Post on 01-Nov-2014
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Competency-based HR Management
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ContentsContents
1. Framework for Building Competency-based HR
Management System
2. Developing Competency Model
3. Competency-based Interview Method
4. Competency-based Career Planning
5. Competency-based Training & Development
6. Competency-based Performance Management
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Competency-based HR Competency-based HR Management : A FrameworkManagement : A Framework
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HR Management Framework HR Management Framework based on Competencybased on Competency
Recruitment &Selection
Training & Development
PerformanceManagement
RewardManagement
CareerManagement
COMPETENCYFRAMEWORK
BUSINESSSTRATEGY
BUSINESSRESULTS
Competency based People Strategy The
competency
framework
will be the
basis for all
HR functions
and serve as
the "linkage"
between
individual
performance
and business
results
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Definition of CompetencyDefinition of Competency
CompetencyCompetency
• 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.
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SkillJob AttitudeKnowledge
Observable Behavior
Job Performance
Competency
Definition of CompetencyDefinition of Competency
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Competency and Job DescriptionCompetency and Job Description
• Job description looks at whatwhat, whereas competency model
focuses on howhow.
• Traditional job description analysis looks at elements of the elements of the
jobsjobs and defines the job into sequences of tasks necessary sequences of tasks necessary
to perform the jobto perform the job
• Competency studies the people who do the job wellthe people who do the job well, and
defines the job in terms of the characteristics and the characteristics and
behaviors of these peoplebehaviors of these people..
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Types of CompetencyTypes 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.
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Competency Identification ProcessCompetency Identification Process
Clarify
Organizational
Strategy and
Context
Competency
Identification
• Analyze Work Role and
Process
• Gather Data through
Behavior Event Interview
and Focus Group
• Conduct Benchmark
Study
Generate
Competency
Models
Validate,
Refine and
Implement
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Examples of CompetencyExamples of Competency
DEFINITION
• Adaptability—Maintaining effectiveness when priorities change and new
tasks are encountered, and when dealing with individuals who have different
views and approaches. Effectively performing in different environments,
cultures, and locations, and when working with different technologies and
levels of individuals.
KEY BEHAVIOR
• Seeking understanding—Makes efforts to better understand changes in
the environment; actively seeks
• information or attempts to understand nature of individual differences, logic,
or basis for change in tasks and situations.
• Embracing change—Approaches change or newness with a positive
orientation; views change or newness as a learning or growth opportunity.
• Making accommodations—Makes accommodations in approach, attitudes,
or behaviors in response to changing environmental requirements.
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Examples of CompetencyExamples of CompetencyDEFINITION
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.
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Benefits of Using Competency ModelBenefits of Using Competency Model
ForFor Managers, Managers, the benefits are: the benefits are:
• Identify performance criteria to improve the accuracy and ease
of the hiring and selection process.
• Clarify standards of excellence for easier communication of
performance expectations to direct reports.
• Provide a clear foundation for dialogue to occur between the
manager and employee about performance, development, and
career-related issues.
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Benefits of Using Competency ModelBenefits of Using Competency Model
ForFor Employees Employees, the benefits are:, the benefits are:
• Identify the success criteria (i.e., behavioral standards of
performance excellence) required to be successful in their role.
• Support a more specific and objective assessment of their
strengths and specify targeted areas for professional
development.
• Provide development tools and methods for enhancing their
skills.
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1. Alignment: Competencies impact systems that actively support
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 HR
development processes.
3. Distribution: Competency standards alone produce little effect.
They must be actively and relentlessly communicated and
installed with users.
Key Characteristics of Successful Key Characteristics of Successful
ImplementationImplementation
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4. 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.
5. Acculturation: In competency systems that work, they become
part of the culture and the mindset of leaders through repeated
application and refinement over a significant period of time.
Key Characteristics of Successful Key Characteristics of Successful
ImplementationImplementation
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Competency-based Competency-based Interview for SelectionInterview for Selection
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Types of Interview Types of Interview
• Conventional Interview
• Competency-based Interview
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Conventional InterviewConventional Interview
• Unstructured :
• Is a type of interview where the questions are not
designed systematically and not properly structured.
• There is no standard format to follow, therefore the
process of interviewing can go in any direction.
• Is seldom equipped with formal guidelines regarding
the system of rating/scoring the interview.
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• Has low reliability and validity low reliability and validity – there is no accuracy in
predicting performance
• Susceptible to bias and subjectivity (gut feeling)
Conventional InterviewConventional Interview
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Competency-based Interview (CBI)Competency-based Interview (CBI)
• Is a structured type of interview. The questions are focused on disclosing examples of behavior in the past.
