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Developing competency

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  • 1. Developing Competency
    www.humanikaconsulting.com
  • 2. Definition of Competency
    • A combination of skills, job attitude, and knowledge which is reflected in job behavior that can be observed, measured and evaluated.
    • 3. Competency is a determining factor for successful performance
    • 4. The focus of competency is behavior which is an application of skills, job attitude and knowledge.
    Competency
  • 5. Recruitment &
    Selection
    Training &
    Development
    Performance
    Management
    COMPETENCY
    FRAMEWORK
    Reward
    Management
    Career
    Management
    People Management Framework based on Competency
    The competency framework will be the basis for all people functions and serve as the "linkage" between individual performance and business results
    Competency based people Strategy
    BUSINESS
    RESULTS
    BUSINESS
    STRATEGY
  • 6. History
    • Dates back to the late 1960’s and early 1970’s.
    • 7. Social psychologists originally interested in personality traits but found low correlation with actual job performance.
    • 8. Academic aptitude and knowledge content did not predict job performance or success.
    • 9. Competency variables were predicting job performance and were not bias to specific groups.
    • 10. 1980’s -- performance management and 360 degree feedback.
    • 11. Late 1980’s and 1990’s -- alignment, assessment, change management, and rewards
    Why?
  • 12. Why Competencies?
    • Structure and communicate the realignment of key organizational roles
    • 13. “Raise the bar” on performance
    • 14. Provide clear expectations and stable measures of success
    • 15. Offer an integrating vehicle for HC initiatives, practices and tools
    • 16. Provide a more focused method for selection, development, performance management, rewards, etc.
    5
  • 17. Iceberg Model of Competency
    Melakukan tugas-tugas fisik atau mental
    Skill
    Informasi / ilmu yang dimiliki tentang area yang spesifik.
    Knowledge
    Surface – most easily to develop
    Self-Concept
    Sikap, nilai-nilai, atau self-image
    Trait
    Karakteristik fisik & respon yg konsisten terhadap situasi/informasi
    Core Personality – most difficult to develop
    Hal yg mendorong dan mengarahkan utk melakukan sesuatu
    Motive
  • 18. 28/06/2010
    niken wulandari
    CORE
    LEADERSHIP/
    MANAGERIAL
    SPECIFIC
  • 19. Our Approach
    Business Strategy
    Vision Mission Values Competitive Strategy
    HR Strategy
    Culture People Organization Process Technology
    Competency Modeling
    Organizational
    Team/Process
    Role/Job
    Competency-Based HR Programs
    Assessment
    Recruiting,
    Selection,
    Deployment
    Development
    &
    Training
    Performance
    Management
    Rewards
  • 20. Core/Organizational Competencies
    Required for excellent performance across all levels and functions
    Leadership and Process Competencies
    Success factors that differentiate performance across levels or functions
    (e.g. First-Level, Middle, Executive)
    Function-Specific Competencies
    Success factors that distinguish functional groups
    Finance
    Human Resources
    Marketing
    Information Systems
    Purchasing
    Sales
    Legal
    Customer Service
    Model of Competency
  • 21. What Are Competencies?
    Example Core Competency:
    Results/ Quality Orientation
    Drives to complete work product within deadlines and within performance standards to achieve superior value for the business.
    Competency:
    Definition:
    Behaviors:
    • Sets high standards for the quality of own and other’s work.
    • 22. Adopts or develops techniques for quality assurance and organizational excellence
    • 23. Anticipates problems that may interfere with the quality of results or goal achievement and develops possible ways of overcoming them.
    • 24. Holds people responsible for checking the accuracy of their work and the work of others.
  • What Are Competencies?
    Example Leadership Competency:
    Developing People
    Champions continuous learning, recognizes employee development needs and opportunities, provides on-going feedback and coaching.
    Competency:
    Definition:
    Behaviors:
    • Recognizes and rewards accomplishments within the organization.
    • 25. Provides challenging and stretching assignments globally for employees.
  • What Are Competencies?
    Example Function-Specific Competency:
    Financial Analysis/ Planning
    Uses key financial information to evaluate and select optimal solutions for the company and identifies financial problems and opportunities.
