Competence Based Human Capital

Management Practices

Hary Febriansyah-Achmad Ghazali

 What is Competencies?

A competency is an underlying characteristic

that is causally related to criterion-referenced
effective and / or superior in a particular job

What an outstanding performer :

does more often
does in more situation
does with better results than an average
performer
 Type of Competencies
Technical/ Hard-Competencies
Competencies related to specific area of expertise
such as industry, process, technological package or
functional area such as knowledge or skill.
Generally acquired through training or formal
education.
Non-Technical/ Soft-Competencies
Often considered as soft-skills usually abilities and
personal attributes
Generally not specific to an industry, process,
technological package or functional area.
Soft-Competence CB-HRM Components
(Spencer & Spencer, 1993)
INFLUENCE
Impact and influence
Organizational awareness
Relationship building (networking)
MANAGERIAL
Directiveness
Teamwork and cooperation
Developing others
Team Leader
PROBLEM SOLVER
Expertise
Analytical thinking
Conceptual thinking
ACHIEVEMENT
- Achievement orientation (ACH)
- Concern for quality and order (CO)
- Information seeking (INFO)
- Inniatiative (INT)
HELPING/SERVICE
- Interpersonal understanding
- Customer Service Orientation
PERSONAL EFFECTIVENESS
- Self confidence
- Organizational commitment
- Self Control
- Flexibility
Comparison of Traditional HRM and CBHRM
Traditional HRM
Foundation Work analysis and JD form the
foundation of traditional HRM
Major Challenges The approach is rarely successful
in providing leadership on using
human talent to greatest
advantage
Employee recruitment Find candidates to match the
and selection qualifications outlined in the JS
Employee Process is either vague or
development ambiguous
subsystem
CBHRM
Competencies are the traits that
individuals use for successful and
exemplary performance
Identifying the competencies that
distinguish exemplary from fully
successful performers is labor-intensive
and can be expensive and time-
consuming
Tries to identify patterns that indicate
past sources of exemplary performers
and recruits through those or similar
sources
Process is designed to help individuals
to discover their own competencies,
help the organization to organization to
identify the talent it has available.
 Competence-Based HR Champions
WORK COMPETENCE
(COMPETENCE DICTIONARY)

SOFT COMPETENCE HARD COMPETENCE

TECHNICAL SKILLS

JOB COMPETENCE
(JOBS) ACCEPT
RECRUITMENT DENIED

PROMOTION
ASSESSMENT CAREER PLANING ROTATION
DEGRADATION

TRAINING & TRAINING NEED

INDIVIDUAL CURRICULUM
DEVELOPMENT
COMPETENCE
(WORKERS)
Recruitment and Selection

POLA REKRUTMEN KARYAWAN

DENGAN BASIS KOMPETENSI

PENDIDIKAN
SELEKSI
ADMINISTRASI FISIK
SUMBER DALAM MASA KERJA
(PERENCANAAN (PENGALAMAN KERJA)
KARIR)

REKRUTMEN
KOMPETENSI (SISTEM GUGUR)
SUMBER LUAR
(KARYAWAN RIWAYAT PRESTASI
BARU) AKUMULASI
PROSPEK NILAI
TEST (SISTEM
ASPIRASI GUGUR)

KESEHATAN (SISTEM GUGUR)

PSIKOLOGI PENEMPA
(BAKAT / MINAT ) TAN
Career Planning: Career Path and Cycle

GOL STRUKTURAL FUNGSIONAL SIKLUS

2 Tahun
I Staf Ahli Dewan Direksi
Board of Director
Staf Utama
II 2 Tahun
Auditor I
Senior Manager
Staf Madya 5 Tahun + S1
III 2 Tahun Auditor II
Manager
Staf Muda
IV

Auditor III
Sekretaris DirUt
5 Tahun + S1
2 Tahun Bendahara I
Section Head
Staf Pratama Satu
V

Auditor IV
Sekretaris Direktur
5 Tahun + S1
Bendahara II
Supervisor
Staf Pratama Dua
Juru
VI Tata Usaha Kepala Divisi 5 Tahun
Operator Bendahara III

VII
Jabatan Operasional Clerk Office Staf
5 Tahun

VIII Caraka 5 Tahun

 Kelompok Program Pelatihan menurut Tahapan Pengembangan SDM dalam Siklus Karir

TAHAPAN PENGEMBANGAN SDM DALAM SIKLUS KARIR

JENJANG Pengenalan dan Pengembangan I Pengembangan II Pemeliharaan Persiapan Purna
PENDIDIKAN Orientasi Bhakti
PELATIHAN KEL PELATIHAN KEL PELATIHAN KEL PELATIHAN KEL PELATIHAN
JAB JAB JAB JAB
SMU/SEDERAJAT Pengenalan P Pengenalan P Pengenalan P - P Perencanaan
Bidang Kerja Bidang Kerja Bidang Kerja Bisnis

Efisiensi dan Pengenalan P Kepemimpinan Kerja M3 Team Work I M3

Standard Kerja Bidang Kerja Tim

Human Kepemimpinan M3 Manajemen

Relation I Kerja Tim (XI) berorientasi Hasil

Manajemen Personality I
Berorientasi
Hasil