Competency Management

Interested in knowing the licensing requirements for the competency management capability which I understand is part of Oracle HRMS Talent Management. If one already has Oracle Human Resources (HR) license, Self-Service HR license, and Oracle Learning Management license, is there a requirement to
i) purchase a separate license for Talent Management in order to obtain the competency management capability and if so what is the cost structure OR
ii) purchase a separate license just for the competency management portion of Talent Management and if so what is the cost structure OR
iii) no additional license purchase is required at all?
A reply would be most appreciated! Thanks.

982813 wrote:
Interested in knowing the licensing requirements for the competency management capability which I understand is part of Oracle HRMS Talent Management. If one already has Oracle Human Resources (HR) license, Self-Service HR license, and Oracle Learning Management license, is there a requirement to
i) purchase a separate license for Talent Management in order to obtain the competency management capability and if so what is the cost structure OR
ii) purchase a separate license just for the competency management portion of Talent Management and if so what is the cost structure OR
iii) no additional license purchase is required at all?
A reply would be most appreciated! Thanks.Please contact your Oracle Sales Representative (Account Manager), he/she is the best one to answer license questions/queries.
Global Pricing and Licensing
http://www.oracle.com/us/corporate/pricing/index.html
Thanks,
Hussein

Similar Messages

Appraisals - competency and objective line scores

So the default setup has the employee (appraisee) and manager (appraiser) scoring each competency and objective. Then Oracle creates a line score, which is an average of the two (employee and manager). That line score is used to create the total scores for competency and objectives, and ultimately final score.
Question is, can I have the employee rate themselves, but only use the manager score for calculating the total scores?
So for example:
Comp 1
- Emp = 2
- Man = 3
- Line Score = 2.5
- Wanted = 3
Thanks!

This is what I am seeing with 11.5.10.2. Say you have 5 competencies, scoring with 'Rating Type Scale' as 'Performance' and a 'Performance Scale' with values of '1, 2, 3, 4, 5'. Total score is set to 'Average'. Both the manager and the employee get to rate the employee.
What I am seeing is:
Competency -> Manager -> Emp -> Combined
A -> 3 -> 2 -> 2.5
B -> 3 -> 2 -> 2.5
C -> 4 -> 3 -> 3.5
D -> 4 -> 3 -> 3.5
E -> 5 -> 4 -> 4.5
Avg -> 3.8 -> 2.8 -> 3.3
So what we want is for the final average score to just use the Manager column which would be a value of 3.8. What I am seeing happening is each line is averaging the manager and employee line, and then taking an average of that for the total score, thus 3.3.
Is there a way to have both the manager and employee rate the employee on competencies and objectives, but for the total score only use the managers rating?

Personnel Change Requests option missing in MSS

Hi everyone. I hope you can help.
In Manager Self-Service, under the "Team" workset, there should be an iview for Personnel Change Requests:
http://help.sap.com/saphelp_erp2005vp/helpdata/en/54/957e40ec66ce62e10000000a155106/frameset.htm
However, nothing is there; and for that matter, the entire "Services" navigation panel seems to be missing, options like:
Employee Information
Working Time
Competency Management
Etc.
Anyone know why these options might be missing?

Found the problem. Needed to install "Business Package for Common Parts (mySAP ERP)" too:
https://www.sdn.sap.com/irj/sdn/contentportfolio
https://www.sdn.sap.com/irj/sdn/go/portal/prtroot/docs/webcontent/uuid/f068643e-866d-2910-4eb0-8213d2943872 [original link is broken]

Problem in displaying internal table contents to excel(color)

