...competency assessment tool THE WEB-BASED CORE COMPETENCY PROFILE ASSESSMENT TOOL Colleen S. Post and Micheline L. Brunett* ABSTRACT. The Professional Development and Certification Program for the Procurement, Materiel Management and Real Property Community is a key initiative that supports the Government of Canada’s priority to strengthen and streamline government operations. The Program is designed to provide the tools to help functional specialists better serve clients and exercise higher levels of delegated authority in order to meet the challenges of an evolving and increasingly complex environment. The Program Management Office of the Treasury Board of Canada Secretariat has developed an innovative web-based Assessment Tool that enables practitioners and their managers to create a core competency profile and assess their competencies. The tool generates a gap analysis report and learning solutions to assist in the development of individual learning plans. INTRODUCTION Citizen-focused, values based and results-oriented government requires the sustained efforts of a professional and motivated workforce, across the public service, working with the right values. The Public Service Modernization Act, introduced by the Government of Canada on February 6, 2003, is the centrepiece of ongoing efforts to modernize the management of the government’s human resources. One of the objectives of Human Resource Modernization is more coherent training and learning to help employees...
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...Chandawaskar Marketing Assignment- Case Study-“Microsoft Unveils Surface” Q1) With a launch of surface, what difficulties Microsoft will be facing in challenging Apples dominance of Ipad being market leader? Ans: The following are the difficulties Microsoft will be facing in challenging Apples dominance of Ipad being market leader: 1) The first difficulty is that they are moving totally from their core business to tablet market. So it might harm their core business. 2) The second difficulty is that the position Microsoft as a company that can provide a quality Hardware product as it has till date positioned itself as a software provider. 3) Microsoft will compete with Hewlett-Packard (HPQ), Dell (DELL), and others who sell its Windows operating system on their computers. Surface devices will compete with products made by Microsoft’s OEM (original equipment manufacturers) partners, which may affect their commitment to Microsoft’s platform. So difficulties with partner’s may hamper relationships with partners following Surface launch. 4) Price: consumer-targeted Windows RT Surface tablet needs to be affordable, and cheaper than an iPad; or, better for the same price, if that can be accomplished. The Windows 8 Surface tablet has two challenges: Competition with the iPad, and with Ultrabooks. Many Windows ultrabooks cost as little as US$799. Can the Surface compete at a reasonable price? So price is not yet declared by Microsoft for its two version tablets and it’s a...
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...Microsoft: Developing a Strategic Plan NETW583: Final Project By Jamie Fairchild 8/9/2014 Section I Microsoft is a company that was founded on simple principles, to provide people with technology that is accessible, and can allow people to personalize their computers to meet their own needs and preferences. When the company was founded in 1975, they had a simple goal, to put a computer on every desktop and in every home. It is this philosophy that has guided them to huge success over nearly forty years of technological innovation. Unlike its main competitor, Apple Corporation, who entered into both the hardware and software markets, Microsoft focused its attention on software, the programs that run the hardware. Since then, they have entered into many different markets, producing a vast array of products, beginning with operating systems, then moving into other areas. They developed a widely used productivity software, Microsoft Office, and have moved into other areas as well, developing the Microsoft Surface, a tablet aimed at getting a share of the skyrocketing tablet market. Their diversity and willingness to collaborate with other companies has made them the tech giant that they are today. Microsoft’s vision is to “create innovative technology that is accessible to everyone and that adapts to each person’s needs, enabling individuals to take full advantage of their capabilities.” Microsoft has always developed products that are for the everyday user. Their...
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...team recommends that Microsoft develop the software for non-gaming set-top boxes and partner with a hardware company. This option is likely to produce the greatest ROI for Microsoft because Microsoft’s core competency is developing operating software and this option carries the least amount of risk. Background The consumer demand for the ability to seamlessly integrate and connect devices and data that they use in their daily life is growing rapidly. The ability to connect mobile phones, television sets, tablets, and personal computers has provided consumers with an unparalleled opportunity to the access to information (I), communication (C), and entertainment (E), collectively known as ICE. The struggle amongst Microsoft and archrivals like Apple and Google is to develop the “must-have” product that would redefine the way content is consumed in the living rooms around the world. While streaming content via game consoles has been on the rise, the introduction of streaming content via non-gaming set-top boxes has become increasingly popular. Microsoft must choose how to position itself in this rapidly changing market so that it does not render itself irrelevant and so that it can capitalize on this shift in the way that content is being consumed. Ultimately Microsoft can make one of four choices. Microsoft can: (1) keep the status quo, (2) develop the software for non-gaming set-top boxes and partner with a hardware company, (3) develop a Microsoft branded non-gaming set-top...
