Get 16 ready-to-apply competence and skill sets for the most popular positions. We provide detailed comptence descriptions and instructions on best training for each employee, as well as a free competence mapping tool.

1. What Your Employees
Should Know
(and What if They Don’t)
A Guide to Skills and
Competences
for the Entire Team
Online courses for employees with
practical cases of leading US companies

2. CONTENTS
Part 1.
C-Level Management
1. Chief Executive Officer (CEO)
2. Chief Financial Officer (CFO)
3. Chief Technology Officer (CTO)
4. Chief Human Resources Officer (CHRO)
5. Chief Learning Officer (CLO)
6. Chief Sales Officer (CSO)
Part 2.
Medium and First Level Management
7. Sales Representative
8. Financial Manager
9. HR Manager
10. Project Manager
11. Marketing Manager
12. Procurement Manager
13. T&D Manager
14. System Administrator
15. Administrative Manager
16. Business Analyst

3. WHY DO WE CARE ABOUT EMPLOYEE
COMPETENCES?
Each position in the company requires a specific set of
knowledge, abilities, and skills that enable a person to act
effectively in a job. In other words, it is what you are looking
at when hiring, promoting and assessing employees.
Because each level of responsibility has its own
requirements, competence can occur in any period of a
person's life or at any stage of his or her career.
Each position requires a set of
abilities, commitments, skills, and
knowledge that enable a person to
act effectively in his or her job.
There is no quick-fix to identifying employee must-have
competences in your organization. Just as with everything
else in business, if you want it done right, then you need to
invest time and effort.
We created this Guide to assist you on this tricky way, and
help you develop the team where everybody perfectly fits
his role and contributes to the company’s growth.
In this white paper, we are digging deep to determine
what your employees need to possess to make your
company prosperous. Also, you will get instructions on
best training for each employee. For those who read till
the end we’ve prepared a free competence mapping tool.
Enjoy!

4. Part 1
C-Level Management

5. CHIEF EXECUTIVE OFFICER (CEO)
CEO is one of the most desired and least understood jobs in a
company. Everyone believes that CEOs can do whatever they
want, are all powerful, and are magically competent. Evidently,
nothing could be further from the truth. By its very nature, the
job description of a CEO means meeting the needs of
employees, customers, investors, communities, and the law.
Vision
Creates and communicates a compelling
and inspired sense of core purpose. This
is based on the vision of the future, not
the reality of today.
Strategic Orientation
Able to think long-term and beyond his
own area. It involves three key
dimensions: business awareness, critical
analysis and integration of information,
and the ability to develop an action-
oriented plan.
Change Leadership
Transforms and aligns an organization
through its people to drive for
improvement in new and challenging
directions. It is energizing a whole
organization to want to change in the
same direction.
5

6. CHIEF EXECUTIVE OFFICER (CEO)
Financial Acumen
Understands the key leverage points in the
Income Statement and the Balance Sheet
as well as the critical aspects of ensuring
short-term cash flow and long-term
profitability.
Customer Focus
Has a clear understanding of customers
needs, preferences, interests, timelines
and decision-making criteria.
6
Collaboration and Influence
— Works effectively with, and influences
people, both inside and outside the
company for positive impact on business
performance.
— Articulates the company’s values and
vision.
Team Leadership
— Manages the business so that
departments and individuals work together
to fulfill the vision.
— Puts the right team together, motivates
them and provides development
opportunities.
— Empowers and strengthens the team,
delegating authority
Business Acumen
— Knows about trends, practices, and
policies affecting the industry and
business.
— Has a firm understanding of competitors
and a good grasp of effective strategies
and tactics that work in the marketplace.
— Learns continuously. Can analyze both
successes and failures and learn from the
experience.

7. CEOs NEED
TRAINING TOO
CEOs (especially those who are new at their position) must
routinely make decisions concerning matters they’ve never
before tackled.
When have they ever had to make a takeover or defend
against one? Resolve a crisis as the public face of the
company? Deal with a board of powerful directors with
different opinions? All these demands require new talents
from the companies’ leaders.
43% of CEOs say that “conflict
management skills” are their
highest priority. Top bosses often
get tapped for difficult decisions
above all other problems.*
43%
* www.forbes.com/sites/susanadams/2013/08/05/ceos-just-want-to-get-coached
Recommended Courses

8. CHIEF FINANCIAL OFFICER (CFO)
CFO is the corporate official in charge of a company’s
finances. The CFO is sometimes also the company treasurer
and is seen as the second most important person in the
organization (since managing the quarterly results often
depends on an understanding of how to keep the books).
The qualifications of CFOs are critical to the company’s
credibility.
Increased Expectations
Experts say, the role of the CFO generally has broadened
over the past decade.
To fulfill the increasing expectations, the contemporary CFO
has to be seen as a key organizational leader and
communicator requiring a combination of professional and
ethical foundation, as well as commercial acumen.
8
Given their professional education and training, and with
relevant career experience and aptitude, professional
accountants in CFO and related finance leadership roles
should be well placed to meet expectations.