Hello Gurus!!!!!
The code is given below :-
*& Module pool       ZDEMO_DOWNLD1
PROGRAM ZDEMO_DOWNLD1.
*&      Module USER_COMMAND_0100 INPUT
      text
MODULE USER_COMMAND_0100 INPUT.
DATA : f_name(120) type c,
       f_name1(120) type c.
case sy-ucomm.
when 'ATTACH'.
CALL FUNCTION 'WS_FILENAME_GET'
EXPORTING
   DEF_FILENAME           = ' '
DEF_PATH               = ' '
MASK                   = ' '
MODE                   = ' '
TITLE                  = ' '
IMPORTING
   FILENAME               = f_name
RC                     =
EXCEPTIONS
INV_WINSYS             = 1
NO_BATCH               = 2
SELECTION_CANCEL       = 3
SELECTION_ERROR        = 4
OTHERS                 = 5
*f_name = DEF_FILENAME.
f_name1 = f_name.
IF SY-SUBRC <> 0.
MESSAGE ID SY-MSGID TYPE SY-MSGTY NUMBER SY-MSGNO
        WITH SY-MSGV1 SY-MSGV2 SY-MSGV3 SY-MSGV4.
ENDIF.
endcase.
ENDMODULE.                 " USER_COMMAND_0100 INPUT
*&      Module STATUS_0100 OUTPUT
      text
MODULE STATUS_0100 OUTPUT.
SET PF-STATUS 'xxxxxxxx'.
SET TITLEBAR 'xxx'.
type-pools ole2.
data: h_excel type ole2_object, " Excel object
h_mapl type ole2_object, " list of workbooks
h_map type ole2_object, " workbook
h_zl type ole2_object, " cell
h_f type ole2_object, " font
h_interior type ole2_object. " Color
*tables: spfli.
DATA: ls_emp TYPE zpm_emp_det,
       lt_emp TYPE zpm_emp_det OCCURS 0,
       l_projectname TYPE zpm_emp_item_det-project_name,
       l_projectname_last TYPE zpm_emp_item_det-project_name,
       l_empid TYPE zpm_emp_item_det-empid,
       l_empid_last TYPE zpm_emp_item_det-empid.
DATA: l_projectname_key TYPE lvc_nkey,
      l_role_of_emp_key TYPE lvc_nkey,
      l_last_key TYPE lvc_nkey.
DATA : lt_project_main TYPE TABLE OF zsach_pm ,
        ls_project_main TYPE zsach_pm,
        lt_project TYPE zsach_pm OCCURS 0,
        ls_project TYPE zsach_pm.
internal table for excel headings
DATA : BEGIN OF lt_project_ex OCCURS 0,
         line(50) TYPE c,
       END OF lt_project_ex.
DATA: lt_project1 TYPE zsach_pm OCCURS 0,
      ls_project1 TYPE zsach_pm.
DATA :   lt_project_temp TYPE zsach_pm OCCURS 0 ,
         ls_project_temp TYPE zsach_pm.
DATA: lt_project2 TYPE zsach_pm OCCURS 0,
      ls_project2 TYPE zsach_pm.
TYPES: BEGIN OF st_username,
       username TYPE zuser_names-username,
       END OF st_username.
DATA: it_tab TYPE TABLE OF st_username,
      wa_tab TYPE st_username.
data : lt_project_excel like zsach_pm occurs 0 with header line.
*DATA: f_name TYPE string.
data h type i.
table of flights
data: it_spfli like spfli occurs 10 with header line.
*& Event START-OF-SELECTION
    SELECT empid
           project_name
           role_of_emp
           competancy
           manager
           price_category
           rate_per_hour
           first_day_pro
           last_day_pro
           ckey
     FROM zpm_emp_item_det
     INTO CORRESPONDING FIELDS OF TABLE lt_project.
    LOOP AT lt_project INTO ls_project.
    ENDLOOP.
    SELECT projectid project_name client begin_date end_date
      FROM zpm_project_det
      INTO CORRESPONDING FIELDS OF TABLE lt_project_temp FOR ALL ENTRIES IN lt_project
      WHERE project_name = lt_project-project_name.
    LOOP AT lt_project_temp INTO ls_project_temp.
      MODIFY lt_project FROM ls_project_temp TRANSPORTING
        projectid project_name client begin_date end_date
        WHERE project_name = ls_project_temp-project_name.
    ENDLOOP.
    SELECT empid
           employee_name
           designation
           employee_type
           date_of_joining
    FROM zpm_emp_head_det
    INTO CORRESPONDING FIELDS OF TABLE lt_project1 FOR ALL ENTRIES IN lt_project
    WHERE empid = lt_project-empid.
    LOOP AT lt_project1 INTO ls_project1.
      MODIFY lt_project FROM ls_project1 TRANSPORTING
            empid
            employee_name
            designation
            employee_type
            date_of_joining
         WHERE empid = ls_project1-empid.
    ENDLOOP.
tell user what is going on
call function 'SAPGUI_PROGRESS_INDICATOR'
exporting
PERCENTAGE = 0
text = text-007
exceptions
others = 1.
start Excel
create object h_excel 'EXCEL.APPLICATION'.
perform err_hdl.
set property of h_excel 'Visible' = 1.
perform err_hdl.
tell user what is going on
call function 'SAPGUI_PROGRESS_INDICATOR'
exporting
PERCENTAGE = 0
text = text-008
exceptions
others = 1.
get list of workbooks, initially empty
call method of h_excel 'Workbooks' = h_mapl.
perform err_hdl.
add a new workbook
call method of h_mapl 'Add' = h_map.
perform err_hdl.
tell user what is going on
call function 'SAPGUI_PROGRESS_INDICATOR'
exporting
PERCENTAGE = 0
text = text-009
exceptions
others = 1.
output column headings to active Excel sheet
perform fill_cell using 1 1 1 'Project ID'(001).
perform fill_cell using 1 2 1 'Emp ID'(002).
perform fill_cell using 1 3 1 'Project Name'(003).
perform fill_cell using 1 4 1 'Client'(004).
perform fill_cell using 1 5 1 'Begin Date'(005).
perform fill_cell using 1 6 1 'End Date'(006).
perform fill_cell using 1 7 1 'Role of Employee'(007).
perform fill_cell using 1 8 1 'Module / Competancy'(008).
perform fill_cell using 1 9 1 'Employee name'(009).
perform fill_cell using 1 10 1 'Price Category'(010).
perform fill_cell using 1 11 1 'Rate P/H'(011).
perform fill_cell using 1 12 1 '1st day in project'(012).
perform fill_cell using 1 13 1 'Last day in project'(013).
perform fill_cell using 1 14 1 'Currency'(014).
