Importance of competency framework to ensure successful succession planning

The eventual positive behavioral change is anticipated as consequences of all efforts made by organizations in this connection(Sitzmann & Weinhardt, 2018). Similarly, it remains an uphill task to bring the desired change in the attitudes of employees to ensure if T&D is taking place. Although, if reverse approach is employed starting from the reckoning the desired results(“Getting Past Competency Chaos,” n. d. ), and which anticipated knowledge, skills, attitudes or behaviours (KSAB) may help getting those desired results and identification of Competencies that may address those matters associated with (KSAB). This is for sure going to optimize heavy investments organizations are devoting on their T&D efforts in order to get the desired results. A comprehensive Competency Framework for diversified workforce of large scale organizations will be the main product of this study.

However, Best T&D practices utilizing Competency Framework and Behavior Dictionary will be the by-products of this study. What has been Accomplished (Ontology): An epoch of perceiving the competencies originated at individual level in HR Management, when the term ‘Competence’ was coined and introduced by Robert W. White in his Journal Article published in Psychological Review of Harvard University in 1959 titled as ‘Motivation Reconsidered, The Concept of Competence’. , 1993), (CeVe, 1995), (Dreyfus, 2001) and (CIPD, 2009) through their Case study conducted at University of Dundee, UK. The evolution of Competency and framework was discussed in good length while describingabout the said case study. (Greenstein, 2012) in his book ‘Assessing 21st Century Skills Products, Processes, Possibilities’ evaluated obligations & illustration of skills for 21st Century and some dimensions where competencies may be introduced to improve performance.

He attempted to resolve intricacies by trickling down Competencies into core areas like Thinking, Acting and Living. He further identified some sub-categories of these core areas and discussed how to evaluate these Competencies through results. Organizations are in constant quest to have such a structure that specifically suits to their determined fundamental proficiencies. Though, Human Resource Management function facilitates to sets Objectives to align workforce with the organization’s vision and mission. However, the methodology is not comprehended to empower workforce to accomplish those objectives (KANDULA, 2013). Competency based Human Resource Management has the capability to address this concern and this study is a prelude that sets a pathway for leading an across-the-board Competency Framework for the large scale Organization particularly in the downstream Oil Industry.

(Aguinis & Bradley, 2015) offered a tremendous process of organizational success, through managing and producing start performers. This robust workforce will efficiently enhance the existing productivity level of organization and this way contributing in the overall progression at the country level. We talk about accountability, professionalism, integrity, social maturity and need for innovation that is required in the work of public sector leaders (Skorkova, 2016). A Survey can be conducted across some org. What type of competencies they look for; • Recruitment at Jr / Middle / Sr Position • Training at “ “ “ “ “ • Mentioning some generic competencies * Need to Add Importance of Shared Mission, Vision &Values and why we conceived this idea to derive Core Competencies from the Shared Valued of the Organization in order to encompass all such elements of strategic nature.

Theoretical Contribution to derive Core Competencies from the Shared Values of the Organization in order to encompass all such elements of strategic nature. ))))Do we need to go for this venture ?!?!! USE DELPHI TECHNIQUES/Focus Group to review the Experts’ Opinion on our Variable Identify 3 to 5 Experts 1. Vaqar Ahmad Khan 2. Gen S. P. Shahid 3. In its course or the foundation, the founders aimed at reducing the duplicative as well as the redundant natures of the individuals in measuring the same goals of an educational process (Handbook 1: Cognitive Domain). The cognitive domains have a certain order in which they successively follow each other from the lowest to the highest in rank. The basic tree include; knowledge which was baptized to become remembering in the revised Bloomberg taxonomy, the next is the comprehension which was renamed to understanding in the revised theory and then lastly we have the synthesis renamed to creating in the revised Bloomberg taxonomy of learning.

