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

1. Developing Competency for Your People

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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

7. Skill Job Attitude Knowledge Observable Behavior Job Performance Competency Definition of Competency

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.

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?

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

25. Competency-based Performance Management

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

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

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