perform fill_cell using 1 15 1 'Manager'(015).
perform fill_cell using 1 16 1 'Emp Type'(016).
perform fill_cell using 1 17 1 'Designation'(017).
perform fill_cell using 1 18 1 'Joining Date'(018).
perform fill_cell using 1 19 1 'Last Date'(019).
loop at lt_project into ls_project.
*lt_project_excel[] = lt_project[].
endloop.
copy flights to active EXCEL sheet
h = sy-tabix + 1.
*perform fill_cell1 using h 1 0 ls_project-PROJECTID.
*perform fill_cell1 using h 2 0 ls_project-EMPID.
*perform fill_cell1 using h 3 0 ls_project-PROJECT_NAME.
*perform fill_cell1 using h 4 0 ls_project-client.
*perform fill_cell1 using h 5 0 ls_project-BEGIN_DATE.
*perform fill_cell1 using h 6 0 ls_project-END_DATE.
*perform fill_cell1 using h 7 0 ls_project-ROLE_OF_EMP.
*perform fill_cell1 using h 8 0 ls_project-COMPETANCY.
*perform fill_cell1 using h 9 0 ls_project-EMPLOYEE_NAME.
*perform fill_cell1 using h 10 0 ls_project-PRICE_CATEGORY.
*perform fill_cell1 using h 11 0 ls_project-RATE_PER_HOUR.
*perform fill_cell1 using h 12 0 ls_project-FIRST_DAY_PRO.
*perform fill_cell1 using h 13 0 ls_project-LAST_DAY_PRO.
*perform fill_cell1 using h 14 0 ls_project-CKEY.
*perform fill_cell1 using h 15 0 ls_project-MANAGER.
*perform fill_cell1 using h 16 0 ls_project-EMPLOYEE_TYPE.
*perform fill_cell1 using h 17 0 ls_project-DESIGNATION.
*perform fill_cell1 using h 18 0 ls_project-DATE_OF_JOINING.
*perform fill_cell1 using h 19 0 ls_project-LAST_WORKING_DAT.
perform fill_cell1 using h 1 0 lt_project_excel-PROJECTID.
perform fill_cell1 using h 2 0 lt_project_excel-EMPID.
perform fill_cell1 using h 3 0 lt_project_excel-PROJECT_NAME.
perform fill_cell1 using h 4 0 lt_project_excel-client.
perform fill_cell1 using h 5 0 lt_project_excel-BEGIN_DATE.
perform fill_cell1 using h 6 0 lt_project_excel-END_DATE.
perform fill_cell1 using h 7 0 lt_project_excel-ROLE_OF_EMP.
perform fill_cell1 using h 8 0 lt_project_excel-COMPETANCY.
perform fill_cell1 using h 9 0 lt_project_excel-EMPLOYEE_NAME.
perform fill_cell1 using h 10 0 lt_project_excel-PRICE_CATEGORY.
perform fill_cell1 using h 11 0 lt_project_excel-RATE_PER_HOUR.
perform fill_cell1 using h 12 0 lt_project_excel-FIRST_DAY_PRO.
perform fill_cell1 using h 13 0 lt_project_excel-LAST_DAY_PRO.
perform fill_cell1 using h 14 0 lt_project_excel-CKEY.
perform fill_cell1 using h 15 0 lt_project_excel-MANAGER.
perform fill_cell1 using h 16 0 lt_project_excel-EMPLOYEE_TYPE.
perform fill_cell1 using h 17 0 lt_project_excel-DESIGNATION.
perform fill_cell1 using h 18 0 lt_project_excel-DATE_OF_JOINING.
perform fill_cell1 using h 19 0 lt_project_excel-LAST_WORKING_DAT.
*endloop.
disconnect from Excel
*CALL FUNCTION 'SO_DOCUMENT_SEND_API1'
EXPORTING
   DOCUMENT_DATA                    =
PUT_IN_OUTBOX                    = ' '
SENDER_ADDRESS                   = SY-UNAME
SENDER_ADDRESS_TYPE              = 'B'
COMMIT_WORK                      = ' '
IMPORTING
SENT_TO_ALL                      =
NEW_OBJECT_ID                    =
SENDER_ID                        =
TABLES
   PACKING_LIST                     =
OBJECT_HEADER                    =
CONTENTS_BIN                     =
CONTENTS_TXT                     =
CONTENTS_HEX                     =
OBJECT_PARA                      =
OBJECT_PARB                      =
   RECEIVERS                        =
EXCEPTIONS
TOO_MANY_RECEIVERS               = 1
DOCUMENT_NOT_SENT                = 2
DOCUMENT_TYPE_NOT_EXIST          = 3
OPERATION_NO_AUTHORIZATION       = 4
PARAMETER_ERROR                  = 5
X_ERROR                          = 6
ENQUEUE_ERROR                    = 7
OTHERS                           = 8
*IF SY-SUBRC <> 0.
MESSAGE ID SY-MSGID TYPE SY-MSGTY NUMBER SY-MSGNO
        WITH SY-MSGV1 SY-MSGV2 SY-MSGV3 SY-MSGV4.
*ENDIF.
IF SY-SUBRC <> 0.
MESSAGE ID SY-MSGID TYPE SY-MSGTY NUMBER SY-MSGNO
        WITH SY-MSGV1 SY-MSGV2 SY-MSGV3 SY-MSGV4.
ENDIF.
free object h_excel.
perform err_hdl.
ENDMODULE.                 " STATUS_0100 OUTPUT
FORM FILL_CELL *
sets cell at coordinates i,j to value val boldtype bold *
form fill_cell using i j bold val.
call method of h_excel 'Cells' = h_zl exporting #1 = i #2 = j.
perform err_hdl.
set property of h_zl 'Value' = val .
perform err_hdl.
get property of h_zl 'Font' = h_f.
perform err_hdl.
set property of h_f 'Bold' = bold .
perform err_hdl.
SET PROPERTY OF h_f 'ColorIndex' = 11 .
perform err_hdl.
endform.
*& Form fill_cell1
text
-->P_H text
-->P_1 text
-->P_0 text
-->P_IT_SPFLI_CARRID text
form fill_cell1 using i j bold val.
call method of h_excel 'Cells' = h_zl exporting #1 = i #2 = j.
perform err_hdl.
set property of h_zl 'Value' = val .
perform err_hdl.
get property of h_zl 'Font' = h_f.
perform err_hdl.
set property of h_f 'Bold' = bold .
perform err_hdl.
SET PROPERTY OF h_f 'ColorIndex' = 14 .
perform err_hdl.
endform. " fill_cell1
*& Form ERR_HDL
outputs OLE error if any *
--> p1 text
<-- p2 text
form err_hdl.
if sy-subrc <> 0.
write: / 'Error in OLE-Automation:'(010), sy-subrc.
stop.
endif.
endform. " ERR_HDL
Entire excel file is displayed ,but the problem is I want to display the excel file in one shot i.e not <b>line by line</b>
Kindly suggest if there is any keyword or FM to display the contents in excel using internal table.
It should not take much time. Just by executing code , the contents of internal table should be displayed.
Helpful answers will be rewarded
Thanks,
Sachin

