Download - Competency-Based People Management
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DevelopingCompetency
for Your People
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www.strategimanajemen.netComposed by : Yodhia Antariksa
Silakan berkunjung ke www.strategimanajemen.net,
sebuah blog tentang management skills, human capital
dan business strategy
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ContentsContents
1. Framework for Building Competency-based People
Management System
2. Developing Competency Model
3. Competency-based Career Planning
4. Competency-based Training & Development
5. Competency-based Performance Management
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Competency-based People Competency-based People Management : A FrameworkManagement : A Framework
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People Management Framework People Management Framework based on Competencybased on Competency
Recruitment &Selection
Training & Development
PerformanceManagement
RewardManagement
CareerManagement
COMPETENCYFRAMEWORK
BUSINESSSTRATEGY
BUSINESSRESULTS
Competency based people Strategy The
competency
framework
will be the
basis for all
people
functions and
serve as the
"linkage"
between
individual
performance
and business
results
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Definition of CompetencyDefinition of Competency
CompetencyCompetency
• A combination of skills, job attitude,
and knowledge which is reflected in
job behavior that can be observed,
measured and evaluated.
• Competency is a determining factor
for successful performance
• The focus of competency is
behavior which is an application of
skills, job attitude and knowledge.
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SkillJob AttitudeKnowledge
Observable Behavior
Job Performance
Competency
Definition of CompetencyDefinition of Competency
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Competency and Job DescriptionCompetency and Job Description
• Job description looks at what, whereas competency
model focuses on how.
• Traditional job description analysis looks at elements
of the jobs and defines the job into sequences of
tasks necessary to perform the job
• Competency studies the people who do the job
well, and defines the job in terms of the
characteristics and behaviors of these people.
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Types of CompetencyTypes of Competency
Managerial competency (soft competency)
This type of competency relates to the ability to manage job
and develop an interaction with other persons. For
example : problem solving, leadership, communication, etc.
Functional competency (hard competency)
This type of competency relates to the functional capacity of
work. It mainly deals with the technical aspect of the job.
For example : market research, financial analysis, electrical
engineering, etc.
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Competency Identification ProcessCompetency Identification Process
Clarify
Organizational
Strategy and
Context
Competency
Identification
• Analyze Work Role and
Process
• Gather Data via Behavior
Event Interview and Focus
Group
• Conduct Benchmark Study
Generate
Competency
Models
Validate,
Refine and
Implement
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Examples of CompetencyExamples of CompetencyDEFINITION
Analysis/Problem Assessment—Securing relevant information and identifying key
issues and relationships from a base of information; relating and comparing data
from different sources; identifying cause-effect relationships.
KEY BEHAVIOR
• Identifying issues and problems—Recognizing major issues; identifying key facts,
trends, and issues; separating relevant from irrelevant data.
• Seeking information—Identifying/Recognizing information gaps or the need for
additional information; obtaining information by clearly describing what needs to be
known and the means to obtain it; questioning clearly and specifically to verify facts and
obtain the necessary information.
• Seeing relationships—Organizing information and data to identify/explain trends,
problems, and their causes; comparing, contrasting, and combining information; seeing
associations between seemingly independent problems or events to recognize trends,
problems, and possible cause-effect relationships.
• Performing data analysis—Organizing and manipulating quantitative data to
identify/explain trends, problems, and their causes.
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1. Alignment: Competencies impact systems that actively
support the organization’s vision, strategy, and key
capabilities.
2. Integration: Competency initiatives that produce the most
significant change are applied systemically across a range
of people development processes.
3. Distribution: Competency standards alone produce little
effect. They must be actively and relentlessly
communicated and installed with users.
Key Characteristics of Successful Key Characteristics of Successful
ImplementationImplementation
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4. Self-Directed Application: Competency systems frequently
fail because they are too complex or require an
unsustainable level of sponsorship or program support.
Implementations that work best focus on the development of
“tools” that can produce results for users with relatively little
ongoing support.
5. Acculturation: In competency systems that work, they
become part of the culture and the mindset of leaders via
repeated application and refinement over a significant period
of time.
Key Characteristics of Successful Key Characteristics of Successful
ImplementationImplementation
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Competency-based Competency-based Career PlanningCareer Planning
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Career Planning FlowCareer Planning Flow
Career Planning System Career Path
Design
Analysis of Employees Future Plan
Implementation of Development Program
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Defining Career PathDefining Career Path
Career Path is a series of positions that
one must go through in order to achieve
a certain position in the company.
The ‘path’ is based on the position
competency profile that an employee
must have to be able to hold a certain
position.
What Is Career Path?
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Analyzing a Analyzing a position or job position or job based on the based on the competency competency requiredrequired
Categorizing the Categorizing the positions that positions that require similar require similar competencies competencies into one into one job job familyfamily
Identifying Identifying career paths career paths based on the based on the job job familyfamily
Competency profile
(Functional and Managerial
Competency) Per Position
Categorizing the positions into a
Job Family
• Career Path : Vertical, Lateral
and Diagonal• Mandatory
training
Defining Career PathDefining Career Path
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CONCEPTUAL FRAMEWORK
Assessing Employee Career Plan Assessing Employee Career Plan
EmployeeCareer Needs
• Assessment of the career type of the employee
• Assessment of the employee competency level (for example via assessment center)
OrganizationCareer Needs
• Assessment of the competency profile required by the position
• Assessment of the organization’s need of manpower planning
Match?Match?
