people management based on competencies at banco … · management based on competencies depes...

Management based on Competencies

Depes – Departamento de Gestão de Pessoas e Organização

People Management Based on Competencies at

Banco Central do Brasil



Our Business

Human Resources Management(focus: positions and career)

People Management(focus: attract, retain and develop competencies)

Human Resources Management(focus: positions and career)

People Management(focus: attract, retain and develop competencies)

Cultural Change in Management



Competency Concept

expressed by performance able to add value to the organization and its stakeholders

expressed by performance able to add value to the organization and its stakeholders

Capabilities(knowledge abilities attitudes)

systematically observed in people



Performance

Knowledge Knowing

Abilities Knowing how

AttitudesWillingness to doTo be

ResultadosValue to Organization



Diagnosis of the Current People Management Model

• Existing information systems don’t allow an integrated analysis of the organizational needs on people selection, positioning, acknowledgement and development.

• Organizational culture acknowledges decisions focused on processes and departments and not on the organization as a whole.

• Decisions related to the main processes of people management are based on managers’ subjective criteria.



Diagnosis of the Current People Management Model

Lack of established criteria, defined and measured systematically and

transparently throughout the Organization

Lack of established criteria, defined and measured systematically and

transparently throughout the Organization

Jeopardizes the effectiveness of people management processes

Jeopardizes the effectiveness of people management processes



Competencies X Challenges X Performance

Challenges level

Com

pete

nci e

s por

t fol

i o

Successful performance depends on challenges suitable to employee’s competencies

Competencies development, quality of lifeDiscouragementDisappointment Anxiety

Uncertainty Stress Puzzlement



Goal

To promote decision making on people management, based on established

and transparent criteria, that maximize good use and development of the human potential on behalf of the

institutional mission and organizational development

To promote decision making on people management, based on established

and transparent criteria, that maximize good use and development of the human potential on behalf of the

institutional mission and organizational development



ATRACT ATRACT COMPETENCIESCOMPETENCIES

MANAGE /MANAGE /RETAIN RETAIN

COMPETENCIESCOMPETENCIES

DEVELOPDEVELOPCOMPETENCIESCOMPETENCIES

Recruitment

Selection

Payment

Acknowledgment

Assessment

Succession / career

Positioning

Repositioning

Training

Development

CommunicationCommunication

PlanningPlanning

Regulation

Regulation

Relatio

nship w

ith

Relatio

nship w

ith

employe

es

employe

es

Personnel

Personnel

Administration

Administration

System

s

System

s

HR Integrated ActionsHR Integrated Actions

HR Integrated ActionsHR Integrated Actions



Vision of FutureVision of Future

StrategyStrategy

MissionMission

OrganizationalCompetencies

OrganizationalCompetencies

GenericCompetencies

GenericCompetencies

SpecificCompetencies

SpecificCompetenciesPr

ofes

sion

al

Com

pete

ncie

s



Generic Competencies

• Usually associated with attitudes.• More difficult to assess and develop.• Define “how” people do their job.• Difficult to develop through training, it

depends on personal development.

• Usually associated with attitudes.• More difficult to assess and develop.• Define “how” people do their job.• Difficult to develop through training, it

depends on personal development.



Specific Competencies

• Usually associated with knowledge and abilities.

• Deal with “what” people do in their jobs.• Easier to obtain.

• Usually associated with knowledge and abilities.

• Deal with “what” people do in their jobs.• Easier to obtain.



Generic and Specific Competencies

Specifics Generics

Good performance requires a balanced combination of generic and specific

competencies, weighting job position responsibilities.



Generic Competencies - Example

Spoken CommunicationExpress ideas in logical, objective and clear speech. Checks the comprehension of sent and received messages. Listen and understand messages and its context. Adjust speech considering audience and content discussed. Argues coherently using feedback adequately to improve communication and settle diverse points of view.

Spoken CommunicationExpress ideas in logical, objective and clear speech. Checks the comprehension of sent and received messages. Listen and understand messages and its context. Adjust speech considering audience and content discussed. Argues coherently using feedback adequately to improve communication and settle diverse points of view.