    Competency:
    Definition:
    • Provides timely and accurate data for financial planning/ analysis.
    • 26. Uses standards business and financial analysis instruments and tools in planning.
    • 27. Analyzes and solves complex financial transactions and problems.
    Behaviors:
  • 28. Tahap 1.
    Data Gathering
    & Preparation
    Tahap 2.
    Data
    Analysis
    Tahap 3.
    Validation
    Develop Competency Model
  • 29. Data required
    Develop Competency Model… (cont’d)
    Tahap 1.
    Data Gathering
    & Preparation
    Competency
    Core Competencies
    Company’s Vision, Mission, Goals & Strategic Planning
    Leadership Competencies
    Job-related information (Job Spec. Job Desc.); Decision making role & authority process troughout the company; Organization Chart
    Specific / Distinguished Competencies
    Job-related information; Org-chart
  • 30. Pelajari + Pilah Data
    Tahap 1.
    Data Gathering
    & Preparation
    Job Desc. & Job Spec
    Identifikasikompetensi
    Crosscheck
    360 Degrees
    Competency Model
    VisidanMisi
  • 31. Tahap 1.
    Methods usually used for gathering competency data :
    Job Analysis – Job Requirements, List of tasks, Job Responsibility & Purpose, Relationship to other Job.
    Behavioral Event Interview – Captured specific evident that shows critical characteristics of top performer
    Critical Incident Observation
  • 32. Tahap 2.
    Data
    Analysis
    Internal Consistency
    Competency Review
    Validity vs other jobs
    Top Management meetings
    Competency Dictionary
    Leveling Competency
  • 33. Tahap 3.
    Validation
    Focus Group Discussion
    Validation exercise
    Refine and redefine competency definition & leveling if necessary
    4.Top management workshop to finalize competency model and definition
  • 34. Competency Dictionary
    Things to be considered for developing competency dictionary :
    Definition
    Dimensions
    Proficiency levels or scales
  • 35. Competency Dictionary
    1. Definition
    Description of behavior or skills or characteristics
    Use reference of other competency dictionary
    Benchmark with other typical industry
  • 36. Competency Dictionary
    2. Dimensions
    Intensity or completeness of action
    Size of impact
    Complexity
    Amount of effort
  • 37. Competency Dictionary
    3. Proficiency levels or scales
    (usually consist of 3 up to 7 levels)
    Exposed
    Development
    Proficient
    Mastery
    Expert
     disesuaikan / diterjemahkankedalamdefinisikompetensi
  • 38.
  • 39.
  • 40.
  • 41. Develop the Model
    Elements of a Good Model
    • Focuses on the critical differences of top performers -- not everything in the job or about the person
    • 42. Simple structure -- 6 to 9 key competency clusters
    • 43. Uses language unique to the company and tied to core vision and values
    • 44. Specific, observable indicators of the competencies that can be reliably assessed
    • 45. Focuses attention, easy to remember, action-oriented
  • Validate, Finalize and Link to Applications
    • Ensure that the competencies fit the organization’s culture
    • 46. Gain commitment from top management
    • 47. Utilize focus groups and/or surveys to validate model
    • 48. Communicate the model to employees
    • 49. Link to HR applications
    • 50. Selection/Assessment
    • 51. Performance Management
    • 52. 360 Degree Feedback
    • 53. Training & Development
    • 54. Succession Planning
    • 55. Pay
  • How Competency ?
    KonsepKompetensi:
    Definisidanlevelling yang kurangspesifik mispersepsi/misinterpretasi.
    perilaku yang tampakdantidakpadaintensi / karakteristik yang mendorongperilaku (potensial).
    bersifat ideal dantidakberdasarkan data kongkret sulit
  • 56. How Competency ?
    PenerapanKompetensi
    MinimnyaKomitmen Top Management.
    MinimnyaSosialisasi tidakpaham.
    Dipandangsebagai program dari SDM
    Kompetensisulitberkembang karakteristik yang sudahterbentuk
    PengukuranKompetensi yang kurangobyektif.
  • 57. BERKARYA untuk
    1NDONESIA