Ideally the exchange of the skills that involve competencies for improved framework in Pakistan and the whole world at large, these three concepts are heavily utilized for the reason that if at all any transfer of a skill, technique or a competency to take place, then there should be remembering by both the trainer and the trainee (bloom jr & EW, 2008). Then the trainee who in this case is the receiver of the knowledge will be expected to understand what is taught to him/her (second level of Bloomberg taxonomy). In this regard it is very important to take a look at the different types of managers or the leaders who usher in succession or are ushered in by the succession process (Devra Gartenstein, 2015).

i) An Authoritarian leader; This is he traditionally run organization whereby the person in the top office is very authoritative to the subjects below him or her. It has been observed over the records that the authoritative kind of managers tend to source an exact kind of a successor to take after them and continue with the tradition of the leadership of the firm. This kind of leaders don’t find it easy to leave their offices behind for another person but rather they would wish to rule forever from the top office to the lowest within their organization and so will be the person who succeeds them after they are not there. ii) An Impoverished leader; This is ceremonial kind of a manager leader of a given organization whereby he/ she delegates duties to the workers but (this) leader won’t be available to respond to the concerns raised by their workers.

In the assumptions, there is no worker who by any chance is not happy with the organizational management. This is catalyzed by the illusion of mixing the friendship thing together with the production to win the full attention of the staff. Since this management is more personal than organizational, then the staffs are won through praises as well as bonuses in order to have them motivated to work (Devra Gartenstein, 2015). Generally of all the kinds of the management leaders noted above, we would fairly go with the “team leadership” if the organization that we are working towards succession of it has to favorably take place with less friction. Also to say, this theory is well aligned with our study since it elaborates the kinds of leaders we are likely to have in any organization that’s about to transit to succession.

This will now make this theory a little bit obsolete and call for debate if it has to be used during the succession planning of the Pakistan organizations now and in future to come. Theory of Experiential Learning It’s a theory put forward by a David Kolb (psychologist by profession) after he got the influence of the publications of his former scholars which include but not limited to Kurt Lewin, Jean Piaget as well as the John Dewey (they are majorly theorists) according to (Kendra Cherry, 2018). This theory suggests that the learners get to learn through the so called experiences. In relation to the founder of this theory, learning is a combination of two experiences that include the grasping as well as the transformation of the experiences.

Under the experiential learning theory, the theorist behind it; Kolb assumed that there exists two broad ways of grasping learnt experience which includes; Concrete mode of grasping experience as well as the Abstract conceptualization mode of experience-grasping. In the succession planning the individuals targeted should be freely given the choice on the mode of learning a given experience slowly otherwise they won’t perform as they are expected in the office. In succession planning framework, a choice on a given situation concerning the choice of the mode of transferring a skill from the individual to the next, majorly depends on the earlier experiences in life as well as the gap analysis at hand in a given organization. Let us take for example an organization structure that is founded on family grounds and hence anyone who succeeds the top position must be within the lineage (Muddher, 2017).

In this case the leadership looks into the record to determine the best way they used to recruit the one leading with little friction and most likely the same method is used to prepare the incumbent leader by using an historical kind of succession framework rather than through a recently structured framework (Kolb’s learning styles, 2018). This theory is different from the other two theories discussed above in that the first was more of the cognitive part of the individual while the next was concerned about a human behavior but this experiential learning is emphasizing on the experiences of an individual, emotions working on the individual, cognitive factors of the learner as well as the factors of environment in which the individual is at a given time; all these are directly influencing the learning process of the individual.

org/10. 1177/0149206315574596 • Theory of Reinforcement: • Theory of Learning Types: The theory presented by Gagne emphasized on learning of intellectual skills. These are such skills which are found rare among the persons. He suggested by different learning types in his theory and each learning type contains some external and internal conditions. The five categories of learning which Gagne defined in his theory include intellectual skills, verbal information, attitudes, cognitive strategies and motor skills. • Theory of Learning Types: The theory presented by Gagne emphasized on learning of intellectual skills. These are such skills which are found rare among the persons. He suggested by different learning types in his theory and each learning type contains some external and internal conditions. The five categories of learning which Gagne defined in his theory include intellectual skills, verbal information, attitudes, cognitive strategies and motor skills.

LITERATURE REVIEW The theory of succession planning began long ago about two thousand years ago whereby leadership and the leaders precisely were even selected at their tender ages and hence preparation. In a year later the theory was challenged by some two other scholars namely Gamson & scotch (1964) by claiming that alongside the fact that the reduced or poor performance catalyses the process of succession within the organization, then no or minimal post-succession improvements on performance are likely to be recorded (Gamson & Scotch, 1964). In this regard it is then advisable to carry out the process whenever we have already tired or ‘worn-out’ stakeholders and demonstrate it publicly that there is need for a change otherwise the boat will sink into poor kind of performance.

