Manajemen SDM - Slide Presentasi
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This document discusses developing competency-based people management. It proposes a framework with competency at the center linking business strategy to results. Key aspects include: - Developing a competency model by identifying skills, knowledge and behaviors for roles - Using competencies for career planning, training, performance management and other human resource functions - Implementing successfully requires alignment with strategy, integration across HR processes, communication and long-term adoption into the organizational culture
Manajemen SDM - Slide Presentasi
- 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 Framework for Building Competency-based People Management System Developing Competency Model Competency-based Career Planning Competency-based Training & Development Competency-based Performance Management
- 4. Competency-based People Management : A Framework
- 5. People Management Framework based on Competency BUSINESS STRATEGY BUSINESS RESULTS Competency based people Strategy The competency framework will be the basis for all people functions and serve as the "linkage" between individual performance and business results Recruitment & Selection Training & Development Performance Management Reward Management Career Management COMPETENCY FRAMEWORK
- 6. 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.
- 7. Skill Job Attitude Knowledge Observable Behavior Job Performance Competency Definition of Competency
- 8. 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.
- 10. Competency Identification Process Clarify Organizational Strategy and Context Competency Identification Analyze Work Role and Process Gather Data via Behavior Event Interview and Focus Group Conduct Benchmark Study Generate Competency Models Validate, Refine and Implement
- 11. 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 verify 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.
- 12. Alignment : Competencies impact systems that actively support the organization’s vision, strategy, and key capabilities. Integration : Competency initiatives that produce the most significant change are applied systemically across a range of people development processes. Distribution : Competency standards alone produce little effect. They must be actively and relentlessly communicated and installed with users. Key Characteristics of Successful Implementation
- 13. 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. 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. Key Characteristics of Successful Implementation
- 14. Competency-based Career Planning
- 15. Career Planning Flow Career Planning System Career Path Design Analysis of Employees Future Plan Implementation of Development Program
- 16. 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?
- 17. 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 Defining Career Path
- 18. 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 Assessment of the competency profile required by the position Assessment of the organization’s need of manpower planning Match?
- 19. CONCEPTUAL FRAMEWORK Employee Development Program Employee Career Needs Organization Career Needs Match? Special Assignment Mentoring Executive Development Program Job Enrichment On the Job Development Apprenticeship in Other Company Presentation Assignment Training/Workshop Desk Study Development Programs and Interventions
- 20. Competency-based Training & Development
- 21. Competency-based Training Framework Required competency level for certain position Competency Gap Competency Assessment Current competency level of the employee Training and Development Program
- 22. Competency Profile Per Position
- 23. Competency Profile Per Position
- 24. Training Matrix for Competency Development V = compulsory training Training Title
- 26. 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) Individual Performance Element
- 27. Performance Results Score 2. Competencies Score Individual Performance Element Overall Score Will determine the employee’s career movement, and also the reward to be earned
- 28. Target should be measurable and specific Element # 1 : Performance Results
- 29. Element # 2 : Competencies Competency : Collaboration Draws upon the full range of relationships (internal, external, cross The company) at critical points in marketing and negotiations. Ensures events and systems, eg IT, for collaboration are in place and used. Manages alliance relationships and complex issues such as points of competing interest. Drives and leads key relationship groups across The company. Builds and maintains relationships across The company. Encourages co-operation rather than competition within the team and with key stakeholders. Uses cross functional teams to draw upon skills and knowledge inside the organization. Uses cross functional teams to draw upon skills and knowledge within organization. Involves teams in decisions that effect them. Builds internal and external networks and uses them to efficiently to create value. Actively builds internal and external networks. Balances complementary strengths in teams and seeks diverse contributions and perspectives. Responds promptly to other team members’ needs. Shares resources and information. Shares resources and information. Shares resources and information. Shares resources and information. 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. 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. Expert Advanced Intermediate Basic
- 30. Recommended Further Readings Paul Green, Building Robust Competency, John Wiley and Sons David Dubois, Competency-based people Management , Black Publishing
- 31. Jika Anda menyukai presentasi ini, silakan berkunjung ke www.strategimanajemen.net secara reguler untuk memperoleh ide-ide segar tentang manajemen dan strategi bisnis. www.strategimanajemen.net The Right Destination for Smart people Jika Anda ingin menggunakan slide ini, mohon sebutkan sumbernya, yakni : www.strategimanajemen.net