Hi Kavitha,
maybe it's not sophisticated enough for your requirement, but I found function XXL_FULL_API easy to use. This will give same functionality as 'download' button in ALV-Grid display.
Regards,
Christian

Regarding Object Functional Area (FN)

Hi Folks,
The client is currently on EhP4 and will be upgrading to EhP5 soon.
Also the Netweaver version currently is 7.0 and will be upgrading to portal Enhancement Pack 3 of 7.0
The client needs full fledged Job Architecture and Competency Management. The blueprint discussions have already concluded and the discussions were done assuming we have the Functional area and Job Family objects as part of the Job architecture structure.
I just got access to client SAP and discovered the "Functional Area (FN)" object missing from the object list in PP01.
In this regards, I have the below queries:
* Is the object FN available only with EhP6 and above versions?
If No, will this issue be as simple as missing table entries?
If Yes, with EhP4 or 5 implemented, can we create a new object with same name FN and maintain the corresponding relationships as will be done in standard post EhP6? And will the profile match-up consider the custom created FN object during comparisons in ECC transaction and on portal (during development plans and succession planning comparisons) ?
Kindly help.
Regards
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The FN object is activated as part of a Business Function and is available from EhP4 onwards.
The business function (HCM_TMC_CI_1) was introduced with EhP4 (but still needs activating).
HCM, Core Processes in Talent Management - Business Functions (SAP Enhancement Package 5 for SAP ERP 6.0) - SAP Library
For EhP5 there is a second Business Function (HCM_TMC_CI_2) you should look to activate:
HCM, Core Processes in Talent Management 02 - Business Functions (SAP Enhancement Package 5 for SAP ERP 6.0) - SAP Libra…
Regards,
Stephen

Team - Employee Information, Employee Working Times etc.

Hi Experts,
On MSS, I am not able to see Employee Information, Working Times, Performance Management, Competency Management, and Personnel Change Request services under main service of Team. It doesn't display any of above services under Team.
I can only see Team Calendar, Headcount and Recruiting Position which are available right hand side on portal.
Is their any specific setting required to view the same? Do we need to do any specific settings on portal?
Thanks in advance.
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Hi Chris,
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Team
Budget
Projects
Planning)
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Personnel Development
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Competency ManagementMaintain Position Requirements
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HCM Processes and FormsStart Processes
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Create New Candidate Assessment
OrganizationOrganizational Chart
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Thanks,
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Hide certain services in ESS and MSS

Dear friends
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In ESS career and job, purchasing, work environment, life and work events, corporate information
In MSS we want to hide Budget, Projects, Planning
In Team also we want to hide services like employee working time (approve time sheet data), performance management, competency management, hcm process and forms, in recruitment (create new candidate assessment), organization
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Hello,
For hiding the links in both ESS and MSS, you need to make changes in Home Page Framework.
For this go to transaction SPRO and navigate to
Cross-Application Components - Home page Framework.
I suggest not to delete the standard one instead see and create new iView with new parameters.
Hope this helps.
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MSS Team Workset

Hi
I have deployed the MSS Business packages with backbend as ECC 6.0 on Portal 7.0 SP9.
When i click on the Team link in the Detailed Navigation i don't see the other Pages /iViews for Employee Info,Employee Times,Competency Manager etc.
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Thanks in advance

Hi JJ
Thanks for the reply. I already applied that note even befroe posting this message.
But i do not see any of the links in the Detailed Navigation related to Team
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DNS errors + Intermittent Connectivity Help

For the last 5 days my internet has had intermittent connectivity. It is throughout my entire home network of internet access. We have not had any storms or changes to our settings or connections for it to be anything on our network. This issue also happened in the past. Then after X amount of days, it was magically be fixed. When the internet does work, there are no issues and it works fine, which again makes me think it is not on our end and it is Verizon's fault.
When I check the system log of my modem, it has a TON of "DNS request timeouts" or errors saying some other stuff about DNS issues.
My modem/router is Actiontec GT704-WG, I also don't use Wireless internet which is usually related to intermittent connections but that shouldn't be the case.
So is this an issue with Verizon's lines/ servers / connections? Or is it actually something wrong with my network?

It is probably a network issue, but the first step is usually to rule out the local equipment, so restarting the PC and the modem/router is a good starting point.
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Silver software asset management competency

Can someone please confirm that I have understood correctly these things?
Company X wants to get Silver software asset management competency, to do that first step is:
Your company must employ or contract with two Microsoft Certified Professionals
(MCPs) who have each met one of the following exam or certification requirements:
Exam 70-673: TS: Designing, Assessing, and Optimizing Software Asset Management (SAM)
Your organization can attain multiple competencies. If your employees or contractors pass the eligible competency exams
for multiple silver competencies, you can count those exams toward attaining multiple silver competencies.
Do I understand correctly that first we have to get two MCP's and to become one we have to pass any exam (for example, MTA Security fundamentals)? And after that we need to pass Exam
70-673: TS: Designing, Assessing, and Optimizing Software Asset Management (SAM)?
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I am confused, can someone explain?
Thanks!

