Slideshow Transcript

1. Slide 1: Developing Competency for Your People 1 www.strategimanajemen.net
2. Slide 2: Anda bisa mendownload file presentasi ini di: www.strategimanajemen.net Composed by : Yodhia Antariksa Silakan berkunjung ke www.strategimanajemen.net, sebuah blog tentang management skills, human capital dan business strategy 2 www.strategimanajemen.net
3. Slide 3: 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 3 www.strategimanajemen.net
4. Slide 4: Competency-based People Management : A Framework 4 www.strategimanajemen.net
5. Slide 5: People Management Framework based on Competency The Competency based people Strategy competency framework will Recruitment & Selection be the basis for all people Training & Performance functions and BUSINESS BUSINESS Development Management RESULTS STRATEGY serve as the \"linkage\" COMPETENCY FRAMEWORK between individual Reward Career Management Management performance and business results 5 www.strategimanajemen.net
6. Slide 6: 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 Competency is a determining factor for successful performance • The focus of competency is behavior which is an application of skills, job attitude and knowledge. 6 www.strategimanajemen.net
7. Slide 7: Definition of Competency Skill Job Attitude Knowledge Competency Observable Behavior Job Performance 7 www.strategimanajemen.net
8. Slide 8: 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. 8 www.strategimanajemen.net
9. Slide 9: 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. 9 www.strategimanajemen.net
10. Slide 10: Competency Identification Process Clarify Generate Competency Organizational Competency Identification Strategy and Models Context • Analyze Work Role and Validate, Process Refine and • Gather Data via Behavior Implement Event Interview and Focus Group • Conduct Benchmark Study 10 www.strategimanajemen.net
11. Slide 11: Examples of Competency DEFINITION 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. 11 www.strategimanajemen.net
12. Slide 12: Key Characteristics of Successful Implementation 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. 12 www.strategimanajemen.net
13. Slide 13: Key Characteristics of Successful Implementation 1. 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. 2. 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. 13 www.strategimanajemen.net
14. Slide 14: Competency-based Career Planning 14 www.strategimanajemen.net
15. Slide 15: Career Planning Flow Career Planning Career Path System Design Analysis of Employees Future Plan Implementation of Development Program 15 www.strategimanajemen.net
16. Slide 16: Defining Career Path What Is Career Path is a series of positions that Career one must go through in order to achieve Path? 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. 16 www.strategimanajemen.net
17. Slide 17: Defining Career Path Analyzing a Categorizing the Identifying position or job positions that career paths based on the require similar based on the job competency competencies family required into one job family • Career Path : Competency Categorizing the profile positions into a Vertical, Lateral (Functional and Job Family and Diagonal • Mandatory Managerial Competency) training Per Position 17 www.strategimanajemen.net
18. Slide 18: CONCEPTUAL FRAMEWORK Assessing Employee Career Plan Employee Organization Career Needs Career Needs Match? • • Assessment of the Assessment of the career type of the competency profile employee required by the position • Assessment of the • employee Assessment of the competency level organization’s need (for example via of manpower assessment center) planning 18 www.strategimanajemen.net
19. Slide 19: CONCEPTUAL FRAMEWORK Employee Development Program Employee Organization Career Needs Career Needs Match? Development Programs and Interventions Training/Workshop Special Assignment Apprenticeship in Other Company Executive On the Job Presentation Development Program Development Assignment Mentoring Job Enrichment Desk Study 19 www.strategimanajemen.net
20. Slide 20: Competency-based Training & Development 20 www.strategimanajemen.net
21. Slide 21: Competency-based Training Framework Current Competency Required competency Gap competency level of the level for certain employee position Competency Training and Assessment Development Program 21 www.strategimanajemen.net
22. Slide 22: Competency Profile Per Position Required Level Position Required Competency 1 2 3 4 5 Communication Skills Public Speaking Training & Leadership Development Training Need Analysis Manager Material Development Training Evaluation Communication Skills Interview Skills Recruitment Analytical Thinking Supervisor Understand Selection Tools Teamwork Customer Orientation 22 www.strategimanajemen.net
23. Slide 23: Competency Profile Per Position 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 Position Relevant Training Modules Requirements  Leadership I SUPERVISOR Leadership  Communication Skills I  The Art of Motivating Employees  Providing Effective Feedback  Goal Setting Technique Achievement Orientation  Work Motivation  Planning & Organizing  Continuous Self Improevement 23 www.strategimanajemen.net
24. Slide 24: Training Matrix for Competency Development Service Excellence Building Productive Motivation Training Effective Leader 1 Effective Leader 2 Creative Problem Training Title Communication Seminar Series On Becoming On Becoming Achievement for Customer Management Professional Productive Teamwork Strategic Solving Series Position Managerial Competency V Communication Skills V Leadership V Teamwork Supervisor V Achievement Orientation V Customer Focus V Job Functional Skills V Communication Skills V Leadership V Teamwork V Achievement Orientation Manager V Customer Focus V Strategic Thinking V Problem Solving & Decision Making V Job Functional Skills 24 www.strategimanajemen.net V = compulsory training
25. Slide 25: Competency-based Performance Management 25 www.strategimanajemen.net
26. Slide 26: Individual Performance Element 1. Performance Results: Hard or quantitative aspects of Individual Performance performance (result) elements has two main categories: 2. Competencies: It represents soft or qualitative aspects of performance (process) 26 www.strategimanajemen.net
27. Slide 27: Individual Performance Element 1. Performance Results Score Overall Score 2. Competencies Score Will determine the employee’s career movement, and also the reward to be earned 27 www.strategimanajemen.net
28. Slide 28: Element # 1 : Performance Results No. Main Performance Target Target to be Achieved 1 Conduct an assessment of the All employees submit their performance assessment form employee'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 28 www.strategimanajemen.net
29. Slide 29: Element # 2 : Competencies Competency : Collaboration Basic Intermediate Advanced Expert Actively listens, and clarifies Actively listens, and clarifies Actively listens, and clarifies Actively listens, and clarifies understanding understanding where required, in understanding where required, in understanding where required, in where required, in order to learn from others. order to learn from others. order to learn from others. order to learn from others. Empathise with audience and Empathise with audience and Empathise with audience and Empathise with audience and formulates formulates messages accordingly. formulates messages accordingly. formulates messages accordingly. messages accordingly. Shares resources and information. Shares resources and information. Shares resources and information. Shares resources and information. Responds promptly to other team Balances complementary strengths Actively builds internal and external Builds internal and external networks and uses members’ needs. in teams and seeks diverse networks. them to efficiently to create value. contributions and perspectives. Involves teams in decisions that Uses cross functional teams to draw Uses cross functional teams to draw upon effect them. upon skills and knowledge within skills and knowledge inside the organization. organization. Encourages co-operation rather than Builds and maintains relationships Drives and leads key relationship groups competition within the team and with across The company. across The company. key stakeholders. 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. 29 www.strategimanajemen.net
30. Slide 30: Recommended Further Readings 1. Paul Green, Building Robust Competency, John Wiley and Sons 2. David Dubois, Competency-based people Management, Black Publishing 30 www.strategimanajemen.net
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