• Develop your competence at least to match the
organisation’s strategic requirements or your potential
• Consider what the organisation needs:
now & (if you are willing & have the potential…)
strategically
• Hunt the potential down – there are many people in
Africa with talent, but they are neglected, and/or not yet
discovered and not yet competent
• A new African legacy…
leave something bigger than just you behind: in
stead of the protector of your own comfort & the
status quo; become the releaser of potential.