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Developing

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Title: Developing


1
Developing Competency for Your People
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
Contents
  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

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Competency-based People Management A Framework
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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
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Definition of Competency
  • 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.

Competency
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Definition of Competency
Skill Job Attitude Knowledge
Competency
Observable Behavior
Job Performance
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Competency 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.

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.
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Competency Identification Process
Clarify Organizational Strategy and Context
Generate Competency Models
Competency Identification
  • Analyze Work Role and Process
  • Gather Data via Behavior Event Interview and
    Focus Group
  • Conduct Benchmark Study

Validate, Refine and Implement
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Examples of Competency
  • DEFINITION
  • Analysis/Problem AssessmentSecuring 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 problemsRecognizing major
    issues identifying key facts, trends, and
    issues separating relevant from irrelevant data.
  • Seeking informationIdentifying/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 relationshipsOrganizing 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 analysisOrganizing and
    manipulating quantitative data to
    identify/explain trends, problems, and their
    causes.

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Key Characteristics of Successful Implementation
  1. Alignment Competencies impact systems that
    actively support the organizations 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.

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Key Characteristics of Successful Implementation
  1. 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.
  2. 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.

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Competency-based Career Planning
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Career Planning Flow
Career Planning System
Career Path Design
Analysis of Employees Future Plan
Implementation of Development Program
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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?
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Defining Career Path
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
  • Career Path Vertical, Lateral and Diagonal
  • Mandatory training

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CONCEPTUAL FRAMEWORK
Assessing Employee Career Plan
Employee Career Needs
Organization Career Needs
Match?
  • Assessment of the career type of the
    employee
  • Assessment of the employee competency level (for
    example via assessment center)
  • Assessment of the competency profile required by
    the position
  • Assessment of the organizations need of manpower
    planning

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CONCEPTUAL FRAMEWORK
Employee Development Program
Employee Career Needs
Organization Career Needs
Match?
Development Programs and Interventions
Training/Workshop
Special Assignment
Apprenticeship in Other Company
Executive Development Program
On the Job Development
Presentation Assignment
Mentoring
Job Enrichment
Desk Study
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Competency-based Training Development
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Competency-based Training Framework
Required competency level for certain position
Competency Gap
Current competency level of the employee
Training and Development Program
Competency Assessment
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Competency Profile Per Position
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Competency Profile Per Position
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Training Matrix for Competency Development
Training Title
V compulsory training
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Competency-based Performance Management
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Individual Performance Element
1. Performance Results Hard or quantitative
aspects of performance (result)
Individual Performance elements has two main
categories
2. Competencies It represents soft or
qualitative aspects of performance (process)
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Individual Performance Element
  • Performance Results Score

Overall Score
2. Competencies Score
Will determine the employees career movement,
and also the reward to be earned
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Element 1 Performance Results
Target should be measurable and specific
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Element 2 Competencies
Competency Collaboration
Basic Intermediate Advanced Expert
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.
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.
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.
30
Recommended Further Readings
  1. Paul Green, Building Robust Competency, John
    Wiley and Sons
  2. David Dubois, Competency-based people Management,
    Black Publishing

31
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