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A Competency-Based Pilot Program in Human Resource Management
Lynda FullerDon Durandetta
Wilmington University
Topics
Why competency based learning?
Why the Human Resource Management Program?
Steps in the process
Administrative Issues
Challenges
BackgroundPrivate, non-profit university
18,000 students; six academic colleges
Mission: provide opportunities to underserved
Business model
College of Business—ca. 5,000 students
Traditional credit-hour system120-credit programs
About 40 courses (3-credits)
BackgroundActive online programs
Experiential learning initiative
Internships
Cooperative education Develop “tracks” in selected programs
Select courses to be offered in co-op modality
College of Online and Experiential Learning
BackgroundCouncil for Adult and Experiential
Learning (CAEL)
Interest in Competency Based Learning
Southern New Hampshire University
Western Governors University
DePaul University New School for Learning
BackgroundStarted to look at two programs
College of Technology—Information Systems
College of Business—Human Resource Management
Developed some assumptions and guidelines
Communication with faculty senate
BackgroundAssumptions and guidelines
Track within a program
Equivalent to current “120-credit” programs
Compatible with student needs
Financial aid and tuition reimbursement
Recognizable transcript formats
Fit adult learner model
Compatible with university systems
What is a Competency?Learning outcomes
Knowledge, skills and abilities (Ewell, 2001)
CompetencyHigher categorical level than learning
outcomes
Combination of knowledge, skills, and abilities
Application of knowledge, skills and abilities in a variety of ways…situations
Clearly defined and objectively measured
Mastering a CompetencyPrior learning
Formal or informalCLEP / DANTESCertificationsSelf-study
Experiential Learning Career/professional experiencesMilitary serviceCo-ops, internships
Traditional courses
Measuring Competencies Verifiable rigorous assessments
Multiple assessments per competency
Knowledge, facts, theory
Skills and abilities
Portfolio of approach to mastery of competencies
Comprehensive program examination
General Concept
CurrentProgram Courses
(goals and learning
objectives)
DefineProgram
Competenciesand
Assessments
Program CourseCredits
To Generate
A“Typical”Program
Transcript
Dissect Reassemble
Middle States PilotDetailed instructions
Key inputs requested
Description, population served, need
Administration, resources
Student assistance to master competencies
Quality assurance
Equivalency to current credit hour programs
Why Human Resource Management?Society of Human Resource Management
Competency based guidelines
Nine broad areas of competencies
Well defined and structured
Current program aligned with SHRM
Current HRM Program OutlineProgram is 120 credit hours
General education 39 credits
General business core 33 “
HRM program core 33 “
Business electives 9 “
Free electives 6 “
HRM Core CompetenciesStarted with SHRM nine competencies
Identified key learning outcomes in each
Compared to current program goals
Added competencies or reduced redundancies
Defined 28 HRM program competencies
Assessments
Mapped these back to current courses
Business Core CompetenciesBusiness core contains fundamental courses
Eleven course (33 credits)Major disciplines represented
CompetenciesReevaluated what was “needed to know”Reduced redundancies and streamlinedAbout four per course
AssessmentsMap to courses
General Education CompetenciesGraduation competencies
Start with University values Relate values to University graduation
competenciesAlign with more specific performance
competenciesDevelop learning activities/objectivesDevelop appropriate assessments
Competencies align with any programSame general education requirements for most
degreesSome programs has special needs (i.e. math)
Population served & NeedsPopulation of adult learners
Experience in business organizationsExperience in HR fieldHave prior learning
Population needsSmooth path to degreeEfficient use of timeCredit recognition of organizational
experiencesCredit for prior learning
Administration and ResourcesStudent program advising
Evaluate incoming student inventory of knowledge, skills and abilities
Map efficient path to degree
Competencies to challenge upon entry
Plan to master other competencies
Maintain map of competencies mastered
Competency Map
Project Manageme
nt
Principals of Mgt.
Salary & Benefits
HR Law
Supervisory Mgt.
Strategic HR
CostAccounting
Organizational
Development
International HR
Organizational Behavior
Finance
Marketing
Competency Planning Map
Certification
Co-opSelf-study
Learning unit
PLA Course Course CLEP
Learning unit
Prof exp Co-op Self-study
Role of FacultyAdvisor
Works closely with the advising supportAcademic support for competency maps
Academic facilitatorHelps develop competency assessmentsGrades competency assessmentsHelps guide students toward competency
mastery Suggests/provides resources Develops supplementary learning units Instruction as needed
Quality assuranceOutcomes assessment process
Develop OA process for competency program Keep as close to current OA process as possible Use similar types of assessments
Comprehensive program-level assessment Current programCompetency based program
Develop portfolio of mastery of competencies
Challenges along the wayA lot of work!
Aligning views of how the process should work
Defining /determining competencies
Comparability to current programs
Efficiency of the support and instruction processes
Will a CBE program actually benefit students?
Still to Do
Refine competency definitions
Develop rigorous assessments
Complete map to traditional transcripts
Test the administrative & support functions
Improve all of our programs!
Questions?