9. CHIEF FINANCIAL OFFICER (CFO)
Resource Allocation
— Manages the general allocation of
resources to business unit or to a project.
— Estimates value creation or value
destruction of allocating a valuable
resource to the business units.
Finance Expertise
— The expert level in finance function —
controlling, treasury, audit, financial
planning and analysis, financial regulation,
international accounting, capital structure.
— Strong finance expertise is critical to
effective compliance and standardization
of processes.
9
Investor communication
— Demonstrates effective communication
skill in order to build credibility – that
information delivered are reliable – among
institutional investors who use information
for company’s stock valuation or stock
trading strategy formulation.
Strategic Risk Management
— Has a strategic view of risk and
consideration of how external and internal
events or scenario will affect the ability of
the organization to achieve its objectives.
Strategic Thinking
— Helps CEO manage the business and
offer leadership
— Has to know what is to be in the future
and how will the company get there — by
accommodating divergent interests and
values.
— Demonstrates objectivity and
independence of decisions.
Investment
— Ensures cash flow for internal financing
of operational costs, working capital
investment, and fixed asset investment.
— Produces information about the
strategic assets required to be invested in
the future to exploit growth prospect.

10. LEARNING FOR CFOs
A professional accountant education brings the underlying
common ethics and mindset of a professional accountant,
while the organizational knowledge, business acumen and
appreciation of the perspective of other disciplines should
be achieved through personal experience and development.
29%
27%
27%
* EY survey of 669 CFOs / http://www.ey.com/Publication/vwLUAssets/The-DNA-
of-the-CFO-2010/$FILE/The-DNA-of-the-CFO-2010.pdf
Recommended Courses
Degree in Finance
Professional
Accountancy
Qualification
MBA*
The most common level of education for a CFO:

11. CHIEF TECHNOLOGY OFFICER (CTO)
CTO is likely to be seen as the second or third most important
person in any technology company. A CTO is responsible for
research and development and possibly for new product plans.
The only true way to measure the success of a CTO is to look
at the success of the enterprise. A CTO must understand how
IT drives the company and understand the context of the
technology in terms of other technical areas, the customer’s
needs, the business impact, and the corporate strategy.
Policy
Policy is an important area for government
CTOs. All of the work needs to be done
within the framework of existing policies
and the final product needs to support the
policies of the organization.
Emerging Technologies
Understands the emerging technologies
that are coming on the scene and must
be able to determine which ones could
positively impact their organization.
Cyber Security
The issue of security is huge these days
and anything that is implemented in the
organization must be secure.
11

12. CHIEF TECHNOLOGY OFFICER (CTO)
Evolving Infrastructure
— Is constantly in the process of company’
s IT infrastructure evolving.
— Enables company to move from its ‘as-is’
IT architecture to its ‘to be’ architecture”.
Capital Planning and Investment
— Understands how the IT portfolio is
managed in the organization.
— Makes decisions on investing in
emerging technologies or acquiring them.
12
Leveraging Technology
— Knows how to make the most of the new
technologies within the resource
constraints that we are all living within
these days.
— Understands how to use the
technologies in order to save money by
increasing efficiency.
Team Leadership
— Has leadership skills to communicate
and smoothly and successfully integrate
the new technologies into the processes
and policies of the organization.
— Possesses credibility as a technology
leader in the eyes of the other corporate
leaders, the employees and other
interested parties.
Future Technologies Forecasting
and Assessment
— Forecasts on IT trends and enables
other executives to rapidly adjust the
strategy and tactics of the company
development according to the new
promising technologies.
Project Management
— Knows what time, human and financial
resources are required to implement new
technologies or projects.
— Uses strong PM capabilities to ensure
that the project will be successful.

13. Of course, the tools that the CTO uses to drive the
business success are technical ones. These include
technical expertise, technology leadership, and use of
information technology for strategic gain.
The challenge is not just to understand these issues, but to
be able to communicate them in terms that apply to the
interested parties. The most important issue to a
development engineer may be quite different from the
most important issue to a customer, but each should
understand the impact of their issues in the larger context.
* CIOs Vs CTOs / http://www.slideshare.net/payam.ansari/cios-vs-ctos
Recommended CoursesLEARNING FOR CTOs
Technology
Leadership
CTO

14. CHIEF HUMAN RESOURCES
OFFICER (CHRO)
Chief HR Officer is responsible for providing leadership in
developing and executing human resources strategy in support
of the overall business plan and strategic direction of the
organization. The CHRO provides strategic leadership by
articulating Human Resource needs and plans to the executive
management team, shareholders and to the board of directors.
Emotional Intelligence
First and foremost, you need to have outstanding interpersonal
and communication skills. However, that is not all. You also
must be a great listener, trustworthy and authentic in your
interactions with others.
Effective Leadership
Understands the emerging technologies that are coming on the
scene and must be able to determine which ones could
positively impact their organization.
14

