Competency-Based People Management

Developing Competency for Your People
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Composed by : Yodhia Antariksa
Silakan berkunjung ke www.strategimanajemen.net, sebuah blog tentang management skills, human capital dan business strategy
Contents
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
Competency-based People Management : A Framework
People Management Framework based on Competency

Competency based people Strategy
The
Recruitment & Selection
BUSINESS STRATEGY
Training & Development
Performance Management
BUSINESS RESULTS
COMPETENCY FRAMEWORK
Reward Management
Career Management
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 Competency
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.
Competency
Definition of Competency
Skill Job Attitude Knowledge Competency
Observable Behavior
Job Performance
Competency 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.
Types 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.
Competency Identification Process

Clarify Organizational Strategy and Context
Competency Identification
Generate Competency Models
Analyze Work Role and Process Gather Data via Behavior Event Interview and Focus Group Validate, Refine and Implement
Conduct Benchmark Study

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Examples of Competency
DEFINITION Analysis/Problem AssessmentSecuring 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 problemsRecognizing major issues; identifying key facts, trends, and issues; separating relevant from irrelevant data. Seeking informationIdentifying/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 relationshipsOrganizing 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 analysisOrganizing and manipulating quantitative data to identify/explain trends, problems, and their causes. www.strategimanajemen.net
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Key Characteristics of Successful Implementation

1. Alignment: Competencies impact systems that actively support the organizations 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 Implementation

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.
Competency-based Career Planning
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Career Planning Flow

Career Planning System
Career Path Design Analysis of Employees Future Plan Implementation of Development Program
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Defining Career Path

What Is 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.
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Defining Career Path

Analyzing a position or job based on the competency required Categorizing the positions that require similar competencies into one job family Identifying career paths based on the job family
Competency profile (Functional and Managerial Competency) Per Position www.strategimanajemen.net
Categorizing the positions into a Job Family
Career Path : Vertical, Lateral and Diagonal Mandatory training
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CONCEPTUAL FRAMEWORK
Assessing Employee Career Plan

Employee Career Needs Match? Assessment of the career type of the employee Assessment of the employee competency level (for example via assessment center) Organization Career Needs Assessment of the competency profile required by the position Assessment of the organizations need of manpower planning
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CONCEPTUAL FRAMEWORK
Employee Development Program

Employee Career Needs Match? Development Programs and Interventions
Special Assignment Apprenticeship in Other Company On the Job Development Job Enrichment Training/Workshop
Organization Career Needs
Executive Development Program Mentoring
Presentation Assignment Desk Study
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Competency-based Training & Development
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Competency-based Training Framework

Current competency level of the employee Competency Gap Required competency level for certain position
Competency Assessment
Training and Development Program
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Competency Profile Per Position
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Competency Profile Per Position
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Training Matrix for Competency Development

Training Title
www.strategimanajemen.net V = compulsory training
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Competency-based Performance Management
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Individual Performance Element
Individual Performance elements has two main categories:
1. Performance Results: Hard or quantitative aspects of performance (result)
2. Competencies: It represents soft or qualitative aspects of performance (process)
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Individual Performance Element

1. Performance Results Score
Overall Score
2. Competencies Score
Will determine the employees career movement, and also the reward to be earned
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Element # 1 : Performance Results
Target should be measurable and specific

Element # 2 : Competencies
Competency : Collaboration
Basic Actively listens, and clarifies understanding where required, in order to learn from others. Empathise with audience and formulates messages accordingly. Shares resources and information. Intermediate Actively listens, and clarifies understanding where required, in order to learn from others. Empathise with audience and formulates messages accordingly. Shares resources and information. Advanced Actively listens, and clarifies understanding where required, in order to learn from others. Empathise with audience and formulates messages accordingly. Shares resources and information. Expert Actively listens, and clarifies understanding where required, in order to learn from others. Empathise with audience and formulates messages accordingly. Shares resources and information.
Responds promptly to other team members needs.
Balances complementary strengths in teams and seeks diverse contributions and perspectives.
Involves teams in decisions that effect them. Encourages co-operation rather than competition within the team and with key stakeholders.
Actively builds internal and external networks.

Uses cross functional teams to draw upon skills and knowledge within organization. Builds and maintains relationships across The company.
Builds internal and external networks and uses them to efficiently to create value.
Uses cross functional teams to draw upon skills and knowledge inside the organization. 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.
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Recommended 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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The Right Destination for Smart people
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Competency-Based People Management

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Developing Competency for Your People

Anda bisa mendownload file presentasi ini di:

2. Developing Competency Model

Competency-based People Management : A Framework

People Management Framework based on Competency

Recruitment & Selection

Training & Development

Competency and Job Description

of the jobs and defines the job into sequences of

well, and defines the job in terms of the

Functional competency (hard competency)

For example : market research, financial analysis, electrical

Competency Identification Process

Generate Competency Models

Conduct Benchmark Study

Key Characteristics of Successful Implementation

Key Characteristics of Successful Implementation

fail because they are too complex or require an

become part of the culture and the mindset of leaders via

Competency-based Career Planning

Career Planning Flow

Defining Career Path

Defining Career Path

Competency profile (Functional and Managerial Competency) Per Position www.strategimanajemen.net

Categorizing the positions into a Job Family

Career Path : Vertical, Lateral and Diagonal Mandatory training

Assessing Employee Career Plan

Employee Development Program

Organization Career Needs

Executive Development Program Mentoring

Presentation Assignment Desk Study

Competency-based Training & Development

Competency-based Training Framework

Training and Development Program

Competency Profile Per Position

Competency Profile Per Position

Training Matrix for Competency Development

www.strategimanajemen.net V = compulsory training

Competency-based Performance Management

Individual Performance Element

Individual Performance elements has two main categories:

1. Performance Results: Hard or quantitative aspects of performance (result)

2. Competencies: It represents soft or qualitative aspects of performance (process)

Individual Performance Element

Element # 1 : Performance Results

Target should be measurable and specific

Responds promptly to other team members needs.

Actively builds internal and external networks.

Recommended Further Readings

2. David Dubois, Competency-based people Management, Black Publishing

Jika Anda menyukai presentasi ini, silakan berkunjung ke

www.strategimanajemen.net secara reguler untuk

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