Developing competency

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Developing competency

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

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