Hi.
You should ask your question in the Partner Support forum, here:
http://partnersupport.microsoft.com/en-us/mpnpartnermem
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Competency Weight age- Oracle Performance Management

Dear All,
We are in the process of implementing Oracle Performance Management (12.1.3 Ver), these are following scenario we need to address. Kindly post your advice .
1.     We have 4 Objective ( Objective-1, Objective-2, Objective-3 and Non-Bonus able Objective) for all the employees with weigh age. We need to restrict the weight age and the sum of all the Objective weight age should not exceed 35% . (EX: Obj 1+ Obj 2 + Obj 3+ Non-Bonus able = 35%). How to achieve this?
2.     We have 4 Mandatory competency and for which we need to provided weight age for each competency ( Ex: Communication Skill -20% weight age & Team work – 30%) How to achieve this?
3.     Our final rating works as, Objective Rating + Competency Rating ( Final Score = Objective Rating + Competency Rating). How to achieve this?
4.     We have another requirement like we need to Tag Absenteeism Rating ( Please see the below rating scale) along with the Final Appraisal rating . I am furnishing the Rating details
Excel----------Never Absent and always punctual.
Achieved----Never absent but late in or early out with prior permission.
Partial ------ Deduction of 5%     Few Absent or late in or early out without prior permission or advance intimation.
Not Achieved ----- Deduction of 10%     Multiple Absent or late in or early out with no permission at all.
Please let me know if you need more information
Thanks and Regards
Suresh Subramaniyam

Que1. The weight of all objective should be 100 but in my case it is allowing any value. What I need to do to restrict it?
ANS : This is a seeded one. If you want to restrict it you have to customize the page.
Que2. Can we do objective setting and Appraisal process simultaneously? That would be allocate objective and rating in parallel?
ANS : There is a checkbox "Allow Objective Setting outside of the period" (something like that).
Que4. What is difference between Talent management, Performance management and Workforce performance Management?
ANS: AFAIK, Oracle Talent Management and Oracle Performance Management are same. Prior to Oracle Performance Management, the module name was Oracle Talent Management.
Que5. When I include the Appraisal in the PMP and select the Appraisal template (that just has final rating) and click on the "Go to Task" against "Manage appraisals" (to initiate it) I do not see anything. Do we/manager need to create plan every time using the link Appraisal.
ANS : You can schedule the concurrent program, "Mass Appraisal Creation".
Hope it helps!.
MAK

Predefined Performance Management: Competency / Qualification Scale

Hello,
For predefined performance mgmt you can choose a single scale for the Competency / Qualification rating scale.
However, during execution of the document, the qualifications to be imported will have at least two types of scales (2 pt, yes, no, and 5 pt)
Does SAP just inherit the proficiency scale attached to the qualification or am I stuck with only the single scale specified in the predefined configuration step?
If the latter, any ideas on how to overcome this limitation?
thank you,
Mike

M.Hagen wrote:
Its predefined, you cant use the above proposed solution. You are stuck to the selected scale.
>
> Regards and Groetjes,
> Maurice Hagen
Hi Maurice - it turns out it looks like SAP fixes this in EP5 or somewhere along the way.
If you define your own competency goal in the document it will use the default scale from the predefined config step.
however, NOW - when you inherit a qualification it will use the qualifications proficiency scale. You just have to be sure that the proficiency scale being used follows the rules of the allowed scale numbers (3,5,6, etc) and is defined in the table: V_T77TMC_SCA_MAP

Training and Event Management Implementation based on competencies

Dear Friends,
My client is going ahead for Training and Event Managment Implementation. They have a basic requirement to start with and that is :
1) They have done competency mapping for all its employees and they want that the competencies of each employees(along with the skill levels) to be recorded in the system and that has to be the starting point of using Training and Event Management module.
2) They want, if the competencies can flow based on Job/ Position.
3) Some identifier to the competencies, whther it has flowed from Appraisal or any other sources in the Final Training Needs.
Kindly provide me help, as to how I will be able to achieve that and in what Infotypes the data pertaining to Training and Event Managment will be stored.
If u all can kindly share with me the User Manuals and Configuration Docs of Training and Event Management, it will be of great help.
Thank you all.

Hi,
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You can maintain the proficiency and a note along with the qualification when assigned to a person.
Also Appraisals can have qualifications in the template rather than criteria and criteria groups.
Also after training is completed during the follow up we can create an appraisal and transfer the qualifications or simply transfer the qualifications to the employee.
Regards,
Divya

