1. Application of
Competencies in
SOGHAS University
College
CONSULTANTS:
Seth O. Asamoah
Samuel Y.Okuada
Goffa Hayford
23rd March, 2014

2. • Introduction
• Core Values
• Competency defined & a model
• Categories of competency
-Managerial competency
-Technical competency
-Personality competency
• Conclusion
• References
OVERVIEW

3. • Competencies
- Key to organizational development and
growth
- Used to detect differences between average
and excellent managers
- As a tool to effect changes in the head, heart
and hands of an individual (3H,s)
INTRODUCTION

4. • INTEGRITY- defending the interest of the
organization
• PROFESSIONALISM-maintaining the standards
of the organization and
• CULTURAL SENSITIVITY-respecting the views
of all stakeholders.
OUR CORE VALUES AND WHY?

5. • Competency for a job can be defined
as a set of human attributes that
enables an employee to meet and
exceed expectation of his internal as
well as external customer and stake
holders.
WHAT IS “COMPETENCY”?

6. • Competencies are based on
1. Knowledge: - information accumulated in a
particular area of expertise (e.g., accounting,
selling, servicing, management)
2. Skills: - the demonstration of expertise (e.g.,
the ability to make effective presentations, or
to negotiate successfully)
3. Attitude: - self-concept, values, self-image
and behaviors
COMPETENCY AS A TOOL

7. Competency=Knowledge x Skill x Attitude[KSA]
COMPETENCY VARIABLES
Competency
Knowledge Skill
Attitude
Superior Job
Performance

8. 1. Managerial Competency
Competency which are essential for employees with
managerial or supervisory responsibility in any
functional area including directors and senior post.
2..Technical/Functional competency
Specific competency which are considered
essential to perform any job in the organization within
a defined technical or functional area of work.
3. Personality Competency
Competencies which are considered essential for all
employees regardless of their function or level
COMPETENCY– BROAD CATEGORIES

9. MANAGERIAL COMPETENCY
KnowingtheOrganization
LeadingandManagingPeople
ManagingResources
CommunicatingEffectively
Planning Organizing
Successful Manager

10. • Planning is concerned with 'what', 'how’, and
'when' of performance
• Strategic Planning-guiding members of the
SOHGAS envision its future and develop the
necessary procedures and operations to
achieve that future.
Eg. SOGHAS 5 year Strategic Plan
“VMOST model”
MANAGERIAL SUB-COMPETENCY –
PLANNING

11. • Organizing involves
-identification of activities
-grouping of activities into jobs
-assignment of these jobs and activities to
departments and individuals
-delegation of responsibility and authority for
performance.
MANAGERIAL SUB-COMPETENCY –
ORGANIZING

12. • Job Factors
• Direction
• Organizing and planning
• Resource mobilization
• Coordination
• Execution
MANAGERIAL SUB-COMPETENCY –
ORGANIZING

13. • The ability to perform the activities within an
occupation to a defined standard, consistently
and over time.
• Sub-competences of Technical Competency.
These include :
• Data Management Skills , Equipment handling
or Program Knowledge, Presentation skills and
ICT Skills, Policy and Planning Skills and
Subject matter expertise
TECHNICAL COMPETENCY

14. TECHNICAL COMPETENCY MODEL
Technical Competency
Data
Management
Skills
Equipment
handling or
Program
Knowledge
Presentation
skills and ICT
Skills
Subject matter
expertise
•Fixing Projectors
•Preparing power point slides
•Modeling concepts into
diagrams
•System software development
•Accounting & Software
•HRM and Audit

15. • Personal competencies are personal traits and
abilities that affect your results in the workplace
and in life.
• Sub-competences of Personal Competency,
These include
-self-awareness, drive
-relationship skills
-Confidence
-Teamwork
-Interpersonal and communication skills
PERSONALITY COMPETENCY

16. Personality CompetencyPERSONAL COMPETENCY MODEL
Personal Competency
Confidence relationship
skills
Teamwork
Interpersonal &
communication
skills
•Willingness to share information & own
expertise
• Participation actively in achieving
group goals
•Demonstrate interest in helping others
solve problems
•Express ideas, thought and
concepts clearly in writing
•Demonstrate the ability to
convey thought & express ideas
effectively
•Relates effectively to others

17. SOGHAS UNIVERSITY COLLEGE
TRAINING AND DEVELOPMENT PROJECT
Performance Goal : Proficiently perform managerial and technical functions, roles and
responsibilities in accordance with the training policies and procedures through effective
leadership.
Technical Competencies
• Contribute expertise to
the College’s
Occupational Health
and Safety
Analysis(OHSA)
• Develop ICT
infrastructure plan to
support the training and
development
• Participate in the
procurement of training
equipment and logistics
Personality Competency
• Manage bahaviours
associated with
emotional responses
in self and others
• Demonstrate respect
for ALL persons and
culture
• Act within the scope
of one’s legal
authority
Managerial Competency
• Develop continuous
professional
development policy
• Conduct training needs
analysis on SOGHAS
Staff
• Participate in
improving the
organizations
capacities (including
but not limited to
programmes, plans,
policies ,laws and
workforce training

18. CONCLUSION
• Competency is a valuable tool to the
performance, survival and sustainability of an
organization.
• To SOGHAS, knowledge and skills is not enough to
perform a job at the University College but
deeply rooted competencies in an individual‘s
social role, self-image, traits, and
motives(attitude) accurately determine high
potential candidates.

19. REFERENCES
• ARMSTRONG,M. – STEPHENS,T.( 2008). Management a Leadership,
Grada Publishing, ISBN 978-80-247-2177-4, Praha
• BOYATZIS, R. E.( 1982). The competent manager: a model for
effective performance. Wiley, ISBN: 0-471- 09031-x, New York
• BOYATZIS, R. E.( 1982). The competent manager: a model for
effective performance, Wiley, ISBN: 0-471- 09031-x, New York
• WHIDDETT, S. – HOLLYFORDE, S.( 2003). A practical guide to
competencies: How to enhance individual and organizational
performance, CIPD, ISBN: 1-84398-012-6, London

20. REFERENCES