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CONCEPTUAL FRAMEWORK
Employee Development ProgramEmployee Development Program
Employee Career Needs
OrganizationCareer Needs
Match?Match?
Special Assignment
Mentoring
Executive Development Program
Job Enrichment
On the Job Development
Apprenticeship in Other Company
Presentation Assignment
Training/Workshop
Desk Study
Development Programs and InterventionsDevelopment Programs and Interventions
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Competency-based Competency-based Training & DevelopmentTraining & Development
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Competency-based Training FrameworkCompetency-based Training Framework
Required competency
level for certain position
Competency Gap
Competency Assessment
Current competency level of the employee
Training and Training and Development Development
Program Program
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Competency Profile Per PositionCompetency Profile Per Position
1 2 3 4 5
Communication Skills
Public Speaking
Leadership
Training Need Analysis
Material Development
Training Evaluation
Communication Skills
Interview Skills
Analytical Thinking
Understand Selection Tools
Teamwork
Customer Orientation
Recruitment Supervisor
Required Level
Required CompetencyPosition
Training & Development
Manager
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Position
Competency Requirements
Relevant Training Modules
Leadership
Leadership I
Communication Skills I
The Art of Motivating Employees
Providing Effective Feedback
SUPERVISOR
Achievement Orientation
Goal Setting Technique
Work Motivation
Planning & Organizing
Continuous Self Improevement
Managerial competency 1 2 3 4
Leadership Required Level
Actual Level
Achievement Orientation
Teamwork
Planning & Organizing
Functional competency 1 2 3 4
Mechanical Engineering
Mechanical Equipment Maintenance
Competency Profile Per PositionCompetency Profile Per Position
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Training Matrix for Competency DevelopmentTraining Matrix for Competency Development
Communication Skills V
Leadership V
Teamwork V
Achievement Orientation V
Customer Focus V
Job Functional Skills V
Communication Skills V
Leadership V
Teamwork V
Achievement Orientation V
Customer Focus V
Strategic Thinking V
Problem Solving & Decision Making V
Job Functional Skills V
Position Managerial Competency
Supervisor
Manager
Pro
duct
ive
Com
mun
icat
ion
Ser
ies
On
Bec
omin
g E
ffec
tive
Lead
er 1
On
Bec
omin
g E
ffec
tive
Lead
er 2
Ser
vice
Exc
elle
nce
for
Cus
tom
er
Pro
fess
iona
l S
emin
ar S
erie
s
Ach
ieve
men
t M
otiv
atio
n T
rain
ing
Cre
ativ
e P
robl
em
Sol
ving
Str
ateg
ic
Man
agem
ent
Bui
ldin
g P
rodu
ctiv
e T
eam
wor
k
V = compulsory training
Training Title
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Competency-based Competency-based Performance ManagementPerformance Management
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Individual Performance Individual Performance
elementselements
has two main has two main
categories:categories:
1. Performance Results: Hard or
quantitative aspects of
performance (result)
2. Competencies: It represents
soft or qualitative aspects of
performance (process)
Individual Performance ElementIndividual Performance Element
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1.1. Performance Results ScorePerformance Results Score
2. Competencies Score2. Competencies Score
Individual Performance ElementIndividual Performance Element
Overall ScoreOverall Score
Will determine the employee’s
career movement, and also
the reward to be earned
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No. Main Performance Target Target to beAchieved
1 Conduct an assessment of the All employees submit their performance assessment formemployee's performance on time
2 Improve the system for Target : completed 100 % performance assessment in November 2008
3 Conduct training activities Target : to conduct 6 training modules in one year
4 Carry out on the job training Target : 90 % of the total employees activities who attend the training
experience an increase in skill and knowledge
Target should be measurable and specific
Element # 1 : Performance ResultsElement # 1 : Performance Results
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Element # 2 : CompetenciesElement # 2 : Competencies
Basic Intermediate Advanced Expert
Actively listens, and clarifies understanding where required, in order to learn from others.
Actively listens, and clarifies understanding where required, in order to learn from others.
Actively listens, and clarifies understanding where required, in order to learn from others.
Actively listens, and clarifies understanding where required, in order to learn from others.
Empathise with audience and formulates messages accordingly.
Empathise with audience and formulates messages accordingly.
Empathise with audience and formulates messages accordingly.
Empathise with audience and formulates messages accordingly.
Shares resources and information. Shares resources and information. Shares resources and information. Shares resources and information.
Responds promptly to other team members’ needs.
Balances complementary strengths in teams and seeks diverse contributions and perspectives.
Actively builds internal and external networks.
Builds internal and external networks and uses them to efficiently to create value.
Involves teams in decisions that effect them.
Uses cross functional teams to draw upon skills and knowledge within organization.
Uses cross functional teams to draw upon skills and knowledge inside the organization.
Encourages co-operation rather than competition within the team and with key stakeholders.
Builds and maintains relationships across The company.
Drives and leads key relationship groups across The company.
Manages alliance relationships and complex issues such as points of competing interest.
Ensures events and systems, eg IT, for collaboration are in place and used.
Draws upon the full range of relationships (internal, external, cross The company) at critical points in marketing and negotiations.
Competency : CollaborationCompetency : Collaboration
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Recommended Further ReadingsRecommended Further Readings
1. Paul Green, Building Robust Competency, John Wiley and Sons
2. David Dubois, Competency-based people Management, Black
Publishing
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