Competency-based People Management

Developing Competency for Your People 1

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 3

People Management Framework based on Competency Competency based people Strategy Recruitment & Selection

BUSINESS STRATEGY

Training & Development

Performance Management

COMPETENCY FRAMEWORK Reward Management

Career Management

BUSINESS RESULTS

The competency framework will be the basis for all people functions and serve as the "linkage" between individual performance and business results 4

Definition of Competency

Competency

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A combination of skills, job attitude, and knowledge which is reflected in job behavior that can be observed, measured and evaluated.

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Competency is a determining factor for successful performance

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The focus of competency is behavior which is an application of skills, job attitude and knowledge.

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Definition of Competency Skill Job Attitude Knowledge

Competency

Observable Behavior

Job Performance 6

Competency and Job Description •

Job description looks at what, whereas competency model focuses on how.

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Traditional job description analysis looks at elements of the jobs and defines the job into sequences of tasks necessary to perform the job

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Competency studies the people who do the job well, and defines the job in terms of the characteristics and behaviors of these people. 7

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. 8

Competency Identification Process Clarify Organizational Strategy and Context

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Competency Identification

Analyze Work Role and Process

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Gather Data via Behavior Event Interview and Focus

Generate Competency Models

Validate, Refine and Implement

Group •

Conduct Benchmark Study 9

Examples of Competency DEFINITION 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.

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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.

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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.

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Performing data analysis—Organizing 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 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. 11

Key Characteristics of Successful Implementation 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. 12

Competency-based Career Planning 13

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 What Is 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.

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Defining Career Path Analyzing a position or job based on the competency required

Competency profile (Functional and Managerial Competency) Per Position

Categorizing the positions that require similar competencies into one job family

Categorizing the positions into a Job Family

Identifying career paths based on the job family

• Career Path : Vertical, Lateral and Diagonal • Mandatory training 16

CONCEPTUAL FRAMEWORK

Assessing Employee Career Plan Employee Career Needs •

Assessment of the career type of the employee

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

Organization Career Needs Match?

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Assessment of the competency profile required by the position

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Assessment of the organization’s need of manpower planning

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CONCEPTUAL FRAMEWORK

Employee Development Program Employee Career Needs

Organization Career Needs Match?

Development Programs and Interventions Special Assignment

Apprenticeship in Other Company

Training/Workshop

Executive Development Program

On the Job Development

Presentation Assignment

Mentoring

Job Enrichment

Desk Study

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Competency-based Training & Development 19

Competency-based Training Framework Current competency level of the employee

Competency Gap

Competency Assessment

Required competency level for certain position

Training and Development Program

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Competency Profile Per Position Required Level Position

Required Competency

1

2

3

4

5

Communication Skills Training & Development Manager

Public Speaking Leadership Training Need Analysis Material Development Training Evaluation Communication Skills Interview Skills

Recruitment Supervisor

Analytical Thinking Understand Selection Tools Teamwork Customer Orientation

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Competency Profile Per Position 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

Position

Competency Requirements

SUPERVISOR

Leadership

Achievement Orientation

Relevant Training Modules •

Leadership I

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Communication Skills I

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The Art of Motivating Employees

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Providing Effective Feedback

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Goal Setting Technique

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Work Motivation

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Planning & Organizing

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Continuous Self Improevement

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V

Teamwork

V

Achievement Orientation

V

Customer Focus

V

Job Functional Skills Communication Skills Leadership

V V V

Teamwork Manager

V

Achievement Orientation Customer Focus

V V

Strategic Thinking Problem Solving & Decision Making Job Functional Skills

V = compulsory training

Professional Seminar Series

Building Productive Teamwork

Strategic Management

V

Leadership Supervisor

Creative Problem Solving

V

Achievement Motivation Training

Communication Skills

Service Excellence for Customer

Managerial Competency

On Becoming Effective Leader 2

Position

Productive Communication Series

Training Title

On Becoming Effective Leader 1

Training Matrix for Competency Development

V V

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Competency-based Performance Management 24

Individual Performance Element

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)

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Individual Performance Element 1. Performance Results Score

2. Competencies Score

Overall Score

Will determine the employee’s career movement, and also the reward to be earned

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Element # 1 : Performance Results No.

Main Performance Target

1 Conduct an assessment of the employee' s performance

Target to be Achieved All employees submit their performance assessment form on time

2 Improve the system for performance assessment

Target : completed 100 % in November 2008

3 Conduct training activities

Target : to conduct 6 training modules in one year

4 Carry out on the job training activities

Target : 90 % of the total employees who attend the training experience an increase in skill and knowledge

Target should be measurable and specific 27

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

Source : strategimanajemen.net

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