Competency-Based People Management

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DevelopingCompetency

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ContentsContents

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


Competency-based People Competency-based People Management : A FrameworkManagement : A Framework


People Management Framework People Management Framework based on Competencybased on Competency

Recruitment &Selection

Training & Development

PerformanceManagement

RewardManagement

CareerManagement

COMPETENCYFRAMEWORK

BUSINESSSTRATEGY

BUSINESSRESULTS

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


Definition of CompetencyDefinition of Competency

CompetencyCompetency

• A combination of skills, job attitude,

and knowledge which is reflected in

job behavior that can be observed,

measured and evaluated.

• Competency is a determining factor

for successful performance

• The focus of competency is

behavior which is an application of

skills, job attitude and knowledge.


SkillJob AttitudeKnowledge

Observable Behavior

Job Performance

Competency

Definition of CompetencyDefinition of Competency


Competency and Job DescriptionCompetency 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.


Types of CompetencyTypes 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 ProcessCompetency 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


Examples of CompetencyExamples of CompetencyDEFINITION

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.


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.

Key Characteristics of Successful Key Characteristics of Successful

ImplementationImplementation


4. 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.

5. 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.

Key Characteristics of Successful Key Characteristics of Successful

ImplementationImplementation


Competency-based Competency-based Career PlanningCareer Planning


Career Planning FlowCareer Planning Flow

Career Planning System Career Path

Design

Analysis of Employees Future Plan

Implementation of Development Program


Defining Career PathDefining 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 Analyzing a position or job position or job based on the based on the competency competency requiredrequired

Categorizing the Categorizing the positions that positions that require similar require similar competencies competencies into one into one job job familyfamily

Identifying Identifying career paths career paths based on the based on the job job familyfamily

Competency profile

(Functional and Managerial

Competency) Per Position

Categorizing the positions into a

Job Family

• Career Path : Vertical, Lateral

and Diagonal• Mandatory

training

Defining Career PathDefining Career Path


CONCEPTUAL FRAMEWORK

Assessing Employee Career Plan Assessing Employee Career Plan

EmployeeCareer Needs

• Assessment of the career type of the employee

• Assessment of the employee competency level (for example via assessment center)

OrganizationCareer Needs

• Assessment of the competency profile required by the position

• Assessment of the organization’s need of manpower planning

Match?Match?


CONCEPTUAL FRAMEWORK

Employee Development ProgramEmployee Development Program

Employee Career Needs

OrganizationCareer Needs

Match?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 InterventionsDevelopment Programs and Interventions


Competency-based Competency-based Training & DevelopmentTraining & Development


Competency-based Training FrameworkCompetency-based Training Framework

Required competency

level for certain position

Competency Gap

Competency Assessment

Current competency level of the employee

Training and Training and Development Development

Program Program


Competency Profile Per PositionCompetency Profile Per Position

1 2 3 4 5

Communication Skills

Public Speaking

Leadership

Training Need Analysis

Material Development

Training Evaluation

Communication Skills

Interview Skills

Analytical Thinking

Understand Selection Tools

Teamwork

Customer Orientation

Recruitment Supervisor

Required Level

Required CompetencyPosition

Training & Development

Manager


Position

Competency Requirements

Relevant Training Modules

Leadership

Leadership I

Communication Skills I

The Art of Motivating Employees

Providing Effective Feedback

SUPERVISOR

Achievement Orientation

Goal Setting Technique

Work Motivation

Planning & Organizing

Continuous Self Improevement

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 Profile Per PositionCompetency Profile Per Position


Training Matrix for Competency DevelopmentTraining Matrix for Competency Development

Communication Skills V

Leadership V

Teamwork V

Achievement Orientation V

Customer Focus V

Job Functional Skills V

Communication Skills V

Leadership V

Teamwork V

Achievement Orientation V

Customer Focus V

Strategic Thinking V

Problem Solving & Decision Making V

Job Functional Skills V

Position Managerial Competency

Supervisor

Manager

Pro

duct

ive

Com

mun

icat

ion

Ser

ies

On

Bec

omin

g E

ffec

tive

Lead

er 1

On

Bec

omin

g E

ffec

tive

Lead

er 2

Ser

vice

Exc

elle

nce

for

Cus

tom

er

Pro

fess

iona

l S

emin

ar S

erie

s

Ach

ieve

men

t M

otiv

atio

n T

rain

ing

Cre

ativ

e P

robl

em

Sol

ving

Str

ateg

ic

Man

agem

ent

Bui

ldin

g P

rodu

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eam

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k

V = compulsory training

Training Title


Competency-based Competency-based Performance ManagementPerformance Management


Individual Performance Individual Performance

elementselements

has two main has two main

categories:categories:

1. Performance Results: Hard or

quantitative aspects of

performance (result)

2. Competencies: It represents

soft or qualitative aspects of

performance (process)

Individual Performance ElementIndividual Performance Element


1.1. Performance Results ScorePerformance Results Score

2. Competencies Score2. Competencies Score

Individual Performance ElementIndividual Performance Element

Overall ScoreOverall Score

Will determine the employee’s

career movement, and also

the reward to be earned


No. Main Performance Target Target to beAchieved

1 Conduct an assessment of the All employees submit their performance assessment formemployee'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

Element # 1 : Performance ResultsElement # 1 : Performance Results


Element # 2 : CompetenciesElement # 2 : Competencies

Basic Intermediate Advanced Expert

Actively listens, and clarifies understanding where required, in order to learn from others.




Empathise with audience and formulates messages accordingly.




Shares resources and information. Shares resources and information. Shares resources and information. Shares resources and information.

Responds promptly to other team members’ needs.

Balances complementary strengths in teams and seeks diverse contributions and perspectives.

Actively builds internal and external networks.

Builds internal and external networks and uses them to efficiently to create value.

Involves teams in decisions that effect them.

Uses cross functional teams to draw upon skills and knowledge within organization.

Uses cross functional teams to draw upon skills and knowledge inside the organization.

Encourages co-operation rather than competition within the team and with key stakeholders.

Builds and maintains relationships across The company.

Drives and leads key relationship groups across The company.

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.

Competency : CollaborationCompetency : Collaboration


Recommended Further ReadingsRecommended Further Readings

1. Paul Green, Building Robust Competency, John Wiley and Sons

2. David Dubois, Competency-based people Management, Black

Publishing


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Competency-Based People Management

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