Colour Management - who does what - Some thoughts now the smoke is clearing

First up, thanks very much to everyone who contributed their ideas and expertise to my recent query here, when I was seeking help for a problem with colour management issues when printing a magazine I edit. I have a ton of suggestions to work through and study but the smoke is slowly clearing and it raises some interesting points which I think are worth recounting.
First of all, I have been editing short run magazines now for 25 years, at first part time and later on a professional contract basis. I am not a trained graphic designer nor a trained printer. I did start out training as a graphic designer, many years ago but gave it up for a career in IT (as a networking specialist). That was full time until 10 years ago, although I did some freelance writing and editing in my spare time.
And yes, I did start originally with scissors and cut and paste, and moved on through black and white with spot colour and Pagemaker software to full colour and InDesign today. One thing which may be different about my experience to most of yours is that I am a PC user and always have been. All my editing and graphics work has always been done on a PC - Pagemaker was our DTP package of choice for a long time and we supplemented this with Corel-Draw (which has a range of graphics handling options). All my software is legal and I always register it and keep it up to date. I have used the same graphic designer for quite a few years now and whenever we upgrade our software he goes and gets trained on the latest release.
Around 10 years ago I was offered the chance to edit a specialist short run magazine (not the current one). This was a chance I took and gave up the day job and became a full time freelance. Editing is not my main or only source of income. I am also a freelance writer and photographer and heritage consultant and I have a specialist image library.   I sell my own sell my work - articles and pictures - to the national and local press. I also write books (non fiction) on commission. The magazine editing is really an extension of my interest in historic landscapes. I have never had any complaints, or problems, with the freelance work, photos and archived images I sell. Clients include national newspapers here in the UK, national magazine groups and my books are available in national bookstore chains. I supply my work digitally, naturally, and it includes photos I have taken myself and items which I have scanned into my library of historical images and store on line. No reported colour management issues there.
I have always enjoyed a good relationship with my publishers and printers because I seek to be as professional as possible, which means delivering my stuff on time, to the required standard so that minimum intervention is required from them. This does assume that I have a clear brief from them on what they need from me.
Recently this approach has not been enough to avoid colour management issues with the short run magazine I currently edit. I have been wondering when and where things went astray and date it back to the upgrade to InDesign two years ago. However it may have its roots in my earlier decision to use PCs not Macs for my work.
Until 4 years ago I had used the same printers for magazine editing for many years. They were a well respected firm specialising in short run magazines. They were not far from where I live and work and if there was a problem I would go over and discuss it with them. They were happy, and competent, to handle Pagemaker files generated on a PC and convert my rgb images to cmyk if there was any concern about the colour balance. On a few occasions I paid them to scan a photo for me. However 4 years ago the owner decided to retire and shut up shop. I needed to find a new printers and it had to be someone who specialised in short run magazines and could meet the budget of the charity I edit for. Also someone who could handle copy generated using Pagemaker running on a PC. I chose a printers I had used briefly in the past where I knew some of the staff and was promised PC based Pagemaker would not be a problem. I even got this in writing. I started to send them proofs generated using Pagemaker v7 on my PC.
I soon found that although they had agreed they could handle Pagemaker on a PC in fact they had only a few PC based clients and were using a single ageing PC running Pagemaker to proof their work. In fact nearly all their jobs were Quark based. I was also told we had to supply CMYK images although not given any further requirement so I now did the conversions from rgb to CMYK using my PhotoPaint software. (There are quite a few settings in Corel for the conversion but there was no guidance by the printer on which to use so to be honest it did not occur to me that it might be a problem).
Now of course I understand that the drive to get customers to supply CMYK images was a Quark driven requirement back in the late 1990s. I did not and do not use Quark so knew nothing for this. I did have some early colour problems and font incompatibilities with the new printers and was pressured by their senior Graphic Designer (who designed for their own contract clients) to upgrade to InDesign and provide them with a .pdf, which I was assured would solve all my problems. The .pdf would be the same as the final printed magazine because "it would not require any further intervention by the printers".
I expect you are collectively throwing up your hands in horror at this point, but I think he was speaking genuinely. The creation of a .pdf using InDesign, is widely promoted as the ultimate answer to all printing issues.   I have encountered it recently with a lot of printers' salesmen and my friend, who edits a learned journal, has just been told the same thing by her printers, to get her to upgrade to ID. Incidentally she also uses a PC.
So we upgraded our design process in house to InDesign and our graphic designer went on a course, two courses in fact. When we came to produce our first .pdf using ID, the printers' Senior Graphic designer came on the phone and talked our designer through the ID Export function. I think he may at that time have told him to create a preset profile with MPC and the defaults, but to be honest I don't recall. We were never sent anything in writing about what settings we needed to match theirs. I continued to have intermittant colour management problems but put this down to my photos. Things came to head with the most recent issue where the colours were badly out on the cover, supplied by a press agency and taken by a professional photographer. The printers seemed to have little or no idea about possible causes.
Initially I thought that part of the underlying cause must lie in some mismatch between what I was sending the printers and what they expected to receive so I asked them to specify what I should send. All they said was use Profile preset as MPC setting and accept the defaults which accompany it.
So I came on here looking for a solution. A lot of people were keen to offer their own experience which I really appreciate. However the messages could be conflicting. Some of you suggested it was the underlying cover photo which was at fault, some that it was my monitor which needed better calibration.
Many of you here said that part of the problem, if not the whole problem, was the way I was generating my CMYKs for the printer and I should use Photoshop to do this. You also mentioned a number of possible colour management settings which I should try.
At times the advice seemed to change tack. There were suggestions that the colour management issues I had were nothing to do with the printers, that it was up to me not them. Quite a lot of you said I needed to be better informed about Colour Management issues. I agree, but I had never had any previously (maybe good luck, maybe good support from my previous printer) so I was not even aware that I needed to be better informed. Some of you mildly chastised me for not finding out more and doing more to manage my own colour management with the switch to ID. To which I can only say if I had needed to train up, I would have done. I did not realise I needed to. Nor was my designer aware of the issues as colour management was not really covered on his ID courses which were about typesetting and design.
Some of you even seemed to hint that unless I was prepared to use an expensive high end printer or effectively retrain as a print specialist or get my graphic designer to do so, then I probably shouldn't be in the magazine editing game at all. OK maybe that is a bit harsh but you get the drift.
The fact is that printing is much more accessible these days to all sorts of people and in particular to people with PCs. My brother lives in a large village in an isolated area and produces a village magazine which has been a great success. It is in black and white with spot colour but he would like to move to an all colour issue. He is a bit nervous of the colour management issues as he has no experience of graphic design and is his own designer using a low end entry level design package. He too uses a PC. The printers reps all tell him the same thing they tell me, that all he needs to supply is a .pdf using InDesign.
Somewhere I feel a black hole has developed, maybe back in the 1990s with Quark 4.11. A lot of printers standardised on that, and set up a work flow and prepress dependent on CMYK images as provided by the clients. They assumed the the clients would doing their own colour management. This approach also assumes everyone is using Quark on a Mac with the full range of Adobe software. When it became possible to generate .pdfs using InDesign, this was held out to users as the Holy Grail of magazine printing, even though their workflows and prepress were still based on Quark 4.11 principles. Any underlying colour management issues the clients now have to tackle themselves.
So now we have the situation in which I find myself, having to learn from scratch a good deal about colour management issues so that I can tell the printers what is needed for my magazine. Meanwhile all the printing salesmen, the ones I encounter anyway, are still busy pushing the InDesign to .pdf as the "be all and end all" solution. Some re-education is needed for all parties I think.

