1. Developing Competency www.humanikaconsulting.com

3. Competency is a determining factor for successful performance

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

5. Recruitment & Selection Training & Development Performance Management COMPETENCY FRAMEWORK Reward Management Career Management People Management Framework based on Competency The competency framework will be the basis for all people functions and serve as the "linkage" between individual performance and business results Competency based people Strategy BUSINESS RESULTS BUSINESS STRATEGY

7. Social psychologists originally interested in personality traits but found low correlation with actual job performance.

8. Academic aptitude and knowledge content did not predict job performance or success.

9. Competency variables were predicting job performance and were not bias to specific groups.

10. 1980’s -- performance management and 360 degree feedback.

11. Late 1980’s and 1990’s -- alignment, assessment, change management, and rewardsWhy?

13. “Raise the bar” on performance

14. Provide clear expectations and stable measures of success

15. Offer an integrating vehicle for HC initiatives, practices and tools

16. Provide a more focused method for selection, development, performance management, rewards, etc. 5

17. Iceberg Model of Competency Melakukan tugas-tugas fisik atau mental Skill Informasi / ilmu yang dimiliki tentang area yang spesifik. Knowledge Surface – most easily to develop Self-Concept Sikap, nilai-nilai, atau self-image Trait Karakteristik fisik & respon yg konsisten terhadap situasi/informasi Core Personality – most difficult to develop Hal yg mendorong dan mengarahkan utk melakukan sesuatu Motive

18. 28/06/2010 niken wulandari CORE LEADERSHIP/ MANAGERIAL SPECIFIC

19. 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 HR Programs Assessment Recruiting, Selection, Deployment Development & Training Performance Management Rewards

20. 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 Marketing Information Systems Purchasing Sales Legal Customer Service Model of Competency

22. Adopts or develops techniques for quality assurance and organizational excellence

23. Anticipates problems that may interfere with the quality of results or goal achievement and develops possible ways of overcoming them.

26. Uses standards business and financial analysis instruments and tools in planning.

27. Analyzes and solves complex financial transactions and problems.Behaviors:

28. Tahap 1. Data Gathering & Preparation Tahap 2. Data Analysis Tahap 3. Validation Develop Competency Model

29. Data required Develop Competency Model… (cont’d) Tahap 1. Data Gathering & Preparation Competency Core Competencies Company’s Vision, Mission, Goals & Strategic Planning Leadership Competencies Job-related information (Job Spec. Job Desc.); Decision making role & authority process troughout the company; Organization Chart Specific / Distinguished Competencies Job-related information; Org-chart

30. Pelajari + Pilah Data Tahap 1. Data Gathering & Preparation Job Desc. & Job Spec Identifikasikompetensi Crosscheck 360 Degrees Competency Model VisidanMisi

31. 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 characteristics of top performer Critical Incident Observation

32. Tahap 2. Data Analysis Internal Consistency Competency Review Validity vs other jobs Top Management meetings Competency Dictionary Leveling Competency

33. Tahap 3. Validation Focus Group Discussion Validation exercise Refine and redefine competency definition & leveling if necessary 4.Top management workshop to finalize competency model and definition

34. Competency Dictionary Things to be considered for developing competency dictionary : Definition Dimensions Proficiency levels or scales

35. Competency Dictionary 1. Definition Description of behavior or skills or characteristics Use reference of other competency dictionary Benchmark with other typical industry

36. Competency Dictionary 2. Dimensions Intensity or completeness of action Size of impact Complexity Amount of effort

37. Competency Dictionary 3. Proficiency levels or scales (usually consist of 3 up to 7 levels) Exposed Development Proficient Mastery Expert  disesuaikan / diterjemahkankedalamdefinisikompetensi

42. Simple structure -- 6 to 9 key competency clusters

43. Uses language unique to the company and tied to core vision and values

44. Specific, observable indicators of the competencies that can be reliably assessed

46. Gain commitment from top management

47. Utilize focus groups and/or surveys to validate model

48. Communicate the model to employees

49. Link to HR applications

50. Selection/Assessment

51. Performance Management

52. 360 Degree Feedback

53. Training & Development

54. Succession Planning

56. How Competency ? PenerapanKompetensi MinimnyaKomitmen Top Management. MinimnyaSosialisasi tidakpaham. Dipandangsebagai program dari SDM Kompetensisulitberkembang karakteristik yang sudahterbentuk PengukuranKompetensi yang kurangobyektif.

57. BERKARYA untuk 1NDONESIA