15. CHIEF HUMAN RESOURCES OFFICER (CHRO)
External Stakeholder Alignment
— Customers, end-consumers, potential
employees, best practice companies, and
academia — all of which can be valuable
resources for helping maintain a world
class talent operation and an attractive
employment brand.
Driver of Change
— CHRO should be sought after to drive
change across an organization.
Encountering resistance, CHRO knows how
to regroup and try to persuade others in a
convincing manner why the change is
critical for the organization.
15
HR Basics
— These include the fundamentals of HR:
payroll, employment contracts, pension
plans, contracts with unions, and the other
familiar transactional aspects of the role:
skills that are usually acquired by
experience in the function.
HR Practices
— These include structures and processes
that require significant experience:
recruiting, conducting interviews,
assessing performance and potential of
employees, developing talent, and ensuring
employee retention and engagement.
Strategic Alignment
— The CHRO should be able to develop
and execute an HR strategy in sync with
the company’s business strategy, focusing
on mid- to long-term business objectives
and their implications for the company’s
talent needs.
Business Focus
— CHRO thinks business first and human
resources second. Understands the
business, its trends and how he or she can
utilize all of the necessary tools and levers
to ensure the company is meeting or
exceeding its expectations.

16. Many of these roles have been filled with leaders from
outside of HR – executives from marketing, finance,
operations, or lines of business*.
It isn’t that surprising as the need for CHROs with strong
business and financial acumen is more pressing than ever.
To be competitive on the HR executives’ market, CHROs need
to develop their skills beyond talent management and
recruitment, to understand where the business is going and
how the business makes money.
36%
* The Changing Role of the CHRO, Bersin by Deloitte
/ http://www.bersin.com/blog/post/The-Changing-Role-of-the-CHRO.aspx
Recommended CoursesLEARNING FOR CHROs
turnover among CHROs in F100
companies over the past 2 years

17. CHIEF LEARNING OFFICER (CLO)
A CLO's responsibilities may include onboarding, training
courses and materials, employee development initiatives,
executive coaching, knowledge management and succession
planning. CLOs may also supervise the selection and
implementation of learning technology, such as learning
management systems (LMS).
17
Learning Methods and Concepts
— Is familiar with key concepts of instructional design,
methods, tools and techniques for evaluating the effectiveness
of learning on both the individual and the organization. These
include a general knowledge about levels of evaluation, ROI,
scorecards and dashboards.
— Understands the qualities of multimedia, simulations, role
play, case studies, virtual classrooms, traditional classrooms
and blended instruction, as well as understands what each one
does best. This all should be coupled with an understanding of
learner, content and management competency systems.

18. CHIEF LEARNING OFFICER (CLO)
Leadership Skills
— Develops and communicates a strategic vision, motivates
people to achieve results and aligns them around a clearly
articulated strategy.
— A learning executive must be skillful problem solver and
coach, able to impact decisions within and outside of the
organization.
18
Strategic Management
— The actual implementation of specific general
management activities and their strategic application.
— CLOs can help their organization by identifying and
teaching the kinds of leadership behavior best suited to their
business strategy.
General Management
— Knowledge of and experience with day-to-day general
management activities such as business-case development,
operational planning, financial planning, budget
management, personnel management and ROI calculation,
etc.
Knowledge Management
— Is familiar with tools for evaluating, capturing, organizing
and disseminating critical organizational knowledge.
— Develops a top-down strategic understanding of the
relationship between organizational competency gaps and
individual competency gaps.

19. The training for today's CLOs has to enable them to deal with
many critical issues:
— developing career models and programs
— identifying cultural gaps in the workforce and filling them
— modernizing the L&D infrastructure to build platforms and
architectures for informal learning
— attracting, developing, and managing the critical workforce.
Recommended CoursesLEARNING FOR CLOs
« Today's CLO must be a true "chief
talent officer" — well aware of the
global talent, skills, and employee
engagement issues which drive
competitiveness and performance.*
* Today's Chief Learning Officer: Tamar Elkeles - A CLO of the Decade, Bersin by Deloitte /
http://www.bersin.com/blog/post/2010/11/Todays-Chief-Learning-Officer--Tamar-
Elkeles---A-CLO-of-the-Decade.aspx

20. CHIEF SALES OFFICER (CSO)
A CSO is one of the top managers in the organization, it is a person
responsible for the field of marketing and sales.
CSO’s task is the responsibility for marketing, customer relationship
management, sales of products or services, for employees’
development and for aligning the objectives of the organization with
customers’ needs. CSO’s main responsibility is sales of goods and
services, planning of sales of goods and services.
20
Vision
— Interprets and communicates global sales strategies so that
they are easily understood by single business units.
— Involves the team in sales strategy development so that they
own rather than simply understand the vision.
Concise, Inspiring Communication
— Performs coaching style of management.
— Concise and persuasive presentation skills.