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...Technology Professor Syed Ali Nabeel June 17, 2012 Table of Contents 1. Executive Summary 2. Research In Motion’s Strategy 3.1. Current Strategy 3.2. Projected Strategy 3. Core Competencies 4. Industry Dynamics 5. Technology Sourcing 6. Product Development Strategy 7. Strategy to Protect Innovations 8. Bibliography Executive Summary This document has been prepared to provide RIM, the makers of Blackberry, with a new insight for a strategic plan that will aid the organization into becoming a fair market leader once more. RIM transformed into a dominating force in the cell phone industry between the early 1990s and late 2006 with innovative technology for their Blackberry Smartphones. As an avid Blackberry user, I’ve seen RIM prosper into a fine organization, but most recently the company has been in a downturn. Research and Development hasn’t been effective in creating products with greater return on investment (ROI). With all the new technological advances in the cell phone industry, competitors Apple and the Google Android market, has gained several new customers from RIM. This is mostly due to RIM’s lack of new product innovativeness, such as design and improved system functionality. RIM’s revenue has suffered greatly from what makers of the iPhone and Android product-line has placed on the market for consumers and businesses alike. In order for RIM to begin to strive in its industry again, a few adjustments need to be made...
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...and endeavors to offer its customers the lowest possible prices. Amazon.com and other sellers offer millions of unique new, refurbished and used items in categories such as books, movies, music, games, digital downloads, electronic and computers. Amazon Web service provides Amazon’s developer customers with access to in-the cloud infrastructure services based on Amazon’s own back end technology platform, which developers can use to enable virtually any type of business. The company maintains a staff of programmers, editors, executive and all-around book lovers. (Amazon.com, 1995). Team A will address the core competency of Amazon.com, their competition; the uses of the Amazon.com database, and describe how Amazon.com uses e-business and e-commerce for B2B and B2C. Core Competency Based on the information and evidence Amazon.com is moving away from its core competency from Book Seller to Service Provider. The on-line retailer has decided to provide a series of computing, storage, and other services that make its infrastructure available to companies and individuals to help them run the technical and logistical parts of their business. The three services Amazon.com provides are: • Simple Storage Service (S3) - Charge 15 cents per gigabyte data and applications on Amazon disk drives. • Elastic (EC2) - Amazon rents out processing power, starting at 10 cents per hour for the equivalent of one basic server. • The Mechanical Turk Service- combine processing power with networks...
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...InterClean Company Development Plan University of Phoenix-Diamond Bar HRM/531 Human Capital Management September 19, 2010 InterClean looks at two key elements of a job analysis, one it identification of major job requirements (MJR) which are the most important duties and responsibilities of the position to be filled. They are the main purpose or primary reasons the position exists. The primary source is the most current, official position description. The second element is identification of knowledge, skills and abilities (KSA) required to accomplish each MJR and the quality level and amount of the KSA’s needed. Most job analysis deal with KSAs that are measurable, that can be documented, and produce meaningful differences between candidates. Typically, possession of KSAs is demonstrated by experience, education, or training. Goals of KSAs is to identify those candidates who are potentially best qualified to perform the position to be filled. (U.S. Department of Interior, 1998) InterClean ------------------------------------------------- ...
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... 5 2.1 Industry Life Cycle............................................................5 2.2 Market Analysis....................................................................6 2.3 PESTEL.................................................................................7 2.4 Porters 5 Force ....................................................................8 2. Internal Analysis 9 2.1 Microsoft Competency Framework....................................9 2.2 Microsoft VRIN Framework.................................................10 2.3 Microsoft Strengths and Weaknesses ..............................10 2.4 Nokia Competency Framework...........................................11 2.5 Nokia VRIN Framework........................................................12 2.6 Nokia Strengths and Weaknesses......................................12 3. Issues and Challenges 13 3.1 Microsoft’s Issues................................................................13 3.2 Nokia’s Issues......................................................................13 4. Underlying Logic and Strategic Direction...
