The CBARS system has been developed as an advanced human capital management system that caters for the huge organisational as well as data and information management burden that comes from statutory as well as organisational leadership demands.
The Baseline for Human Capital Management
A state of the art electronic system on its own cannot get you any ware unless you have good, relevant data and information to work with. For effective data and information management on any system it is imperative to have quality data and information as your base line of operation.
In terms of human capital management the baseline data sets required on each position in your organisation are:
1. Performance Agreements
2. Competency Profiles
3. Organisational setup and information
The CBARS professional services teams are available to get your human capital management function in place:
1) Development of Competency Profiles and Dictionaries : Î
Competencies are the “currency” in which you measure, manage and report on in Human Capital Management. At CBARS we see competencies as a cornerstone in the foundation for best practice human capital management. Competency development for clients is therefore an intensive process that focuses on the unique requirements in each organisation with the main emphasis on technical or position specific required competence with in the context of the organisational mandate, strategic objectives or service level agreements.
What we can develop for your organisation in terms of competencies:
Technical / Position Specific Competency Dictionary:
A unique competency dictionary that addresses the specific and technical competencies required for each unique discipline in your organisation.
Cross Critical Competency Dictionary:
Defined by the different levels in your organisation focusing on the critical skills that cut across disciplines in your organisation. For example Leadership, Communication, Computer Literacy, Service Management etc.
Competency Profiles for Each Position
Identify and formulate the unique set of competencies required for proficiency in each position.
The benefit of the CBARS competency profiles and dictionaries: The content can be re-used and expanded for the purpose of your organisation by your own Human Resources team without further development cost. The CBARS team conducts the bulk of the work which eases the load on your own team.
Application of Competency Profiles and Dictionaries in an Organisation
• Define the knowledge, skills and behavioural attributes required to achieve the operational and strategic objectives and obligations of your organisation;
• Serves as the measurement against which you measure the skills levels of your organisation;
• Provides the blue print for your skills development plan.
• The basis for competency based recruitment.
• Informs your succession planning strategy.
• The basis for mentorship.
2) Development of Performance Agreements : Î
The implementation of a Performance Management System relies strongly on the quality and nature of the individual performance agreements that are in place in an organisation. From experience in the development of performance agreements we realised the criticalness of an integrated performance agreement, focusing not only at the tasks at hand but also the role of the specific person / position within the organisational context.
The benefit of developing performance agreements as one project:
• The wider organisational context is catered for - the interdependence of positions in the organisation is accounted for and can be measured and rewarded.
• Standardisation of agreements to ensure equitable measurement and rewards.
• Valuable production or service delivery time of line functions is not spent on Human Resources function but rather on the core deliverables.
CBARS can provide your organisation with a team of experts that can develop the performance agreements for your whole organisation.
Data population
CBARS will assist your organisation in setting up the information base of the system so as to give you a fully operational electronic platform from which to perform the human resource management tasks.
Product Overview of the CBARS Competency Dictionary:
1. Origins of the CBARS Competency Dictionary : Î
CBARS (abbreviation for Competency Based Assessment and Recruitment Solutions) Competency Dictionary has evolved over a period of 8 years with input from both extensive literature study as well as practical input and feedback from managers and incumbents from diverse business environments.
The original dictionary was developed with the main emphasis of development of a practical tool for unlocking the human potential in our African context by Dr Bernese du Preez. Over time more research on the literature available and the information gained from interviews and input from managers and incumbents from both the Public and Private sector added to what is today an extensive dictionary focusing on the core competencies required in organisations to ensure success.
2. Features of the CBARS Competency Dictionary : Î
The CBARS competency dictionary is unique in the sense that:
• It focuses on the core business requirements as apposed to generic behavioural competencies found in most dictionaries. Behavioural competencies are not excluded but proportional preference is given to technical and core requirements.
• The dictionary is electronic, web based and accessible by all staff and consultants that require access based on unique security settings.
• The dictionaries are constantly being expanded and licensed clients have the full benefit of all expansions.
• The electronic functionality provides you with a professional tool to build the position specific competency profiles that are customised with the organisational insignia and information.
• The dictionary is web based and unique login and pass words are provided for the usage of the end user client and reseller. (Number of login ID’s determined by how much required by your team).
• The dictionary can be expanded / personalised for each client environment with competencies that are exclusive to the specific organisation.
• The further benefit of the CBARS electronic dictionary is that it can be expanded to include the CBARS Competence assessment tools as well as training management functions with which easy WSP, ATR and management reports can be done.
3. Items covered in the CBARS Competency Dictionary
The dictionary currently consist of more than 250 competencies in the following areas:
3.1. Business and Organisational Leadership
- Corporate Governance
- Industry Knowledge and Experience
- Strategic Ability
- Sustainable Business Development
- Business Growth
- Legislation and Regulations
3.2. Organisational Awareness and Understanding and Insight into the Client Environment : Î
• Organisational Knowledge, Awareness and Understanding.
• Insight into the unique Business and Client Environment / Requirements.
3.3. Management Practices
Competencies can be applied to different organisational levels ranging from self management required on all levels, team leaders, supervisors, specialists, junior, middle and senior management.
- Planning, Organising and Control
- People Management, Development and Empowerment
- Communication Management
- Financial Management (for Non Financial Managers)
- Change and Transformation Management
- Service Delivery Management (complete range including Service Level Agreements, Business Process Mapping and Development, Statistical Analysis of Service Levels, Monitoring, Reporting, Quality Assurance)
- Risk Management
- Knowledge Management
- Business Development and Strategic Management
- Project Management
- Procedural Quality Management and Compliance
- Account Management
- Client Relationship Management and Customer Service
- Quality Management
3.4. Written, Verbal and Non-Verbal Communication : Î
Competencies on Administrative, Specialist and Managerial levels.
3.5. Computer Literacy
The complete Microsoft Office Suite is defined in terms of the competence required for proficiency levels:
Basic, Intermediate and Advanced.
3.6. Cognitive Abilities
Consisting of competencies addressing issues such as Analytical Thinking and Problem Solving, attention to detail etc.
3.7. Behavioural Abilities
Consisting of competencies such as Conflict and Stress handling, Interpersonal and Group Dynamics.
3.8. Position Specific Requirements : Î
The framework for essential competency elements required for position specific / technical competence development on the following levels:
- Operational
- Specialist
- Junior Management
- Middle and Senior Management
- Strategic management
3.9. Competencies for Support Functions
A wide range of competencies that are applicable to mostly support functions in any organisation are available for position specific positions:
- Human Resources Management and Administration (all disciplines)
- Training and Development
- Corporate Communication
- Financial Administration (all disciplines)
- Procurement
- Information Technology (support function)
- Sales and Marketing (broad spectrum)
- Reception, Secretarial, Personal Assistants and Executive PA’s
- Cafeteria and Canteen Services
- Primary Operation positions such as cleaners, facilities maintenance and management, drivers
- Administrative functions
- Quality Management
- Corporate Legal Services
- Corporate Governance
- Research and Development
- Project Management
3.10. Accrual Basis of Accounting : Î
A dictionary specifically based on the requirements for Accrual Accounting ranging applicable to all levels of officials in the financial administration (specifically the public sector) forms part of the dictionary.
It covers:
- Best Accounting Practice
- Accrual Basis of Accounting
- PFMA
- IT and Information Management in Finance
- Financial Management
- Risk Management
- Credit Management
- Cash Management
- Debt Collection
- Payroll
- Economics
- Procurement
- Budget
- Supply Chain Management
- Costing
- Audit
Contact CBARS systems to discuss your specific needs.
Î top