21. CHIEF SALES OFFICER (CSO)
Committed People Developer
— Believes in “results through people” –
sees sales learning as an intrinsic part of
the sales culture.
— Encourages and supports learner driven
development.
— Prioritises and sustains an intensive
coaching schedule
Teambuilder
— Fosters a cooperative team style:
creates common team purpose, vision,
goals and activities.
— Facilitates meetings: develops agendas,
listens and describes issues and concerns;
helps the team to consensus.
21
Sales Planner
— Transforms vision into action.
— Sets team objectives and maintains
consistent team focus on core priorities
Organizer
— Exercises strong influence in the
recruitment and selection process to
ensure the right individuals for the role and
the team.
Flexible Sales Person
— Possesses persuasive selling skills.
— Win-Win Negotiator – is able to “think
on their feet”, recognize and calculate the
cost/ benefit of various options during the
negotiations.
— Effective user of internal and external IT
systems.
Performance Manager
— Sustains focus and clarity by prioritising
performance measures; uses “less is
more” measurement approach.

22. Chuck Reaves, a sales leadership expert, advices:
Take the same sales training and refresher courses
as your salespeople do. Stay on top of your game as
a sales officer by keeping your sales skills sharp.
You will understand the principles and techniques
your salespeople are using and you will be
supporting the concept of continuous sales
improvement.
Recommended CoursesLEARNING FOR CSOs
«
* What Is a Chief Sales Officer? / http://www.salessuites.
com/White_Papers/CSO_White_Papers/CSO.pdf

23. Part 2
Medium and First Level
Management

24. SALES REPRESENTATIVE
24
Account Management
— Develops account plan: makes sales opportunity analysis,
develops sales strategy and tactics
— Connects and navigates through making key contacts, managing
CRM database, presenting and following up.
Sales through Communication
— Listens effectively , defines customer type ƒand askes
right (open/close-ended, mirror, probing, etc.) questions,
provides continuous feedback.
— Delivers effective sales presentations, writes sales letters
and business proposals.ƒ
— Adds value to the proposal providing customer with
consulting, education and training.
— Conducts telephone sales and cold calls, can break
through the secretary and reach the DM.
— Feels comfortable talking about money
— Negotiates for agreement: balances emotions with
reason, strive for a “Win-Win" outcome, focuses on closing
the deal; recovers quickly from rejection.

25. SALES REPRESENTATIVE
Sales Planning
— Can read financial and business plans –
understands current situation, corporate
strategies and objectives.
— Constantly researches the competition,
identifies best practices.
Time & Territory Management
— Uses scheduling technology (e.g. MS
Outlook), prioritizes activities according to
importance and urgency.
— Knows his/her peak performance times
(as well as the client’s peak times) and
schedules work accordingly.
25
Business Acumen
— Understands general business
management (financial, marketing, HR, IT,
etc.)
— Follows ethical codes of conduct and
maintains confidentiality.
— Understands and negotiates contracts,
knows the applicable legislation.
Product Knowledge
— Knows the essential selling features of
product /services and translates all
essential features into customer benefits.
— Knows the competitors' products and
services (obtains brochures, etc.).
Sales & Technology
— Knows how to effectively use office
software (word, spreadsheets, web
browsers, databases, CRM, presentation
software, etc.) and hardware.
— Leverages the Internet as a valuable
resource – can make client/ industry/
competitor research.

26. Recommended Courses
LEARNING FOR
SALES REPS
The first 90 days of a sales rep’s tenure is the
highest-risk period. One almost cost-free way to
help them through this phase is to assign them
online courses with detailed instructions,
templates and scripts.
Don’t be afraid to use some ready-made courses
as the basics of sales are quite similar (even if you
believe your sales process is unique).
20% of Sales Representatives in the US
are actively disengaged.
The Truth About Turnover / Gallup / http://www.gallup.com/businessjournal/316/truth-about-
turnover.aspx

27. FINANCIAL MANAGER
(ACCOUNTANT)
27
Professionalism and Ethics
— Applies knowledge, sensitivity and judgement acts in
accordance with fundamental principles of ethical behavior.
— Ensures the implementation of appropriate corporate ethical
frameworks and laws and regulation relating to business.
Governance, Risk and Control
— Ensures effective and appropriate governance.
— Evaluates, monitors and implements appropriate risk
identification procedures by developing effective internal audit
and control systems.
Stakeholder Relationship Management
— Manages stakeholder expectations and needs by aligning the
organization to their requirements, engaging stakeholders
effectively and communicating relevant information.