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...2001 CHRISTOPOHER A. BARTLETT Microsoft: Competing on Talent (A) In the summer of 1999, a front page Wall Street Journal article was attracting attention on the Redmond campus. Under the headline “As Microsoft Matures, Some Top Talent Chooses to Go Off Line,” the article reported: “Tired of grueling deadlines, frustrated by the bureaucracy that has accompanied Microsoft’s explosive growth, or lured away by the boom in high-tech start-ups, dozens i of the company’s most capable leaders, all around 40, have opted out—at least temporarily . . .” (See Exhibit 1 for the article’s list of senior level departures.) Steve Ballmer, the company’s recently appointed president and COO, was quoted as saying that some of the departures were voluntary and some were not, opening opportunities for fresher, smarter replacements. “We have a bench that is very deep,” he said. “We have people who are fired ii Yet despite the positive outlook, Ballmer clearly up—driven—to lead the next generation.” recognized that Microsoft had to change or adapt some of the human resource practices that had allowed it to assemble and retain what CEO Bill Gates proudly called “the best team of software professionals the world has ever seen.” Just six weeks before the WSJ article was published, Ballmer had announced a package of changes that sweetened salaries, allowed more frequent promotions, and softened some of the pressures that had long been part of the ”hard-core” Microsoft culture. Still, there were some who...
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...Introduction The purpose of this paper is to analyze the technology industry with a particular focus on the Smartphone industry. The companies that will be compared in this paper are Apple and Samsung. This paper will begin with a brief overview of the history of each of the companies as well as their initial business strategies and core competencies. In addition to this, it will be addressing globalization, the drivers to globalization and the affects that it had toward the business strategies of each of the two companies. Furthermore, the paper will look at the technological advances that have occurred in the industry and how that has impacted the companies, along with how it has shaped each business in order to keep up with the rapidly evolving and expanding market. Lastly, it shall explore what the companies are planning for the future and some of the trends that are occurring within the industry that may be influencing Apple and Samsung. Brief report of Companies Apple Apple Inc., formerly Apple Computer, Inc., is a multinational corporation that creates consumer electronics, computer software, and commercial servers. The company was founded by Steve Jobs and Steve Wozniak on April 1, 1976 and was later incorporated the company on January 3, 1977, in Cupertino, California. In 1985, Jobs left Apple and founded NeXT, acquired the graphics division of Lucasfilm (Pixar), and joined the Disney’s Board of Directors. It was not until 1997 that Jobs returned to Apple and...
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...Microsoft: Competing on Talent (A) In the summer of 1999, a front page Wall Street Journal article was attracting attention on the Redmond campus. Under the headline “As Microsoft Matures, Some Top Talent Chooses to Go Off Line,” the article reported: “Tired of grueling deadlines, frustrated by the bureaucracy that has accompanied Microsoft’s explosive growth, or lured away by the boom in high-tech start-ups, dozens of the company’s most capable leaders, all around 40, have opted out—at least temporarily . . .”i (See Exhibit 1 for the article’s list of senior level departures.) Steve Ballmer, the company’s recently appointed president and COO, was quoted as saying that some of the departures were voluntary and some were not, opening opportunities for fresher, smarter replacements. “We have a bench that is very deep,” he said. “We have people who are fired up—driven—to lead the next generation.”ii Yet despite the positive outlook, Ballmer clearly recognized that Microsoft had to change or adapt some of the human resource practices that had allowed it to assemble and retain what CEO Bill Gates proudly called “the best team of software professionals the world has ever seen.” Just six weeks before the WSJ article was published, Ballmer had announced a package of changes that sweetened salaries, allowed more frequent promotions, and softened some of the pressures that had long been part of the ”hard-core” Microsoft culture. Still, there were some who wondered if the rumblings...
