Strategic Human Capital Management Based on Competency Specializations

In an era marked by constant transformation and growing global competition, human capital has evolved from being a supporting resource to a strategic driver of organizational success. The ability of institutions to align specialized competencies with corporate objectives is now central to sustainable performance. This course, Strategic Human Capital Management Based on Competency Specializations, offered by Geneva Institute of Business Management, provides a structured approach to understanding, developing, and deploying human capabilities in line with strategic business priorities. Through this program, participants will explore how to harness competency-based frameworks to optimize talent, structure job roles, and enhance overall institutional effectiveness.

Target Group

• Human Resources and Strategic Planning Managers seeking to modernize workforce planning based on real organizational needs.

• Training and Development Officers aiming to build specialized programs aligned with core competencies.

• Department Heads and Unit Managers involved in driving performance and workforce optimization.

• Organizational Development and Change Consultants focused on embedding competency-driven practices.

• Recruitment and Talent Acquisition Specialists interested in competency-based hiring and placement.

• Academics and Researchers in business and human capital development fields pursuing current and applied methodologies.

 Objectives

• Deepen participants’ understanding of the strategic role of human capital in supporting organizational goals.

• Enable the integration of specialized competencies into HR planning and job design.

• Equip participants with the tools to evaluate performance through measurable and behavior-based indicators.

• Provide a foundation for mapping roles and responsibilities based on actual competencies.

• Support the development of training and development initiatives grounded in skill-gap analysis.

• Present a clear framework for transitioning to a competency-based human capital system.

Course Outline

• Introduction to Strategic Human Capital Management

  • Defining human capital and its significance in organizational performance.

  • The evolution from administrative HR to strategic human resource planning.

  • Linking corporate strategy to human resource development.

  • Data-driven decision-making in human capital planning.

• Understanding Competency-Based Frameworks

  • Distinguishing between skills, knowledge, behaviors, and competencies.

  • Key components of a competency model.

  • Structuring job roles through competency definitions.

  • Organizational benefits of applying competency frameworks.

• Job Analysis Using Competency Models

  • Step-by-step methodology for competency-based job analysis.

  • Creating job descriptions and specifications aligned with required competencies.

  • Methods for collecting reliable job data.

  • Connecting job analysis to workforce planning.

• Competency-Based Performance Appraisal Systems

  • Developing measurable behavioral performance indicators.

  • Establishing rating scales and performance levels.

  • Choosing tools for competency assessment and feedback.

  • Using performance data for continuous development.

• Career Path Planning and Capability Development

  • Structuring career paths using defined competencies.

  • Identifying and addressing skill and knowledge gaps.

  • Designing individualized development plans.

  • Aligning employee growth with institutional vision.

• Competency-Based Recruitment and Selection

  • Setting competency benchmarks for roles.

  • Conducting structured interviews based on behavioral indicators.

  • Utilizing psychometric and role-specific assessment tools.

  • Matching candidate capabilities to job demands accurately.

• Managing Employee Performance Through Competency Alignment

  • Role of supervisors in monitoring and reinforcing competencies.

  • Providing constructive performance feedback.

  • Documenting performance progress and challenges.

  • Shifting from periodic review to ongoing performance support.

• Building a Competency-Aligned Organizational Culture

  • Embedding core values into organizational behavior.

  • Promoting a workplace that fosters self-learning and skill enhancement.

  • Cultural factors that support or hinder competency systems.

  • Encouraging accountability and excellence among staff.

• Strategic Workforce Planning Based on Competencies

  • Integrating competency modeling into organizational strategic planning.

  • Forecasting future talent needs based on strategic goals.

  • Using competency insights to support institutional transformation.

  • Aligning workforce strategy with performance metrics.

• Roadmap for Institutionalizing Competency-Based HR Systems

  • Phases of implementing a competency-based HR model.

  • Leading organizational change and employee adaptation.

  • Identifying and overcoming implementation obstacles.

  • Evaluating success and measuring impact of transformation.