Developing
Competency
www.humanikaconsulting.
com
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.
Compete
ncy
People Management
Framework based on
Competency
The
competency
framework
will be the
Competency based people Strategy
Recruitment &
Selection
BUSINESS
STRATEGY
Training &
Development
Performance
Management
COMPETENCY
FRAMEWORK
Reward
Management
Career
Management
BUSINESS
RESULTS
basis for all
people
functions
and serve
as the
"linkage"
between
individual
performanc
e and
business
Why?
History
Dates back to the late 1960s and early 1970s.
Social psychologists originally interested in
personality traits but found low correlation with
actual job performance.
Academic aptitude and knowledge content did not
predict job performance or success.
Competency variables were predicting job
performance and were not bias to specific groups.
1980s -- performance management and 360
degree feedback.
Late 1980s and 1990s -- alignment, assessment,
change management, and rewards
Why
Competencies?
Structure and communicate the realignment of
key organizational roles
Raise the bar on performance
Provide clear expectations and stable measures of
success
Offer an integrating vehicle for HC initiatives,
practices and tools
Provide a more focused method for selection,
development, performance management,
rewards, etc.
5
Iceberg Model of
Competency
Skill
Knowledg
Surface most
e
Melakukan tugas-tugas fisik atau
mental
Informasi / ilmu yang dimiliki
tentang area yang spesifik.
easily to develop
Self-Concept
Core
Personality
most difficult to
develop
Trait
Motive
Sikap, nilai-nilai, atau self-image
Karakteristik fisik & respon yg
konsisten terhadap
situasi/informasi
Hal yg mendorong dan
mengarahkan utk melakukan
sesuatu
CORE
LEADERSHIP/
MANAGERIAL
SPECIFIC
2/21/15
niken wulandari
Our Approach
Business Strategy
Vision Mission Values Competitive Strategy
HR Strategy
Culture People Organization Process Technology
Competency Modeling
Organizational Team/Process
Role/Job
Competency-Based
Competency-BasedHR
HRPrograms
Programs
Assessment
Assessment
Recruiting,
Recruiting,
Selection,
Selection,
Deployment
Deployment
Development
Development
&
&
Training
Training
Performance
Performance
Management
Management
Rewards
Rewards
Model of Competency
Core/Organizational Competencies
Required for excellent performance across all levels and functions
Leadership and Process Competencies
Success factors that differentiate performance across levels or functions
(e.g. First-Level, Middle, Executive)
Function-Specific Competencies
Success factors that distinguish functional groups
Finance
Human Resources
Information Systems
Marketing
Customer Service
Legal
Sales
Purchasing
What Are
Competencies?
Example Core Competency:
Competenc Results/ Quality Orientation
y:
Definition: Drives to complete work product within
Behaviors:
deadlines and within performance
standards to achieve superior value for the
business.
Sets high standards for the quality of own
and others work.
Adopts or develops techniques for quality
assurance and organizational excellence
Anticipates problems that may interfere
with the quality of results or goal
achievement and develops possible ways
of overcoming them.
Holds people responsible for checking the
accuracy of their work and the work of
What Are
Competencies?
Example Leadership
Competency:
Competenc Developing People
y:
Definition: Champions continuous learning,
Behaviors:
recognizes employee development needs
and opportunities, provides on-going
feedback and coaching.
Recognizes and rewards
accomplishments within the
organization.
Provides challenging and stretching
assignments globally for employees.
What Are
Competencies?
Example Function-Specific
Competency:
Competenc Financial Analysis/ Planning
y:
Definition: Uses key financial information to evaluate
Behaviors:
and select optimal solutions for the
company and identifies financial problems
and opportunities.
Provides timely and accurate data for
financial planning/ analysis.
Uses standards business and financial
analysis instruments and tools in
planning.
Analyzes and solves complex financial
transactions and problems.
Tahap 1.
Data Gathering
& Preparation
Tahap 2.
Data
Analysis
Tahap 3.
Validation
Develop Competency
Model
Develop Competency Model (contd)
Tahap 1.
Data Gathering
& Preparation
Data required
Competency
Companys Vision, Mission, Goals
& Strategic Planning
Core Competencies
Job-related information (Job Spec. Leadership Competencies
Job Desc.); Decision making role
& authority process troughout the
company; Organization Chart
Job-related information; Org-chart
Specific / Distinguished
Competencies
Pelajari + Pilah Data
Tahap 1.
Data Gathering
& Preparation
Job Desc. & Job Spec
Identifikasi kompetensi
Crosscheck
Competency Model
Visi dan Misi
360 Degrees
Tahap 1.
Methods usually used for
gathering competency
data :
Job Analysis Job
Requirements, List of
tasks, Job Responsibility &
Purpose, Relationship to
other Job.
Behavioral Event
Interview Captured
specific evident that
shows critical
Tahap 2.
Data
Analysis
Internal Consistency
Competency Review
Competency Dictionary
Leveling Competency
Validity vs other jobs
Top Management
meetings
Tahap 3.
Validation
1.Focus Group Discussion
2.Validation exercise
3.Refine and redefine competency
definition & leveling if necessary
4.Top management workshop to
finalize competency model and
definition
Competency Dictionary
Things to be considered for developing
competency dictionary :
1. Definition
2. Dimensions
3. Proficiency levels or scales
Competency Dictionary
1. Definition
Description of behavior or skills or
characteristics
Use reference of other competency
dictionary
Benchmark with other typical industry
Competency Dictionary
2. Dimensions
Intensity or completeness of
action
Size of impact
Complexity
Amount of effort
Competency Dictionary
3. Proficiency levels or
scales
(usually consist of 3 up to 7 levels)
1.Exposed
2.Development
3.Proficient
4.Mastery
5.Expert
disesuaikan / diterjemahkan ke
dalam definisi kompetensi
Develop the Model
Elements of a Good Model
Focuses on the critical differences of top
performers -- not everything in the job or about
the person
Simple structure -- 6 to 9 key competency clusters
Uses language unique to the company and tied to
core vision and values
Specific, observable indicators of the
competencies that can be reliably assessed
Focuses attention, easy to remember, actionoriented
Validate, Finalize and Link to
Applications
Ensure that the competencies fit the organizations
culture
Gain commitment from top management
Utilize focus groups and/or surveys to validate
model
Communicate the model to employees
Link to HR applications
Selection/Assessment
Performance Management
360 Degree Feedback
Training & Development
Succession Planning
Pay
How Competency
?
Konsep Kompetensi:
Definisi dan levelling yang
kurang spesifik
mispersepsi/misinterpretasi.
perilaku yang tampak dan tidak
pada intensi / karakteristik yang
mendorong perilaku (potensial).
bersifat ideal dan tidak
berdasarkan data kongkret
sulit
How Competency
?
Penerapan Kompetensi
Minimnya Komitmen Top
Management.
Minimnya Sosialisasi tidak
paham.
Dipandang sebagai program dari
SDM
Kompetensi sulit berkembang
karakteristik yang sudah terbentuk
Pengukuran Kompetensi yang
kurang obyektif.
BERKARYA untuk
1 NDONESIA
