Competency-based People Management 3j236x
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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
2
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
•
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.
5
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.
•
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 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
•
Competency Identification
Analyze Work Role and Process
•
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.
•
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 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.
10
Key Characteristics of Successful Implementation 1. Alignment: Competencies impact systems that actively 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 s. 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 . Implementations that work best focus on the development of “tools” that can produce results for s with relatively little ongoing . 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
14
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.
15
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
•
Assessment of the employee competency level (for example via assessment center)
Organization Career Needs Match?
•
Assessment of the competency profile required by the position
•
Assessment of the organization’s need of manpower planning
17
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
18
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
20
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
21
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
•
Communication Skills I
•
The Art of Motivating Employees
•
Providing Effective
•
Goal Setting Technique
•
Work Motivation
•
Planning & Organizing
•
Continuous Self Improevement
22
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
23
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)
25
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
26
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 ’ 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.
28
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
29
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
2
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
•
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.
5
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.
•
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 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
•
Competency Identification
Analyze Work Role and Process
•
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.
•
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 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.
10
Key Characteristics of Successful Implementation 1. Alignment: Competencies impact systems that actively 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 s. 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 . Implementations that work best focus on the development of “tools” that can produce results for s with relatively little ongoing . 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
14
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.
15
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
•
Assessment of the employee competency level (for example via assessment center)
Organization Career Needs Match?
•
Assessment of the competency profile required by the position
•
Assessment of the organization’s need of manpower planning
17
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
18
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
20
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
21
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
•
Communication Skills I
•
The Art of Motivating Employees
•
Providing Effective
•
Goal Setting Technique
•
Work Motivation
•
Planning & Organizing
•
Continuous Self Improevement
22
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
23
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)
25
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
26
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 ’ 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.
28
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
29
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