I am glad to see that the sun is peeping through the clouds.
I apologise for my Aussie-style straight talk earlier, but as I said before it was not directed personally at you but in the direction of others whom you epitomize, repeating a conversation I have had many times over the last 10 years or so where respectable, well-meaning photographers, designers and other contributors refuse to accept that colour management is being thrust upon them.
It is a simple fact of life, there is this 'new' thing that has butted into the very root of our trades and changed the most basic principles of printing and photography. We expect that this kind of thing does not happen but the industry we now work in is not the same one we trained in twenty years ago.
Many printers are still struggling with the same conflict, so many tradespeople cannot accept this change.
This is exacerbated by the fact that colour management is so complicated to learn and implement and confounded by the fact that the default settings and a clumsy workflow often yield acceptable results with incorrect, generic settings, hence the old 'use InDesign and make a PDF and it will be ok' route.
When the chain of colour management includes the photographer, the photographer's client, the designer, the other designer maybe, the prepress person, and the platemaker, and a single incorrect click by any one of those can kill the CM it is not surprising that in the end when someone is looking back to see where it fell over they usually never find out.....   They will meet someone who says ' I never touched it, I simply opened the file and scaled it and closed it'. And that person will be a reputable photographer or designer (and CLIENT) who has no idea they just broke it. So what do we do? We go with the generic setting that seems to yield adequate results therefore avoiding the confrontation.
You need to understand the situation of the printer who took his business through the 'early' days of colour management, we had all kinds of very reputable sources supplying incorrect files, we did not have the expertise yet to be able to address the entire workflow, it would have meant training photographers and designers all through the best design houses and national institutions, because they blamed the printer. Only in the last few years have I seen these people coming around to the fact that they bear responsibility for implementing their own cm and maintaining it through their own work.
Sadly, many high end sources are still not there, and I mean HIGH end! Probably the ones that don't even visit this forum because they want to keep blaming the printer... They tend to live with the poor quality reproductions and just pull up the worst ones and fiddle with those and try to avoid the 'elephant in the room'.
I am sorry to say that it was not practical for a printer to reject mismanaged files for fear of losing clients who would happily accept less than perfect results in order to avoid the painful truth that was being told to them. The best thing we could do was to gently make those clients aware that their workflow was imperfect and hope to show them how we could help... Many print shops do not have someone knowledgeable enough or patient enough to do this, or the boss does not understand the issue either and tries to work around it to keep his jobs flowing in the expectation that all those experts in the chain will eventually tame the thing.
The many experts on this holy forum are waaaaayyyy ahead of the printing industry in general and photographers and designers in general in their understanding of colour management workflow. I have seen first hand how reputable local industry people and trainers alike are spreading misinformation and bad techniques, when I discovered these forums back in about 2002 I found that they opened up a whole new galaxy of knowledge and facts that actually worked and made sense, unlike what I had been told locally.... This forum taught me what the Adobe text books did not, the Tech' teachers did not, local 'experts' did not!
I tell all interested people to join these forums and learn to discriminate between the good and bad information.

To SONY management not Sony ericsson Management, please don't do the same mistakes.

