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Developing Competency for Your People
Anda bisa mendownload file presentasi ini di : www.strategimanajemen.net Composed by : Yodhia Antariksa Silakan berkunjung...
Contents <ul><li>Framework for Building Competency-based People Management System </li></ul><ul><li>Developing Competency ...
Competency-based People Management : A Framework
People Management Framework based on Competency BUSINESS STRATEGY BUSINESS RESULTS Competency based people Strategy The co...
Definition of Competency Competency <ul><li>A combination of skills, job attitude, and knowledge which is reflected in  jo...
Skill Job Attitude Knowledge Observable Behavior  Job Performance  Competency Definition of Competency
Competency and Job Description <ul><li>Job description looks at  what , whereas competency model focuses on  how .  </li><...
Types of Competency Managerial competency  (soft competency) This type of competency relates to the ability to manage job ...
Competency Identification Process Clarify Organizational Strategy and Context Competency Identification <ul><li>Analyze Wo...
Examples of Competency <ul><li>DEFINITION </li></ul><ul><li>Analysis/Problem Assessment — Securing relevant information an...
<ul><li>Alignment :  Competencies impact systems that actively support the organization’s vision, strategy, and key capabi...
<ul><li>Self-Directed   Application : Competency systems frequently fail because they are too complex or require an unsust...
Competency-based  Career Planning
Career Planning Flow Career Planning System  Career Path Design Analysis of Employees Future Plan Implementation of Develo...
Defining Career Path Career Path is a series of positions that one must go through in order to achieve a certain position ...
Analyzing a  position or job based on the  competency required Categorizing the positions that require similar  competenci...
CONCEPTUAL FRAMEWORK Assessing Employee Career Plan  Employee Career Needs  <ul><li>Assessment of the  career type of the ...
CONCEPTUAL FRAMEWORK Employee Development Program Employee  Career Needs Organization Career Needs Match? Special Assignme...
Competency-based Training & Development
Competency-based Training Framework Required competency  level for certain position  Competency Gap Competency Assessment ...
Competency Profile Per Position
Competency Profile Per Position
Training Matrix for Competency Development V = compulsory training  Training Title
Competency-based Performance Management
Individual Performance elements has two main categories: 1. Performance Results : Hard or quantitative aspects of performa...
<ul><li>Performance Results Score </li></ul>2. Competencies Score Individual Performance Element Overall Score Will determ...
Target should be measurable and specific Element # 1 : Performance Results
Element # 2 : Competencies Competency : Collaboration Draws upon the full range of relationships (internal, external, cros...
Recommended Further Readings <ul><li>Paul Green,  Building Robust Competency,  John Wiley and Sons </li></ul><ul><li>David...
Jika Anda menyukai presentasi ini, silakan berkunjung ke  www.strategimanajemen.net   secara reguler  untuk memperoleh ide...
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Manajemen SDM - Slide Presentasi

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Slide presentasi yang amat menarik tentang proses pengembangan kompetensi SDM

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Manajemen SDM - Slide Presentasi