• The process of interview is intended to disclose specifically and in detail examples of behavior in the past.
• Is designed based on the principle : past behavior predicts future behavior (Candidates are most likely to repeat these behaviors in similar situations in the future).
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• Has a high level of validity and reliability.
• Equipped with a standard scoring system which refers to behavior indicators
Competency-based InterviewCompetency-based Interview
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Approach in Competency-based InterviewApproach in Competency-based Interview
S What was the Situation in which you were involved?
T What was the Task you needed to accomplish?
A What Action(s) did you take?
R What Results did you achieve?
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SituationSituation
Can you explain the situation?
Where and when did the situation happen?
What events led up to it?
Who was involved in the situation (work colleagues,
supervisor, customers)?
Approach in Competency-based InterviewApproach in Competency-based Interview
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What tasks were you supposed to do at that time?
What did you actually do at that time?
How did you do it?
What specific steps did you take?
Who was involved?
Tasks/ActionsTasks/Actions
Approach in Competency-based InterviewApproach in Competency-based Interview
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What was the outcome?
Can you tell me the results of taking such action?
What specific outcome was produced by your
action?
ResultsResults
Approach in Competency-based InterviewApproach in Competency-based Interview
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Sample Questions in CBISample Questions in CBI
Competency Sample Question
Persistence In the process of selling, we are sometimes not
successful in securing a new transaction. Can you
tell me about one or two situations where you
repeatedly failed to get a new client?
What specific steps did you take? What was the
result?
Influencing Others Can you describe one or two cases in your effort to
obtain new customers? What did you do? What was
the result?
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Competency Sample Question
Interpersonal Can you tell me about a situation where you faced
Understanding a client who was disappointed with your product?
What was the situation like? What specific steps
did you take? What was the result?
Planning & In working, we often face a number of priorities
Organizing that must be tackled at the same time. Can you tell
me about one or two actual cases where you had
to face such a situation? What did you do? What
was the consequence?
Sample Questions in CBISample Questions in CBI
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Bias in the Interview ProcessBias in the Interview Process
First First ImpressionsImpressions
An interviewer might make a snap judgement
about someone based on their first impression
- positive or negative - that clouds the entire
interview.
For example, letting the fact that the candidate
is wearing out-of-the-ordinary clothing or has a
heavy regional accent take precedence over
the applicant's knowledge, skills, or abilities.
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Bias in the Interview ProcessBias in the Interview Process
HaloHaloEffectEffect
The "halo" effect occurs when an interviewer
allows one strong point about the candidate to
overshadow or have an effect on everything
else.
For instance, knowing someone went to a
particular university might be looked upon
favorably. Everything the applicant says during
the interview is seen in this light.
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Bias in the Interview ProcessBias in the Interview Process
ContrastContrastEffectEffect
Strong(er) candidates who interview after
weak(er) ones may appear more qualified than
they are because of the contrast between the
two.
Note taking during the interview and a
reasonable period of time between interviews
may alleviate this.
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Competency-based Competency-based Career PlanningCareer Planning
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Career Planning FlowCareer Planning Flow
Career Planning System Career Path
Design
Analysis of Employees Future Plan
Implementation of Development Program
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Defining Career PathDefining 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?
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Analyzing a Analyzing a position or job position or job based on the based on the competency competency requiredrequired
Categorizing the Categorizing the positions that positions that require similar require similar competencies competencies into one into one job job familyfamily
Identifying Identifying career paths career paths based on the based on the job job familyfamily
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 PathDefining Career Path
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CONCEPTUAL FRAMEWORK
Assessing Employee Career Plan Assessing Employee Career Plan
EmployeeCareer Needs
• Assessment of the career type of the employee
• Assessment of the employee competency level (for example through assessment center)
OrganizationCareer Needs
• Assessment of the competency profile required by the position
• Assessment of the organization’s need of manpower planning
Match?Match?