Please Don’t Make Same Sony-Ericsson Mistakes
by USER-986393 » Thu Oct 27, 2011 3:40 pm
Congratulations on your Erricsson's share acquire, I must say i have been Sony phone holder from the day SONY CDM-Z1 was created, forced my self to stick with SE... and now happy to come back to SONY again. I would like to talk about couple of things...
Response:
The major fall of SE is the fact that they did not listen to fans and most importantly customers. we complained so much over Xperia X1 and Xperia X10 until SE forced us to purchase other brands due to lack of response. so please, responding to complaints is critical when there are so many better phone makers out there.
Lack of future vision:
Look at the Galaxy S, Galaxy Sii, Iphone... you know what they have in common? light years technology for the same price as Caved in SE phones. Arc vs Sii?... SE was against technology for some reason, for instance. who ever was against dual processor and how much it would attract customers, needs to find another company to put down. Lack of LTE?, how can someone not find that as something a cell phone can use in the future? Market share in USA? why would someone not give the US attention, no one buys a full priced phone these days, that only worked when there was no contracts. these days i don't mind a contract as long as i am getting a phone a i can not afford. also i never understood this frequency difference, why did SE wait until iPhone 4s marketed the idea a "world phone" that works anywhere? why did SE insist on making an American version and an international version? example ARC LT15A and ARC LT15i is it SO HARD to make a phone that has all the frequencies LT15Ai? really? who ever was against that idea needs to go as well.
I will assume who ever is reading the example i mentioned above is grasping the importance of it... it's as simple as this SE would have been more successful had more people bought SE phones, i am interested in the ARC LT18A, well there is only LT18I that wont work 3g on At&t. here are the problems that you will face... 1 - a happy innocent customer that did not know that, purchased a LT18I (international) and realized SE customers service in Canada or USA that it won't work in the U.S. on 3g... 2 - a frustrated customer like me who knew about the difference from previous mistakes and decided to buy an iphone instead just bc of the being neglected or carelessness from SE towards people in the U.S. either way, wither those two two points were shocking to you as a SE manager, or a common fact that is not important enough... that manager needs to go. with a tahnk you note for loosing market share in the U.S. deserves an excelence in that actually.
Wrong Focus, right focus was a little too late:
SE phones especially in 2011 was way behind any other company in smart phones, yes the ARC S was maybe a nice attempt but simply not enough... the world is advancing really fast, if you dont catch the train, then your about to bankrupt. it took forever to jump on really powerful phones and instead there so many variations. you can get a cyber-shot but not a Walkman.. you can get a walkman phone but not as smart as the p900 you can get the p900 but not as slim as the p600. SE was competing with its own self ... lets FOCUS, get your stuff together and make a Quality phone not Quantity phone. (GOOD JOB ON THE TABLET) the variations are based on needs not confusing differences. The ARC was a great phone, but SE had missed the train.
THE UPDATES:
The most frustrating customer service i have ever experienced, and when updates come out, they come out first in Nordic places then in middle east country by country... giving every day more fuel to angry customers wondering when they will be lucky to get an update ... why can't there be one global update for all phones and different updates to phone carriers for each country. make it easier, it does not take a company purchase to do so.
Announcements:
it was frustrating, just like it is right now, i still don't know when ARC S comes out. oh wait i am in the U.S. it comes out "WHENEVER" does it look like i am happy? i need a new phone, how SE expect me to purchase an ARC S when i don't know how long i am waiting for it and there is GALAXY and Iphones released in the markets hovering around me every day?
USA, USA, CHINA, USA:
Why was the U.S. not a focus, please someone answer!
Creativity:
androids are awesome operating systems, they are simply great and simply work every single time you use them. i believe, i gave SE so many ideas, non of them were integrated. to be able to distinguish your self from the rest of the pack; you need to be the alpha. simply having the most powerful phone is one factor, Xmore R is another, crazy led designs. look at the Tablet S, it's not the thinnest, it's not the cheapest, it's not the most powerful, yet it's unique in design. and for the market with the dull flat tablets, who ever designed it should design your new phones. the ARC design was AMAZING but lacked the items that are enough to give it a competitive edge in the market.
Charging:
Why is it only micro USB is the main charger, Why can't it be that and another EASY WAY OF CHARGING, why do we have to wait tell apple go to conductive charging? SONY come up with two ways of charging, micro usb is great cause every one has either a BB or an android somewhere. but imagine just placing your phone on something without me connecting... I AM BUYING.
Pricing:
SE charges an arm and a leg, when Galaxy Sii and iphone 4s are $200.00... do you not thing there is something wrong here?
Accessories:
I have suggested times and times, make more accessories, lets compare phones covers for the Iphone and the Any SE phones... the amusing aspect is, why did not SE see what I see?
Cool names PLEASE:
the ARC is a way to start after 10 years of naming products like fax machines... I need to see Jima, president, awesome... less chemical equations of fax machine names. LT18a, imagine I tell my friends have you seen the LT18a or have you seen the Sony ARC?
FM:
Really? your research says in 2011 people won't buy a phone without FM? and the customers would also do the twist dance from the joy of knowing the phone has FM. it's 2011, perhaps you need to look in your research again.
SonyEricsson does not see the need for a dual processor for an android that won't support it yet:
that right there shows the difference between a company with a long vision and another with a short one. my answer to that statement, please set down get some popcorn as you are just about to watch S ii and iphone 4S a chance to be light years ahead of you, and sell millions of more phones than you. just because someone that works at SE has a very short vision ruining a whole company. president of Syria bashar alasad, believes that his country is under control. the achievements of democratic countries did not impress him and the fall of Lebian, Egyptian, and Algerian presidents did not get him to even think twice about what is happening. it amazes me how people can be so selfish and short visioned.
Waterproof:
Great idea, where is the phone, i am in the U.S. while you are at it, let me suggest accessories. a helmet accessory that would station that phone on my helmet while i am racing... right there i can buy a phone that is weather proof records 720 p and when i am done from my athletic even i can use it as a phone. knowing SE, don't even think about that idea, and i will get an email saying we only have a shoulder accessory for now thank you for inquiring.
Closing fan websites?
xperiablog.net, um........ ?
now there are people at SE that need to be promoted,
Updates had gotten faster and better, but they still need more work
unlocking the boot loader is a great i dea
designs started becoming extra beautiful
SE website is beautiful
facebook page is great
xmor r, phone screen size EXCELENT
forum support is getting better
there many many things I can bring to the table, question is, SONY are you going to do the same Mistakes? or am i going to changes? perhaps you need to hire me, so I can get something done. how open are you to changes? how open are you to listen to your customers and fans? how open are you to realize the completion and take actions to be ahead of the curve? how open are you to realize that the Video games on cell phones are only fun the first 5 minutes but after that iphone 4s is better?
LTE, Gorilla Glass, conductive charging, Unique design, unified phone, focus on 1 - 3 phones for the whole year, interactive customer service, New logo, Battery performance, UNIQUE DESIGN, top notch camera, waterproof, why dual when you can go Quad... go in to the market with a bang and bigger bang with it's prices. Start cranking AT&T and Tmobile, Verizon and Sprint from now in the U.S. chop chop you have work to do...
I wish you the best of luck SONY and hope to see interesting phones coming from your end.
Solved!
Go to Solution.

lov2bugu, you said things the exact way I wanted to express them! It was like watching me talking to a SONY’s CEO.
I don’t really think they are not aware of the problems. SONY used to be the 27th largest company in the world, according to Forbes. They are now at the 456th place!!
They are aware of their problems and I think, the move to buy the remaining stocks from Ericsson, is a move to bounce back into the market. They found the right time, where the stock is too low and the economics around the globe don’t look promising enough. I have to recognize them, all the bad phases they went into this year … hacking attack, loss of their factory in London, global economic climate etc.
But these are not excuses good enough not to produce quality, reliable and technologically advanced goods. I think that SONY is not to blame for the bad course SE has had. I think this is what SONY wants to revert. They want to “embody” all their technology … BRAVIA engines (TV Tech), Walkman and Cybershot tech (using Carl Zeiss lenses), VAIO (Comp tech) and finally PS3. Ericsson tried to integrate them, unsuccessfully.
Overall, I thing SONY, did not have or did not attempt to have the control of SE, hence, the answer you got back from SONY “… anything related to SE must be posted on the website of SE”. I think they will bounce. Just give ‘em some time. I’m willing to give them time, but not too much though. Just because I’ve always loved this brand!

Competency Management

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