In the ancient chronicles about the issues of succession planning, its agreeable to point out that any succession can well transform the company positively if done for example when the gap to be filled belongs to the CEO then the needs of the organization should be matching with his background as well as the capabilities he is possession of (Hall, 1976). In this line the argument about “does leader matter” really began to make sense to the personnel recruited to conduct the succession operation in a given organization for it made clear that either the choice made will positively impact the company or negatively in a way. Later in the 1980s this area of succession planning saw an increase in the number of the scholars who invested their minds to write more succession planning concepts (Kesner & Sebora, 1994).

For one, it was focused only on the top positions of the company and, as a result, the names were chosen at the general manager level. ” To add on the above statement on the management of the gap, it can be noted that the revolution further gave the top management reduced number of options in the operation of the searching of the next generation of the company flag bearers (leaders). This was exemplified well when Fuller & Conger (2004) called for a serious open enormous transparency for the success planning framework to see things head to the better direction in the institution of planning as well as industrious transformation of the field in general. They recommend that old succession planning systems, impeded by complete confidentiality and secrecy should be phased out and replaced by more open and inclusive systems.

Guinn (2000), Fulmer & Conger (2003) and Rothwell (2010) agree that SP has strong links to Talent Management, Talent Retention, Intellectual Capital and Human Capital Management and that SP development must have regard to these organizational processes. Having closely looked at the various methodological approaches, the research questions as well as the context of the research, the chapter is summarized at the end with an explanation of the importance of the chosen method of research and the data approaches analyses. Then summing up the content of the paper, a well detailed section of the research ethics and the challenges (Problems) associated with the inner details of the ethnographic research is put down. What exactly is a research? This is an area of study that majorly serves to create knowledge in order to provide a solution to an existing problem and also to give a better description of something that other people may have lacked a breakthrough in them (Waltz and Bussell, 1981).

A systematic, formal, rigorous, and precise process employed to gain solutions to problems and/or to discover and interpret new facts and relationships. (Waltz and Bussell, 1981 p. (Patton, 1990) proposes that paradigmatic choice centers on two fundamentally competing paradigms: 1. Logical-positivism, which uses quantitative and experimental methods to test hypothetical-deductive generalizations, versus 2. Phenomenological inquiry, using qualitative and naturalistic approaches to inductively and holistically understand human experience in context-specific settings. (Patton, 1990 p. 37) Later in the research industry, the (Cohen & Mannion and Morrison, 2004) highlighted that there is no clarity that the researchers must go for a single paradigm or else conduct the paradigmatic centred researches. The suggested Competency Framework of this study is based on a large scale Oil Marketing Company. Although, it stipulates pavements for Competency Framework for irrespective of any specific Organization, yet some amendments particularly in functional areas are required to be reconsidered.

Therefore, with certain adaptation this Competency Framework can serve the purpose of identifying essential competencies across Organizations and is ready for implementation at any industry across the globe. One of possible constraint could be the small sample size that may have certain variations on some of the identified competencies for a particular position or function. Another important aspect of this Competency Framework is its implementation that requires an integrated approach and well-crafted T&D Plan that would provide strong footing to flourish this framework in any organization in long run. E. The Competent Manager: A Model for Effective Performance. John Wiley & Sons. Bryman, A. The debate about quantitative and qualitative research: A question of method or epistemology? The British Journal of Sociology, 35(1), pp.

The strengths and weaknesses of quantitative and qualitative research: What method for nursing? Journal of Advanced Nursing, 20(4), pp. COMPETENCE | meaning in the Cambridge English Dictionary. (n. d. Retrieved November 20, 2018, from https://dictionary. Retrieved from http://trans2work. eu/wp-content/uploads/2015/12/Effectiveness_of_Competences_and_Competencies_during_Transition_from_Higher_Education_to_Employment. pdf Getting Past Competency Chaos: A Crucial Step on the Path to Talent Management Value Realization. (n. d. Herd, A. M. , Alagaraja, M. , & Cumberland, D. M. IBM Systems Journal, 40(4), pp. KANDULA, S. R. COMPETENCY-BASED HUMAN RESOURCE MANAGEMENT. PHI Learning Pvt. ” American Psychologist, 28(1), 1–14. https://doi. org/10. 1037/h0034092 Moses, J. W. (n. d. Retrieved from http://www. agr. unizg. V. Can Leadership Competencies Differentiate Exemplary Performers from Typical Ones? A Case Study of the Hubert H.