28. FINANCIAL MANAGER (ACCOUNTANT)
Financial management
— Implements effective investment and
financing decisions in areas such as
investment appraisal, business re-
organizations, tax and risk management,
treasury and working capital management.
Audit and assurance
— Provides high quality audits by
evaluating information systems and
internal controls, gathering evidence and
performing procedures.
28
Strategy and innovation
— Assesses and evaluates strategic
position and identifies imaginative options
to improve performance and position.
— Implements innovative and cost
effective solutions leading to effective
change management and business
process improvement.
Corporate reporting
— Prepares high-quality reports to support
stakeholder understanding and decision
making.
Sustainable management
accounting
— Assesses, evaluates and implements
management accounting and performance
management systems for planning,
measuring, controlling and monitoring
business performance.
Taxation
— Complies with tax regulation and
systems, communicating with relevant
authorities to establish and ethically
manage tax liabilities using appropriate tax
computation and planning techniques.

29. Recommended Courses
LEARNING FOR
ACCOUNTANTS
5 Tips to Enhance Accounting Training
1. Brush Up on Computer Skills
Accountants use computer software to do everything
from processing records to analyzing budgets.
2. Get Practical Experience as Well as Theory
Take online business simulations to apply your
knowledge in practice without the fear of failure.
3. Stand Out by Focusing in One Area
Accounting is divided into several major areas.
Choose one area to become the best in.
4. Step Outside the Field of Accounting
It is incredibly useful to take courses to improve
general business knowledge or soft skills.
5. Learn a Second/Third Language
In this increasingly global age, knowing a second
language will open innumerable doors.

30. HR MANAGER
30
Negotiation Skills
— Has communication and relationship skills that help negotiate
win-win situations for the company and the employees they hire.
— Listens to the needs and even unspoken desires of employees
and help the company exceed those requirements without
stretching itself too thin.
— Knows creative ways to accommodate each party’s needs.
Job Knowledge
— Has considerable knowledge of about employment law,
tax laws, payroll, finance, statistics, specific information
systems. Also needs extensive knowledge about equal
employment opportunity regulations and wage/hour
regulations.
— Knows the basics of personnel motivation, retention,
assessment, training, development, etc.
Influence and Change Management
— Must be able to motivate employees and show them how to
excel at their jobs, embrace change and make ethical
decisions.
— Can influence employees to stay on course even during
difficult transitions in a company, such as new management or
major layoffs.

31. HR MANAGER
Knowledge of Business and Organization
— Must have knowledge of the organization and its
strategies to able to contribute strategically.
— Has understanding of the financial, technological, and
other facets of the industry and the organization.
31
Qualified Recruitment
— Manages the process of narrowing down potential
applicants to the prospects that can best fill all open and
future job opportunities.
— Knows different ways to find candidates: from college
campuses, other companies or people who hold certain
interests and skill sets.
Effective Training
— Can create the training programs that help employees
fulfill their daily job functions, advance to other positions
within the company or respond well to company changes
and industry shifts.
— Must have the ability to foresee the training needs of their
company and develop materials that a wide range of
employees will respond well to.
Problem Solving and Conflict Management
— Manages to be aware of violations, harassment or
hardships that employees undergo.
— Finds and eliminates problems that cause unfavorable
working conditions for employees within the company’s
constraints.

32. Recommended Courses
LEARNING FOR
HR MANAGERS
« HR professionals who demonstrate
new methods and techniques that add
efficiency and quality, reduce costs or
otherwise address a business priority
will earn the respect and right to be a
business partner with their peer C-
suite executives.*
*http://career-advice.monster.com/career-development/education-training/hr-certifications-
degrees/article.aspx
Nancy Heet
SPHR, president and CEO of
Workforce Management Strategies LLC

33. PROJECT MANAGER
33
Planning/ Controlling
— Is able to determine appropriate measures for themselves and
for others to achieve the project goals.
— Prioritizes and coordinates these measures.
— Controls processes and activities in a result-oriented manner.
— Ensures project progress.
End-customer orientation
— Possesses experience and keen instinct for the customer’s
respective field of activity or sector of industry and the
hierarchical levels.
— Is able to “sell“ the project results in the organization.
Flexibility and Stress Tolerance
— Is able to work effectively to tight deadlines and stick to
budgets regardless of possible setbacks.
— Is constantly dealing with new people and environments and
must adjust accordingly.

34. PROJECT MANAGER
Ability to delegate
— Is able to make the best use of the project team and to
give the project manager the capacity to focus on the big
picture.
— Avoids being involved in too much communication and
becoming a bottleneck for decision making.
34
Analytical skills
— Is able to focus on the essentials, capable for abstraction,
sound judgment and experience.
— Analyzes project-related processes and explores
opportunities to make improvements.
Leadership and Managing People
— Is able to motivate a team to work together towards a
common goal and to achieve co-operation within the team.
— Provides professional support for each team member.
Risk Management
— Defines risks early in order to talk to other project team
members and determine how to manage these risks.
— Recognizes the project’s risk factors, and identifies the
specific risks that may result from each of these risk
factors.
— Develops a risk-management strategy and
communicates it to the entire team.

