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Framework for Building Competency-based People Management System
Developing Competency Model
Competency-based Career Planning
Competency-based Training & Development
Competency-based Performance Management
Competency-based People Management : A Framework
People Management Framework based on Competency BUSINESS STRATEGY BUSINESS RESULTS 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 Recruitment & Selection Training & Development Performance Management Reward Management Career Management COMPETENCY FRAMEWORK
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
Analyze Work Role and Process
Gather Data via Behavior Event Interview and Focus Group
Conduct Benchmark Study
Generate Competency Models Validate, Refine and Implement
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.
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.
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.
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.
Career Planning Flow Career Planning System Career Path Design Analysis of Employees Future Plan Implementation of Development Program
Defining 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?
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 Categorizing the positions into a Job Family
Career Path : Vertical, Lateral and Diagonal
Defining Career Path
CONCEPTUAL FRAMEWORK Assessing Employee Career Plan Employee Career Needs
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 organization’s need of manpower planning
CONCEPTUAL FRAMEWORK Employee Development Program Employee Career Needs Organization Career Needs 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 Interventions
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
2. Competencies Score Individual Performance Element Overall Score Will determine the employee’s career movement, and also the reward to be earned
Target should be measurable and specific Element # 1 : Performance Results
Element # 2 : Competencies Competency : Collaboration Draws upon the full range of relationships (internal, external, cross The company) at critical points in marketing and negotiations. Ensures events and systems, eg IT, for collaboration are in place and used. Manages alliance relationships and complex issues such as points of competing interest. Drives and leads key relationship groups across The company. Builds and maintains relationships across The company. Encourages co-operation rather than competition within the team and with key stakeholders. Uses cross functional teams to draw upon skills and knowledge inside the organization. Uses cross functional teams to draw upon skills and knowledge within organization. Involves teams in decisions that effect them. Builds internal and external networks and uses them to efficiently to create value. Actively builds internal and external networks. Balances complementary strengths in teams and seeks diverse contributions and perspectives. Responds promptly to other team members’ needs. Shares resources and information. Shares resources and information. Shares resources and information. Shares resources and information. 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. 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. Expert Advanced Intermediate Basic
Paul Green, Building Robust Competency, John Wiley and Sons
David Dubois, Competency-based people Management , Black Publishing
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