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Contents
1. Framework for Building Competency-based HR Management System
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The
BUSINESS STRATEGY
Performance Management
BUSINESS RESULTS
COMPETENCY FRAMEWORK
Reward Management
Career Management
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 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.
Competency
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Definition of Competency
Skill Job Attitude Knowledge Competency
Observable Behavior
Job Performance
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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.
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Competency Identification
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Examples of Competency
DEFINITION AdaptabilityMaintaining 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 understandingMakes 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 changeApproaches change or newness with a positive orientation; views change or newness as a learning or growth opportunity. Making accommodationsMakes accommodations in approach, attitudes, or behaviors in response to changing environmental requirements.
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Examples of Competency
DEFINITION Analysis/Problem AssessmentSecuring 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 problemsRecognizing major issues; identifying key facts, trends, and issues; separating relevant from irrelevant data. Seeking informationIdentifying/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 relationshipsOrganizing 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 analysisOrganizing and manipulating quantitative data to identify/explain trends, problems, and their causes. www.exploreHR.org
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Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues.
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skills.
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Types of Interview
Conventional Interview
Competency-based Interview
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Conventional 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
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Conventional Interview
Has low reliability and validity there is no accuracy in predicting performance
Susceptible to bias and subjectivity (gut feeling)
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Competency-based Interview
Has a high level of validity and reliability. Equipped with a standard scoring system which refers to behavior indicators
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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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Influencing Others
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First Impressions
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Halo Effect
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Contrast Effect
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Career Path Design Analysis of Employees Future Plan Implementation of Development Program
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CONCEPTUAL FRAMEWORK
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CONCEPTUAL FRAMEWORK
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Competency Assessment
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Teamwork
Functional competency
Mechanical Engineering
Position
SUPERVISOR
Competency Requirements
Leadership
Achievement Orientation
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Training Title
Position
V V V V V
Supervisor
Teamwork Achievement Orientation Customer Focus Job Functional Skills Communication Skills Leadership Teamwork
Manager
Achievement Orientation Customer Focus Strategic Thinking Problem Solving & Decision Making Job Functional Skills
Strategic Management
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Overall Score
2. Competencies Score
Will determine the employees career movement, and also the reward to be earned
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Element # 2 : Competencies
Competency : Collaboration
Basic Actively listens, and clarifies understanding where required, in order to learn from others. Empathise with audience and formulates messages accordingly. Shares resources and information. Intermediate Actively listens, and clarifies understanding where required, in order to learn from others. Empathise with audience and formulates messages accordingly. Shares resources and information. Advanced Actively listens, and clarifies understanding where required, in order to learn from others. Empathise with audience and formulates messages accordingly. Shares resources and information. Expert Actively listens, and clarifies understanding where required, in order to learn from others. Empathise with audience and formulates messages accordingly. Shares resources and information.
Balances complementary strengths in teams and seeks diverse contributions and perspectives.
Involves teams in decisions that effect them. Encourages co-operation rather than competition within the team and with key stakeholders.
Builds internal and external networks and uses them to efficiently to create value.
Uses cross functional teams to draw upon skills and knowledge throughout the organization. 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.
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Role Simulation
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.
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Fact-Finding Exercise
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.
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Competency Score
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2.
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End of Material
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