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Developing Competencywww.humanikaconsulting.com1

Why?HistoryDates back to the late 1960s and early 1970s.Social psychologists originally interested in personality traits but found low correlation with actual job performance.Academic aptitude and knowledge content did not predict job performance or success.Competency variables were predicting job performance and were not bias to specific groups.1980s -- performance management and 360 degree feedback.Late 1980s and 1990s -- alignment, assessment, change management, and rewards

3333Competency variables that are MEASURABLE were not biased to a particular group of people; unlike personality and/or technical knowledge.HR StrategyCulture People Organization Process TechnologyCompetency ModelingOrganizationalTeam/ProcessRole/JobBusiness StrategyVision Mission Values Competitive StrategyCompetency-Based HR ProgramsAssessment

Recruiting, Selection, DeploymentDevelopment&TrainingPerformanceManagementRewardsOur ApproachCompetency Models aligned w/ HR strategy which is aligned w/ Business strategy. Once that occurs, the model can be applied to different HR programs that benefit either at the organizational, team or role level or all three. (I.e., performance mgmt system benefits the individual in development & growth, whereas recruiting & selection benefit the organization. All these areas work together to ultimately drive the business strategy.Why Competencies?Structure and communicate the realignment of key organizational rolesRaise the bar on performance Provide clear expectations and stable measures of successOffer an integrating vehicle for HC initiatives, practices and toolsProvide a more focused method for selection, development, performance management, rewards, etc. 5Competencies raise the bar because they mirror behaviors of successful individuals.Clear expectations because competencies are measurable.Iceberg Model of Competency

KnowledgeSelf-ConceptTraitMotiveMelakukan tugas-tugas fisik atau mentalInformasi / ilmu yang dimiliki tentang area yang spesifik.Sikap, nilai-nilai, atau self-imageKarakteristik fisik & respon yg konsisten terhadap situasi/informasiHal yg mendorong dan mengarahkan utk melakukan sesuatuSkillCore Personality most difficult to developSurface most easily to develop628/06/2010niken wulandari

CORELEADERSHIP/MANAGERIALSPECIFICLeadership and Process CompetenciesSuccess factors that differentiate performance across levels or functions (e.g. First-Level, Middle, Executive)Function-Specific CompetenciesSuccess factors that distinguish functional groupsSalesLegalCustomer ServiceMarketingInformation SystemsHuman ResourcesFinancePurchasingCore/Organizational CompetenciesRequired for excellent performance across all levels and functionsModel of Competency What Are Competencies?Sets high standards for the quality of own and others work.Adopts or develops techniques for quality assurance and organizational excellence Anticipates problems that may interfere with the quality of results or goal achievement and develops possible ways of overcoming them.Holds people responsible for checking the accuracy of their work and the work of others.Results/ Quality Orientation

Drives to complete work product within deadlines and within performance standards to achieve superior value for the business.Competency:Behaviors:Definition:Example Core Competency:This competency can be demonstrated at any level across the organization.What Are Competencies?Recognizes and rewards accomplishments within the organization.Provides challenging and stretching assignments globally for employees.Developing People

Champions continuous learning, recognizes employee development needs and opportunities, provides on-going feedback and coaching.Competency:Behaviors:Definition:Example Leadership Competency:Skill that a leader may demonstrate; whereas an employee may work independently within a functional area and wouldnt have this type of responsibility.What Are Competencies?Provides timely and accurate data for financial planning/ analysis.Uses standards business and financial analysis instruments and tools in planning.Analyzes and solves complex financial transactions and problems.Financial Analysis/ Planning

Uses key financial information to evaluate and select optimal solutions for the company and identifies financial problems and opportunities.Competency:Behaviors:Definition:Example Function-Specific Competency:Specific behaviors that apply to a position similar to a financial planner within the Finance function.Develop Competency ModelTahap 1.Data Gathering & PreparationTahap 2.Data AnalysisTahap 3.Validation

13Develop Competency Model (contd)Tahap 1.Data Gathering & PreparationSpecific / Distinguished CompetenciesJob-related information; Org-chartLeadership CompetenciesJob-related information (Job Spec. Job Desc.); Decision making role & authority process troughout the company; Organization ChartCore CompetenciesCompanys Vision, Mission, Goals & Strategic PlanningCompetencyData required

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Pelajari + Pilah DataJob Desc. & Job SpecVisi dan MisiIdentifikasi kompetensiCrosscheck 360 DegreesCompetency ModelTahap 1.Data Gathering & Preparation15

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 performerCritical Incident Observation

Tahap 1.16

Tahap 2.Data AnalysisCompetency ReviewCompetency DictionaryLeveling CompetencyInternal ConsistencyValidity vs other jobsTop Management meetings17

Focus Group DiscussionValidation exercise Refine and redefine competency definition & leveling if necessary4.Top management workshop to finalize competency model and definition

Tahap 3.Validation

18Competency Dictionary

Things to be considered for developing competency dictionary :

DefinitionDimensionsProficiency levels or scales

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Competency Dictionary1. DefinitionDescription of behavior or skills or characteristicsUse reference of other competency dictionaryBenchmark with other typical industry20Competency Dictionary

2. DimensionsIntensity or completeness of actionSize of impactComplexityAmount of effort21

Competency Dictionary3. Proficiency levels or scales (usually consist of 3 up to 7 levels)Exposed Development ProficientMasteryExpert disesuaikan / diterjemahkan ke dalam definisi kompetensi

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Develop the ModelElements of a Good Model

Focuses on the critical differences of top performers -- not everything in the job or about the personSimple structure -- 6 to 9 key competency clustersUses language unique to the company and tied to core vision and valuesSpecific, observable indicators of the competencies that can be reliably assessedFocuses attention, easy to remember, action-orientedValidate, Finalize and Link to ApplicationsEnsure that the competencies fit the organizations cultureGain commitment from top managementUtilize focus groups and/or surveys to validate modelCommunicate the model to employees Link to HR applicationsSelection/AssessmentPerformance Management360 Degree FeedbackTraining & DevelopmentSuccession PlanningPay

How Competency ?

Konsep Kompetensi:

Definisi dan levelling yang kurang spesifik mispersepsi/misinterpretasi.perilaku yang tampak dan tidak pada intensi / karakteristik yang mendorong perilaku (potensial).bersifat ideal dan tidak berdasarkan data kongkret sulit

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How Competency ?Penerapan KompetensiMinimnya Komitmen Top Management.Minimnya Sosialisasi tidak paham.Dipandang sebagai program dari SDMKompetensi sulit berkembang karakteristik yang sudah terbentukPengukuran Kompetensi yang kurang obyektif.

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