Improve performance. Manage organisational transformation. Accelerate employee development. These are the key objectives that determine an organisation's ability to stay competitive in the constantly changing business environment.

Organisations that identify competencies critical to their business and skill their people accordingly gain a competitive advantage. These competencies include skills such as setting goals that fits the business strategies. Management is increasingly supporting the use of competency management for acquisition, deployment and developments of human capital for greater returns on investment. Therefore it is imminent to ensure that managers have the capability to deliver key functions on their role.

• Competency Models - Demystifying the Myths - Competency framework is the fundamental underpinnings of human resource strategies. Whether you build a competency framework from scratch or build on the existing framework, the ultimate goal is to fill in the competency gaps and improve performance to increase the bottom line. Learn how to create a conceptual framework for understanding sources of developmental needs, and suggest developmental priorities.
• Implementing competencies: How to avoid common pitfalls - The study shows a steady increase in the number of organisation using competency management. Organisations are using competencies to strengthen their workforce capability. While we hear a lot of success stories, we also hear organisations that have fallen due to confusion and complexity. This workshop will help you build solid ground to implement competency management in your organisation.
• Competency assessment: Critical success factors - In many organisations, an employee's compensation and promotional opportunities are often based on self/superior assessment of the employee performance and competency. When this is the case, it is critical that the assessments are reliable and valid. Otherwise the employee who deserves the opportunity may be demoralised and the employee who does not deserve it may be rewarded unnecessarily. This can lead to increase turnover or decreased staff morale.
• Linking Competencies to Performance - What gets measured and rewarded gets done. When your people and human resources function are not aligned with your business strategy and key operational activities, the result is often felt through sub-optimal departmental performance, inefficient and ineffective HR processes, and the widespread perception of HR as simply another cost centre. Our ultimate goal is to help you drive human resources into the core of your organisation so that people investments are valued, managed and measured as mission critical.
• Gain insights from the Best practices from the field:

1.Pusat Perubatan Universiti Malaya (PPUM)
PPUM started 36 years ago to facilitate and provide a practice base for the Faculty of Medicine, University of Malaya. Today, PPUM has expanded to 23 sub-disciplines of medicine with more than half a million out- patients a year. PPUM aims to excel in teaching, research and providing of international health care services. Therefore, the management practice must at least conform to International Standards requirements of MS ISO 9001:2000 which states explicitly the need for an organisation to have documented evidence of competent staff.
2. Scomi Bhd
Scomi Group Bhd, a global service provider mainly in the oil and gas industry, is a company listed on the Main Board of Bursa Malaysia. Achieving turnover of RM1.58 billion or USD447 million in 2006; Scomi employs over 4,800 employees at 65 locations in 36 countries.

A. Subramanian is Director & Vice President of SMR HRS; a global leader for HR related services, and a subsidiary of SMR Group. SMR Group is one of Asia's largest integrated Human Resource Development firms operating in the HR consulting, software, outsourcing, training, events and products.

Subra is passionate about Competency, Learning, Performance and the use of Technology to facilitate people development. His key areas of focus include providing consulting and outsourcing on HR Practices; identifying opportunities to expand core consulting and outsourcing expertise; helping to create competency models and implement throughout the organisation; and driving best practices and efficiencies across these businesses. In addition to managing the operations of the business, he plays a key role in the continued transformation of HRDpowerT software to a client-focused business solutions provider. His creative approaches to competency and performance management models have been implemented by many organisations while his dedication, hard work, and goal orientation enables him to appeal to the hearts and minds of his clients.

Subra has worked in five different countries including UAE, Indonesia, India, Brunei and Singapore. He has held a variety of positions in the areas of finance, human resources, marketing, and education.

Subra completed a degree in Social Sciences from Universiti Sains Malaysia and has received his Certificate in Training & Development. A qualified auditor of the IRCA and having received a Certificate in Total Quality Management and Strategic Planning, he has also been accredited as a Competency Professional (ACP) and a Training Professional (ATP) by Dr. R. Palan. Apart from that, Subra is a member of the Institute of Personnel & Development, United Kingdom.