  1. 1. Developing Competency for Your People
  2. 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
  3. 3. Contents <ul><li>Framework for Building Competency-based People Management System </li></ul><ul><li>Developing Competency Model </li></ul><ul><li>Competency-based Career Planning </li></ul><ul><li>Competency-based Training & Development </li></ul><ul><li>Competency-based Performance Management </li></ul>
  4. 4. Competency-based People Management : A Framework
  5. 5. 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 &quot;linkage&quot; between individual performance and business results Recruitment & Selection Training & Development Performance Management Reward Management Career Management COMPETENCY FRAMEWORK
  6. 6. Definition of Competency Competency <ul><li>A combination of skills, job attitude, and knowledge which is reflected in job behavior that can be observed, measured and evaluated. </li></ul><ul><li>Competency is a determining factor for successful performance </li></ul><ul><li>The focus of competency is behavior which is an application of skills, job attitude and knowledge. </li></ul>
  7. 7. Skill Job Attitude Knowledge Observable Behavior Job Performance Competency Definition of Competency
  8. 8. Competency and Job Description <ul><li>Job description looks at what , whereas competency model focuses on how . </li></ul><ul><li>Traditional job description analysis looks at elements of the jobs and defines the job into sequences of tasks necessary to perform the job </li></ul><ul><li>Competency studies the people who do the job well , and defines the job in terms of the characteristics and behaviors of these people. </li></ul>
  9. 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.
  10. 10. Competency Identification Process Clarify Organizational Strategy and Context Competency Identification <ul><li>Analyze Work Role and Process </li></ul><ul><li>Gather Data via Behavior Event Interview and Focus Group </li></ul><ul><li>Conduct Benchmark Study </li></ul>Generate Competency Models Validate, Refine and Implement
  11. 11. Examples of Competency <ul><li>DEFINITION </li></ul><ul><li>Analysis/Problem Assessment — Securing relevant information and identifying key </li></ul><ul><li>issues and relationships from a base of information; relating and comparing data </li></ul><ul><li>from different sources; identifying cause-effect relationships. </li></ul><ul><li>KEY BEHAVIOR </li></ul><ul><li>Identifying issues and problems —Recognizing major issues; identifying key facts, trends, and issues; separating relevant from irrelevant data. </li></ul><ul><li>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. </li></ul><ul><li>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. </li></ul><ul><li>Performing data analysis —Organizing and manipulating quantitative data to identify/explain trends, problems, and their causes. </li></ul>
  12. 12. <ul><li>Alignment : Competencies impact systems that actively support the organization’s vision, strategy, and key capabilities. </li></ul><ul><li>Integration : Competency initiatives that produce the most significant change are applied systemically across a range of people development processes. </li></ul><ul><li>Distribution : Competency standards alone produce little effect. They must be actively and relentlessly communicated and installed with users. </li></ul>Key Characteristics of Successful Implementation
  13. 13. <ul><li>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. </li></ul><ul><li>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. </li></ul>Key Characteristics of Successful Implementation
  14. 14. Competency-based Career Planning
  15. 15. Career Planning Flow Career Planning System Career Path Design Analysis of Employees Future Plan Implementation of Development Program
  16. 16. 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?
  17. 17. 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 <ul><li>Career Path : Vertical, Lateral and Diagonal </li></ul><ul><li>Mandatory training </li></ul>Defining Career Path
  18. 18. CONCEPTUAL FRAMEWORK Assessing Employee Career Plan Employee Career Needs <ul><li>Assessment of the career type of the employee </li></ul><ul><li>Assessment of the employee competency level (for example via assessment center ) </li></ul>Organization Career Needs <ul><li>Assessment of the competency profile required by the position </li></ul><ul><li>Assessment of the organization’s need of manpower planning </li></ul>Match?
  19. 19. 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
  20. 20. Competency-based Training & Development
  21. 21. Competency-based Training Framework Required competency level for certain position Competency Gap Competency Assessment Current competency level of the employee Training and Development Program
  22. 22. Competency Profile Per Position
  23. 23. Competency Profile Per Position
  24. 24. Training Matrix for Competency Development V = compulsory training Training Title
  25. 25. Competency-based Performance Management
  26. 26. 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
  27. 27. <ul><li>Performance Results Score </li></ul>2. Competencies Score Individual Performance Element Overall Score Will determine the employee’s career movement, and also the reward to be earned
  28. 28. Target should be measurable and specific Element # 1 : Performance Results
  29. 29. 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
  30. 30. Recommended Further Readings <ul><li>Paul Green, Building Robust Competency, John Wiley and Sons </li></ul><ul><li>David Dubois, Competency-based people Management , Black Publishing </li></ul>
  31. 31. Jika Anda menyukai presentasi ini, silakan berkunjung ke www.strategimanajemen.net secara reguler untuk memperoleh ide-ide segar tentang manajemen dan strategi bisnis. www.strategimanajemen.net The Right Destination for Smart people Jika Anda ingin menggunakan slide ini, mohon sebutkan sumbernya, yakni : www.strategimanajemen.net

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