35. Recommended Courses
LEARNING FOR
PROJECT MANAGERS
Besides some obligatory project management certificates
and standards, the specialists in the field need to guarantee
a set of “general business” and soft skills: from giving
presentations and running meetings to building
financial models and managing conflicts.
Budget
Risk Management
Critical Path
Poor Presentation
Skills
Inability to Deal
with Conflict
Poor
Communication

36. MARKETING MANAGER
36
Vision
— Able to develop an articulate a clear vision around their
marketing goals and to see opportunity and potential that others
may not see.
— Must be able to articulate that vision to others and generate
enthusiasm and commitment among people who will be part of
the process of ultimately achieving marketing success.
Creativity
— Exhibits creativity which is not limited only to creative
expression through words and images, but also in terms of
identifying and selecting target markets, creating products and
services, pricing offerings appropriately to generate sales and
making sure that the availability and access to those products
and services is assured.
Strategic Thinking
— Is able to see the big picture and implement a plan that will
incorporate a range of tactics and activities designed to impact
a target audience segment toward some desired action.
— Considers all of the different elements of marketing in
combination, rather than focusing on the individual tools –
creating a news release or a website.

37. MARKETING MANAGER
Project Management
— Manages simple or complex, short- or long-term projects
increasingly happening in quick response to social media
opportunities and customer behavior.
37
Results Focus
— Designs every marketing initiative in order to include
specific means of monitoring and measuring outcomes and
results.
— Is aware of emerging marketing analytics tools.
Critical Thinking
— Is able to analyze situations or statements and determine
their validity.
— Critical thinking breeds creative thinking, which in turn
solves problems.
Technical Skills
— Must be tech savvy, as advancing technologies influence
how marketing is accomplished.
— Uses analytics tools for measuring marketing activities
as well as user-friendly apps and relationship-building tools
in order to increase customer engagement.

38. Recommended Courses
LEARNING FOR
MARKETING MANAGERS
The Three T’s of Marketing Manager T&D
Technology. Today’s marketers need to stay on top of
trends and technology; they need to know how social
media, search, video, conversions and analytics work in
the marketing mix.
Time Management. Keeping up with social media and
online customers’ needs require careful time
management and thoughtful schedule.
Training. Marketing managers often face the need to
provide their colleagues with different kind of training:
— how to speak with the press;
— what messages to communicate through the social
media and corporate blog;
— what are the main features of a new product, etc.

39. PROCUREMENT MANAGER
39
Strategic Industry Management
— Establishes long range business plans which can anticipate
the global market. This is particularly important for commodity
procurement.
Financial Acumen
— Is able to apply a broad understanding of financial
management principals and other quantitative information to
ensure decisions are fiscally responsible and based on your
procurement budget.
Negotiation Skills
— Is able to persuade, influence and explore positions and
alternatives to reach outcomes that will gain acceptance of all
parties and will also meet your organisation’s strategic
procurement objectives.

40. PROCUREMENT MANAGER
Analytical Skills
— Can visualise, articulate, and solve both
complex and uncomplicated problems and
concepts and make decisions that make
sense based on all available information.
Particularly important in the selection of
vendors.
Aptitude for Technology
— Can apply and improve extensive or in-
depth specialised knowledge, skills, and
judgment by assessing and translating
information technology into responsive
and effective procurement solutions.
40
Category Management
— Arranges or categorises company’s
spend according to specific goods or
services (direct & indirect); and keeps in
mind quality, service, risk and cost.
Project Management
— Drives the procurement process by
designing, implementing and managing
projects to a successful conclusion.
Establishes accountability, timelines and
goals.
Relationship Management
— Is able to leverage interpersonal skills to
establish rapport and develop
relationships with all key stakeholders:
suppliers, customers & colleagues.
Results Focused
— Has the ability and drive for achieving
and surpassing targets against an internal
or external standards of excellence. Shows
a passion for improving the delivery of
services with a commitment to continuous
improvement.

