Developing

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Developing Competency for Your People
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Yodhia Antariksa
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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.

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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.
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Recommended 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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