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...WHAT IS COMPETENCY? Competencies refer to skills or knowledge that lead to superior performance. These are formed through an individual/organization’s knowledge, skills and abilities and provide a framework for distinguishing between poor performances through to exceptional performance. Competencies can apply at organizational, individual, team, and occupational and functional levels. Competencies are individual abilities or characteristics that are key to effectiveness in work. Competencies are the characteristics of a manager that lead to the demonstration of skills and abilities, which result in effective performance within an organizational area. Once the job requirements have been clarified (and competencies provide a framework for doing this), then competency interviewing helps interviewers look for evidence of those requirements in each candidate. For people already in jobs, competencies provide a way to help identify opportunities for growth within their jobs. Competencies are not "fixed"–they can usually be developed with effort and support (though some are harder to develop than others). Employees and their managers together can identify which competencies would be most helpful to work on to improve the employee’s effectiveness. They can then integrate that into a learning plan that may include on-the-job experience, classroom training, or other developmental activities. Competencies are not a tool to be used for evaluating people for layoffs. Competencies are only...
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...WHAT IS COMPETENCY? Competencies refer to skills or knowledge that lead to superior performance. These are formed through an individual/organization’s knowledge, skills and abilities and provide a framework for distinguishing between poor performances through to exceptional performance. Competencies can apply at organizational, individual, team, and occupational and functional levels. Competencies are individual abilities or characteristics that are key to effectiveness in work. Competencies are the characteristics of a manager that lead to the demonstration of skills and abilities, which result in effective performance within an organizational area. Once the job requirements have been clarified (and competencies provide a framework for doing this), then competency interviewing helps interviewers look for evidence of those requirements in each candidate. For people already in jobs, competencies provide a way to help identify opportunities for growth within their jobs. Competencies are not "fixed"–they can usually be developed with effort and support (though some are harder to develop than others). Employees and their managers together can identify which competencies would be most helpful to work on to improve the employee’s effectiveness. They can then integrate that into a learning plan that may include on-the-job experience, classroom training, or other developmental activities. Competencies are not a tool to be used for evaluating people for layoffs. Competencies are only...
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...EXECUTIVE SUMMARY SetPoint Training Instituteis in the process of being formed as a joint business among Mr Oyedele Olawale, Mr Okara, Mr Segun, Mr Monday …… This business plan is written has a guide for starting and managing this new business and will also serve as the basis for it operations and marketing plan. Computer training services, as shown in our plan, have an excellent profitability level and growth rate. Our competitive edge along with new training techniques puts SPTI at the forefront of training services. We are living in an age where computer knowledge is a must and the market for computer training services is booming. Our training center will differ from the traditional computer training services (usually offered by colleges and universities) because of our added personal touch. Objectives The SetPoint Training Institute(SPTI) knows firsthand that computer training has to meet all of its customers' needs in order to have a tangible lasting impact. When you measure across multiple customer segments—each of which has its own priorities—you see how much more training must do to consistently and simultaneously satisfy participants, managers, and executives. Training then can move to close those gaps and deliver more real value. Closing those gaps between employer skill needs and employee skills development is the main objective of SPTI. SPTI's other objectives are: * To meet the computer training needs of computer users and area businesses by the way of Skill...
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...the decision or recommendation for action, with the appropriate supporting arguments if any. Statement of the Problem(s): Thousands of people were laid off at Apple, Inc. It does not look like Apple, Inc. spent much time working on its management and marketing strategies from the beginning. It was not until better marketers such as Jobs and Sculley came into the picture, before the company started to expand to better markets with acquisitions and joint ventures. The problem was not changing their strategy sooner. The jobs are what contribute to a company’s effectiveness (Mello, 2011, p. 115) and if they kept their employees it might have contributed to earlier success. It is human capital that helps companies to strive. For Apple, Inc. to lay off employees to help their financial statement for stakeholders may have been part of the cause of the problem (Yoffie & Slind, 2008). Their mission statement should have answered the question about what is strategic management, and why is it critical to the success of an organization in meeting its goals and mission statement? Summary of the Facts: According to research done by Yoffie and Slind, (2008) Apple, Inc. started out with a great product line to reach the computer market. Then they...
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