41. Recommended Courses
LEARNING FOR
PROCUREMENT
MANAGERS
Understanding suppliers’ motivations has never been
more critical. Where both parties want long-term futures in
contracts and partnerships and the products and services
to be negotiated are long and complex, the needs and
challenges faced by the other party merit due
consideration and appreciation.
Around $2 billion could have been
earned collectively by Ford, General
Motors, FCA US and Nissan if their
relationships with their suppliers had
improved to the extent that Honda’s
and Toyota’s did in 2014.*
* Strong relationships with suppliers 'crucial' for success / D.Noble / http://www.
supplymanagement.com/blog/2015/08/strong-relationships-with-suppliers-crucial-for-
success
$2B

42. T&D MANAGER
42
General Job Knowledge
— The duties range from advising C-level executives on
employee development trends to supervising training
specialists and providing them with guidance on how to
build facilitation skills. Makes assessments to determine
employees strengths and weaknesses as well as areas
where training could be most beneficial.
— Understands the qualities of multimedia, simulations, role
play, case studies, virtual classrooms, traditional classrooms
and blended instruction, as well as understands what each one
does best. This all should be coupled with an understanding of
learner, content and management competency systems.
Learning Methods and Concepts
— Is familiar with key concepts of instructional design,
methods, tools and techniques for evaluating the effectiveness
of learning on both the individual and the organization. These
include a general knowledge about levels of evaluation, ROI,
scorecards and dashboards.

43. T&D MANAGER
Leadership Skills
— Usually supervises specialists either new to the field or
focuses on just one or two areas of employee training.
Demonstrates the leadership skills in implementing in-
house training for other supervisors and managers.
43
Human Resources Knowledge
— Must have a basic understanding of human resources
strategy, principles and functions. Knows how training
and development supports the workplace, how training
fits into the performance management system and the
impact training has on performance measurements.
Industry Knowledge
— Industry knowledge consists of understanding adult
learning theory and techniques, employee development
trends, technology-based training methods and best
practices for encouraging employee participation in the
development process.
Functional Expertise
— Is able to to facilitate focus group discussions, conduct
classroom learning sessions, seminars and workshops.
Public speaking capabilities — sometimes referred to as
platform skills — are an essential component of a training
and development manager’s skills. Also T&D manager
must be able to develop these very skills in employees
reporting to them.

44. Recommended Courses
LEARNING FOR
T&D MANAGERS
eLearning has revolutionized the corporate
business training sphere. Corporations now report
that eLearning is the most (or the second most)
valuable training method that they use. Companies
save at least 50% when they replace traditional
instructor-led training with online courses.
Therefore today’s T&D managers need to
constantly brush up on their eLearning skills. They
need to know as much as they can about:
— Gamification
— Story-based scenarios
— Conversational dialogues
— Multimedia tools
— Course authoring programs
— Quizzes and tests

45. SYSTEM ADMINISTRATOR
45
Greater knowledge of the business side of IT
— Is aware of how the latest technology can and will affect
the company’s IT side.
— Knows how people in the company and other businesses
are utilizing networks and applications.
Information Systems Knowledge
— Maintains and applies up-to-date knowledge of discrete and
integrated information systems elements (hardware, software,
and network).
— Must have a strong grasp of computer security. This includes
not merely deploying software patches, but also preventing
break-ins and other security problems with preventive
measures.
Problem Solving
— Anticipates, identifies, and defines problems.
— Seeks root causes.
— Develops and implements practical and timely solutions.
— Is able to solve arising users’ problems, frequently under
various sorts of constraints and stress.

46. SYSTEM ADMINISTRATOR
Collaboration
— Collaborates with other members of formal and
informal groups in the pursuit of common missions,
vision, values, and mutual goals.
— Involves others in making decisions that affect them.
— Draws on the strengths of colleagues and gives credit
to others' contributions and achievements.
46
Communication for Results
— Clearly and effectively transmits technical and
business concepts, ideas, feelings, opinions, and
conclusions orally and in writing.
— Listens attentively and for comprehension.
— Reinforces words through empathetic body language
and tone.
Accountability
— Clearly defines mutual expectations of self and others.
— Takes appropriate actions to ensure obligations are met.
— Revises standards in response to change.
Time Management
— Effectively completes his/her tasks, while being
constantly disturbed with calls of his/her end users.
— Creates a realistic schedule of responsibilities, because
the work of other team members depends on hisher
performance.
— Sets priorities and tracks completed tasks.

47. Recommended CoursesLEARNING FOR
SYSADMINS
Every sysadmin has a great set of skills, but most of
them still have some room for improvement.
Usually, lack of soft skills hold them back from further
professional, career and personal growth:
— Deal making and meeting skills
— Great communication skills
— Ergonomic sensitivity
— Great team player
— Teaching, mentoring, and knowledge sharing

48. ADMINISTRATIVE MANAGER
48
Adaptability
— Demonstrates flexibility in the face of change.
— Projects a positive demeanor regardless of changes in
working conditions.
— Shows the ability to manage multiple conflicting priorities
without loss of composure.
Proactivity
— Demonstrates the ability to foresee problems and prevent
them by taking action.
— Utilizes analytical skills and a broad understanding of the
business to effectively interpret and anticipate needs.
Organization
— Time Management: Determines the appropriate allocation of
time.
— Space Management: Effectively manages the workspace (i.e.
keeps a clean and organized office, appropriately handles all
paperwork, maintains control over the physical environment, etc.).
— Task Management: Balances conflicting priorities in order to
manage workflow, ensure the completion of essential projects,
and meet critical deadlines.