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CONCEPTUAL FRAMEWORK
Employee Development ProgramEmployee Development Program
Employee Career Needs
OrganizationCareer Needs
Match?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 InterventionsDevelopment Programs and Interventions
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Competency-based Competency-based Training & DevelopmentTraining & Development
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Competency-based Training FrameworkCompetency-based Training Framework
Required competency
level for certain position
Competency Gap
Competency Assessment
Current competency level of the employee
Training and Training and Development Development
Program Program
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Competency Profile Per PositionCompetency Profile Per Position
1 2 3 4 5
Communication Skills
Public Speaking
Leadership
Training Need Analysis
Material Development
Training Evaluation
Communication Skills
Interview Skills
Analytical Thinking
Understand Selection Tools
Teamwork
Customer Orientation
Recruitment Supervisor
Required Level
Required CompetencyPosition
Training & Development
Manager
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Position
Competency Requirements
Relevant Training Modules
Leadership
Leadership I
Communication Skills I
The Art of Motivating Employees
Providing Effective Feedback
SUPERVISOR
Achievement Orientation
Goal Setting Technique
Work Motivation
Planning & Organizing
Continuous Self Improevement
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
Competency Profile Per PositionCompetency Profile Per Position
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Training Matrix for Competency DevelopmentTraining Matrix for Competency Development
Communication Skills V
Leadership V
Teamwork V
Achievement Orientation V
Customer Focus V
Job Functional Skills V
Communication Skills V
Leadership V
Teamwork V
Achievement Orientation V
Customer Focus V
Strategic Thinking V
Problem Solving & Decision Making V
Job Functional Skills V
Position Managerial Competency
Supervisor
Manager
Pro
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Com
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Ser
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Bec
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ffec
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Lead
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On
Bec
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Lead
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Ser
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Exc
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tom
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fess
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otiv
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rain
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rodu
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eam
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k
V = compulsory training
Training Title
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Competency-based Competency-based Performance ManagementPerformance Management
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Individual Performance Individual Performance
elementselements
has two main has two main
categories:categories:
1. Performance Results: Hard or
quantitative aspects of
performance (result)
2. Competencies: It represents
soft or qualitative aspects of
performance (process)
Individual Performance ElementIndividual Performance Element
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1.1. Performance Results ScorePerformance Results Score
2. Competencies Score2. Competencies Score
Individual Performance ElementIndividual Performance Element
Overall ScoreOverall Score
Will determine the employee’s
career movement, and also
the reward to be earned
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No. Main Performance Target Target to beAchieved
1 Conduct an assessment of the All employees submit their performance assessment formemployee's performance on time
2 Improve the system for Target : completed 100 % performance assessment in November 2008
3 Conduct training activities Target : to conduct 6 training modules in one year
4 Carry out on the job training Target : 90 % of the total employees activities who attend the training
experience an increase in skill and knowledge
Target should be measurable and specific
Element # 1 : Performance ResultsElement # 1 : Performance Results
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Element # 2 : CompetenciesElement # 2 : Competencies
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 members’ 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 throughout the organization.
Uses cross functional teams to draw upon skills and knowledge throughout 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 through 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.
Competency : CollaborationCompetency : Collaboration
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Assessing Competency through Assessing Competency through Assessment CenterAssessment Center
Assessment Center Characteristics:Assessment Center Characteristics:
• A standardized evaluation of behavior based on multiple inputs.
• Multiple trained observers and techniques are used.
• Judgments about behaviors are made, in major part, from
specifically developed assessment simulations.
• These judgments are pooled in a meeting among the assessors
or by a statistical integration process
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Types of Test in Assessment CenterTypes of Test in Assessment Center
• In-trays or in-baskets involve working from the contents of a manager’s in-tray, which typically consists of letters, memos and background information. You may be asked to deal with paperwork and make decisions, balancing the volume of work against a tight schedule.
In-Basket Exercise
• In a role play, you are given a particular role to assume for a certain task. The task will involve dealing with a role player in a certain way, and there will be an assessor watching the role play.
Role Simulation
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• In a fact-finding exercise, you may be asked to reach a decision starting from only partial knowledge. Your task is to decide what additional information you need to make the decision, and sometimes also to question the assessor to obtain this information.
Fact-Finding Exercise
Types of Test in Assessment CenterTypes of Test in Assessment Center
• You may be required to make a formal presentation to a number of assessors. In some cases this will mean preparing a presentation in advance on a given topic. In other cases, you may be asked to interpret and analyse given information, and present a case to support a decision.
Presentation
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Types of Test in Assessment CenterTypes of Test in Assessment Center
• Group exercises are timed discussions, where a group of participants work together to tackle a work-related problem. Sometimes you are given a particular role within a team, for example sales manager or personnel manager. Other times there will be no roles allocated. You are observed by assessors, who are not looking for right or wrong answers, but for how you interact with your colleagues in the team.
GroupDiscussion
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Competency ScoreResults of
Observation Through the
Assessment Center
Competency Assessment and Rating Competency Assessment and Rating
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Recommended Further ReadingsRecommended Further Readings
1. Paul Green, Building Robust Competency, John Wiley and Sons
2. David Dubois, Competency-based HR Management, Black Publishing
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