Specific Competencies - Example

Internal Consulting on People ManagementLevel 4 (maximum):

Provide consultancy on any field related to people management at Banco Central. Evaluate and promote improvements and innovations on methods and techniques of internal consulting on people management applied to Banco Central. Promote integration between business units, job processes and areas, focusing on the organization as a system and its effectiveness to society as a priority.

Internal Consulting on People ManagementLevel 4 (maximum):

Provide consultancy on any field related to people management at Banco Central. Evaluate and promote improvements and innovations on methods and techniques of internal consulting on people management applied to Banco Central. Promote integration between business units, job processes and areas, focusing on the organization as a system and its effectiveness to society as a priority.



Specific Competencies - Example

Internal Consulting on People ManagementAttributes

(knowledge and abilities related to the competency)

Internal Consulting on People ManagementAttributes

(knowledge and abilities related to the competency)

General Administration People ManagementInternal Consulting Organizational ChangeSIARH – Manager Depes - Structure and FunctioningInternal Regulation on People ManagementBasic Law on Public Sector’ People Management



JOP POSITION

Competency 1

COMPETENCIES

Competency 2

Competency ...

Competency n

10

WEIGHT

9

6

Attribute 1 10

Attribute ... 9

Attribute n 7

ATTRIBUTESWEIGHT

EMPLOYEE

COMPETENCIES

Competency 1

Competency 2

Competency ...

Competency nX

REQUIRED LEVELS

3

2

2

DELIVERED LEVELS

2

2

3

Attribute 1

Attribute ...

Attribute n

ATTRIBUTES

LEVEL OF PROFICIENCY

2

2

3

Competency Gap



COMPETENCIES NEED

Gap Analysis

Competencies required by a job

position

A

B

C

D

E

F

A

B

C

D

E

F

A

B

C

D

E

F

A

B

C

D

E

F

A

B

C

D

E

F

JOÃ

O

MA

RIA

PED

RO

CA

RLA

XXXX

DEVELOPMENT

RECRUITMENT and SELECTION

INTERNALLY

EXTERNALLY

REPOSITIONING and SUCCESSION

EXAMS

Competency Gap



The ChangeTraditional Careers

• Focused on sector or department tasks• Specialized functions associated with rigid organizational structure• Weak relation between the added value to organization, the professional development and the acknowledgement and payment

Management by Competencies• Focused on added value by each employee to organizational goals• Professional career with generalist base, driven to multi-specialization and flexible organizational structure• Deep correspondence between added value, professional development and career



People Management by Competencies•Recruitment and Selection: public contest (exams) to fulfill competencies gap and get strategic competencies needed to reach Vision•Employees Positioning: based on competencies •Repositioning policy: based on competencies, driven to promote job rotation, develop systemic thought and performance aligned with organizational goals•Assessment, Acknowledgement e Commissioning: based on technical and managerial competencies “delivered”, stimulating and acknowledging competencies development•Training and Development: to fulfill gaps, spread/share knowledge and develop new/strategic competencies



Competencies Model Implementation Project

1. Training of the responsible team at DEPES2. Involvement of top management, department heads,

and Banco Central as a whole3. Identification and description (mapping) of generic

competencies needed by Banco Central4. Identification and description of specific

competencies needed by each area of Banco Central5. Acquisition of an Enterprise Resource Planning

(E.R.P.) and customization of the management by competencies module

Goals to Accomplish




6. Development and implementation of employees’competencies assessment system at Banco Central

7. Data crossing driving the decision making process concerning selection, positioning, repositioning, and corporate education

In the Future• Integration with performance assessment system to

drive acknowledgement and pay • Development of a knowledge management and

organizational learning institutional policy

Goals to Accomplish




1. Ongoing mapping of generic competencies of Banco Central

2. Mapping method of specific competencies has been developed, tested and replaced...

3. E.R.P. in acquisition process4. Ongoing mapping of specific competencies in

some departments5. Hiring of specialized consultancy is being looked

into6. Theoretical model under analysis and adjustment7. Ongoing communication plan

Current Stage



People Management Based on Competencies at

Banco Central do Brasil



Organizational Competency Concept

Features that allow organizations permanent enhancement of its actions in the accomplishment of their mission and vision of future.

(similar to the Prahalad & Hamel’s Core Competence concept)



Professional Competency Concept

Competencies set people ought to have or develop so that organization may express its organizational competencies

people management based on competencies at banco … · management based on competencies depes...

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