49. ADMINISTRATIVE MANAGER
Team Player
— Works as a competent member of the
team, willingly providing back-up support
for co-workers when appropriate and
actively supporting group goals.
Computer/Technical Skills
— Displays proficiency using standard
office equipment such as a computer, fax,
photocopier, scanner, etc.
— Demonstrates advanced proficiency by
quickly adapting to new technology and
easily acquiring new technical skills.
49
Business Understanding
— Demonstrates an awareness of
fundamental business principles as well
as an understanding of the overall industry
in which the business operates.
Judgment
— Exhibits sound judgment and the ability
to make reasonable decisions in the
absence of direction.
— Swiftly refers problems/issues to the
appropriate person(s) when necessary
— Works effectively without constant and
direct supervision or guidance.
Communication Skills
— Actively listens and asks clarification
questions.
— Speaks with confidence using clear,
concise sentences and is easily
understood.
— Produces well thought-out, professional
correspondence free of grammatical and
spelling errors.
— Communicates effectively over the
phone.
Client Service
— Interacts professionally with clients and
associates at all times.
— Promptly responds to requests with
accuracy and a courteous demeanor.

50. Recommended CoursesLEARNING FOR
ADMINISTRATIVE
MANAGERS
What is the main criteria of effective training for
administrative managers?
Mainly it can be measured as a number of abilities:
— Communicate more effectively and with confidence
when carrying out their work.
— Handle work more effectively and responsibly.
— Deal with others effectively minimising situations
involving conflict and stress.
— Adopt a professional manner when using the telephone.
— Improve computer proficiency to enhance their
productivity.

51. BUSINESS ANALYST
51
Business Process Re-Engineering
— Considered the “big-picture thinking” of business analysis,
business process re-engineering (BPR) is a rapidly growing
part of business analysis. In this phase a business analysts
seeks out and identifies problems and opportunities. BPR
uses a variety of modeling techniques in order to look at the
bigger picture while still thinking tactically.
IT Fluency
— Should have substantial IT knowledge to understand which
resources are appropriate to help define and validate
requirements and specifications within a given project and
product scope.
Eliciting Requirements
— Spends time gathering requirements as it’s the most
effective way to help organizations understand the challenge
at hand before trying to propose the solution. Requirements
can be conditions, functionality, products or services for
internal or external use.
— Creates the Business Requirements Document — an
exhaustive written study of all facets of regulatory, business,
user, functional or non-functional requirements.

52. BUSINESS ANALYST
Testing
— Knows how to create test scripts, test plans and test
scenarios based on the as-is state as well as the to-be
models.
— Can test the functionality of the physical product. This
ensures that the desired state has been reached based
upon user acceptance.
52
Structured Analysis
— Masters the art of modeling. Manages to support and
enhance text-based requirements, helps identify and
validate requirements, organizes information into
coherent ideas.
— Knows the most common types of business analysis
models (business models, process models, data models
and workflow models).
Object-Oriented Analysis
— Is able to create an abstract representation of a system’s
process and data requirements based on decomposing the
system into units. Object-oriented analysis is a helpful tool
to depict the hierarchy of business functions, processes and
sub-processes.
— Has a clear understanding of both the process and data
modeling techniques, including functional decomposition.
End-User Support
— Should be aware that end-user support after the product
is delivered is a vital part of the process. Adjusts the
product to arising needs and proposes solutions.
— Supports the end users with expert consulting and
analytics; complements the training team’s efforts with
knowledge of the business requirements.

53. Recommended Courses
LEARNING FOR
BUSINESS ANALYSTS
of analysts had a master’s
degree in 2010.
Such popularity of MBA among BAs is hardly a
surprise as a Business Analyst should understand the
very nature and logic of business. Usually, MBA first-
year courses include strategic management,
economics, data analysis, financial accounting and
marketing management. During the second year, the
student takes electives relevant to his field.
Now BAs can also obtain necessary skills through
eLearning, taking one of online analogues of
traditional MBA programs.
28%
* The U.S. Bureau of Labor Statistics (BLS) Report / http://www.bls.gov/spotlight/

54. NEW COMPETENCE MAPPING TOOL
Most organizations use competences as the main
reference points when recruiting, onboarding, training and
promoting personnel in many organizations.
Employees’ competences assessment and individual
learning path development usually require a lot of time and
money. But now companies of any size can easily apply
and manage competence-based approach.
Eduson Competences Map is designed to quickly
assess the employees’ competences and automatically
recommends an appropriate course set.
Apply Competences Map to boost your talent
management activities. Assign tests, watch the results,
create individual learning paths just in few clicks.
And… It’s free!