1. 5 learnings from the course till date.

My five key takeaways from this course till now are as follows:
- This course has helped me comprehend People Management, where HR professionals attract
and recruit the right people into the organization. Encompass job competency analysis and also
introduce an understanding of performance management. These form the basics in an
organization in attracting people identifying and retaining talents.
- Next, I learned about Strategic Human Resource Management, a holistic approach to
assembling the best team for business growth and success. It involves hiring, developing,
rewarding, and retaining employees.
- I got a clear understanding of training and development - In today’s organization, we can see
that there is increasingly more overlap in skills sets required for an ordinary person to add value
to the more prominent company’s strategy. So by knowing how to identify the organization’s
training needs and develop a training strategy or program, an HR professional will then be able
to grow its human capital capabilities so that its people continue to grow the company.
- I have also learned about Job Analysis, which involves gathering and analyzing information
about a job. I also learned about Job Description and Job Specification, which includes an
assessment of the nature of the job and the knowledge, skills, and attitude of the jobholder. In
other words, a Job Description provides details regarding the content of the job in a written
format, and a job specification is a written record of the qualities and qualifications which a
Jobholder should have for handling a job.
- The recruiting and selection process offered me a clear picture of a corporation that detects a
job opening, assesses the duties necessary for the job, recruits individuals to apply for the job,
and then searches through the application pool for the most qualified candidate.

2. Which of the commentary of “The very model of modern manager”do you

agree with and why as to whether the company should go forward with
competency mapping or not?
In the case study of "The very model of modern manager," I agree with Reuben Mark's
Commentary. He raised a good point about culture lacking Barker foods, employee relation with
each other, and customers were not good. And the leader of the company failed to manage these
with respect. The characters in the case study seem to overlook the importance of culture and
values.
Because of Colin's inattention, there is no respectful culture that the founder of Barker Foods has
built over time. If the CEO wishes to foster a culture of continuous improvement, he must
prioritize it over competencies. People act and interact and surround themselves with people who
share their views on the importance of organizational culture. He might be able to collaborate
with Anne on this front.
A good point that I feel to consider from the case study is how successful leaders flourish at
every level in an organization. In my opinion, it's all about managing the company's culture,
understanding each other's behavior, help managers and supervisors to coach people and grow
their careers.
Rueben Mark says, "Any leadership development tool or technique—the model will never take
hold on a cracked cultural foundation." CEO Collin Anthony and Anne Baxter suddenly try to
impose the competency model without concerning about the organization's culture, beliefs, and
values. Other HR executives, predictably, jump on the competency bandwagon. In their own
right, these HR executives are very successful. They do, however, follow the widely held HR
paradigm that the emphasis should be on competencies. Different HR professionals define
competencies in different ways. Skills, behaviors, metrics, principles, dimensions, proficiencies,
themes, leadership fundamentals, personal attributes, abilities, additional attributes, and a
"disciplined approach" to creating leaders are the terms I read.
The concept of leadership emphasizes performance and results as the primary drivers of
leadership development—placing people in positions for achieving results. They may or may not
have the necessary skills, but it makes no difference if they provide accurate results (display and
model the company's ideals). Don't try to impose competencies on leaders and expect them to
help the organization achieve its goals. That is not how it works. I believe that HR professionals
should start de-emphasizing the importance of competencies and instead focus on ensuring that
the firm, the organization, and the leaders can produce results.
Hence company should impose culture, values, and set of skills instead of competency mapping.