Competency-based_HR_Management

1、1 Competency-based HR Management21.Framework for Building Competency-based HR Management System2.Developing Competency Model3.Competency-based Interview Method4.Competency-based Career Planning5.Competency-based Training & Development6.Competency-based Performance Management34Recruitment &Se

2、lectionTraining & DevelopmentPerformanceManagementRewardManagementCareerManagementCOMPETENCYFRAMEWORKBUSINESSSTRATEGYBUSINESSRESULTSCompetency based People StrategyThe competency framework will be the basis for all HR functions and serve as the linkage between individual performance and business

3、 results5A 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 performanceThe focus of competency is behavior which is an application of skills, job attitude and knowledg

4、e. 6SkillJob AttitudeKnowledge Observable Behavior Job Performance Competency7Job description looks at , whereas competency model focuses on . Traditional job description analysis looks at and defines the job into Competency studies , and defines the job in terms of 8Managerial competency (soft comp

5、etency)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

6、 with the technical aspect of the job. For example : market research, financial analysis, electrical engineering, etc. 9Clarify Organizational Strategy and ContextCompetency IdentificationAnalyze Work Role and ProcessGather Data through Behavior Event Interview and Focus GroupConduct Benchmark Study

7、Generate Competency ModelsValidate, Refine and Implement10DEFINITIONAdaptabilityMaintaining 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 l

8、ocations, and when working with different technologies and levels of individuals.KEY BEHAVIORSeeking understandingMakes efforts to better understand changes in the environment; actively seeksinformation or attempts to understand nature of individual differences, logic, or basis for change in tasks a

9、nd 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.11DEFINITIONAnalysis/P

10、roblem 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 BEHAVIORIdentifying issues and problemsRecognizing major issues; identifying key fact

11、s, 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 v

12、erify 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, pr

13、oblems, and possible cause-effect relationships.Performing data analysisOrganizing and manipulating quantitative data to identify/explain trends, problems, and their causes.12Identify performance criteria to improve the accuracy and ease of the hiring and selection process. Clarify standards of exce

14、llence 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. 13Identify the success criteria (i.e., behavioral standards of performance excel

15、lence) 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. 141.Alignment: Competencies impact systems that actively supp

16、ort the organizations 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

17、 relentlessly communicated and installed with users.154.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

18、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. 1617 Conventional Interview Competency-based Interview1

19、8 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/scorin

20、g the interview.19Has there is no accuracy in predicting performanceSusceptible to bias and subjectivity (gut feeling)20Is 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 de

21、tail 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).21Has a high level of validity and reliability.Equipped with a standard scoring system which r

22、efers to behavior indicators 22S 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?23Can you explain the situation? Where and when did the situation happen? What events led up to it?Who was invo

23、lved in the situation (work colleagues, supervisor, customers)?24What 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?25What was the outcome?Can you tell me the results of taking such action?What s

24、pecific outcome was produced by your action?26CompetencySample QuestionPersistence In the process of selling, we are sometimes not successful in securing a new transaction. Can youtell me about one or two situations where you repeatedly failed to get a new client? What specific steps did you take? W

25、hat was the result?Influencing OthersCan you describe one or two cases in your effort to obtain new customers? What did you do? What was the result?27CompetencySample QuestionInterpersonal Can you tell me about a situation where you faced Understandinga client who was disappointed with your product?

26、What was the situation like? What specific stepsdid you take? What was the result?Planning & In working, we often face a number of prioritiesOrganizingthat must be tackled at the same time. Can you tell me about one or two actual cases where you hadto face such a situation? What did you do? What

27、 was the consequence?28An 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 prec

28、edence over the applicants knowledge, skills, or abilities. 29The 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. Every

29、thing the applicant says during the interview is seen in this light. 30Strong(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 alle

30、viate this. 3132Career Planning System Career PathDesignAnalysis of Employees Future PlanImplementation of Development Program33Career 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 th

31、at an employee must have to be able to hold a certain position. What Is Career Path?34Competency profile (Functional and Managerial Competency) Per PositionCategorizing the positions into a Job Family Career Path : Vertical, Lateral and Diagonal Mandatory training35CONCEPTUAL FRAMEWORKEmployeeCareer

32、 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 positionAssessment of the organizations need of manpower planning 36CONCEPTUAL FRAMEWO

33、RKEmployee Career NeedsOrganizationCareer NeedsSpecial AssignmentMentoringExecutive Development ProgramJob EnrichmentOn the Job DevelopmentApprenticeship in Other CompanyPresentation AssignmentTraining/WorkshopDesk Study3738Required competency level for certain position Competency GapCompetency Asse

34、ssmentCurrent competency level of the employee3912345Communication SkillsPublic Speaking LeadershipTraining Need AnalysisMaterial DevelopmentTraining EvaluationCommunication SkillsInterview SkillsAnalytical ThinkingUnderstand Selection Tools TeamworkCustomer OrientationRecruitment SupervisorRequired

35、 LevelRequired CompetencyPositionTraining & Development Manager 40 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

36、 Motivation Planning & Organizing Continuous Self Improevement Managerial competency1234LeadershipRequired LevelActual LevelAchievement OrientationTeamworkPlanning & OrganizingFunctional competency1234Mechanical EngineeringMechanical Equipment Maintenance41Communication SkillsVLeadershipVTea

37、mworkVAchievement Orientation VCustomer FocusVJob Functional SkillsVCommunication SkillsVLeadershipVTeamworkVAchievement Orientation VCustomer FocusVStrategic ThinkingVProblem Solving & Decision MakingVJob Functional SkillsVPositionManagerial CompetencySupervisorManagerProductive Communication S

38、eriesOn Becoming Effective Leader 1On Becoming Effective Leader 2Service Excellence for CustomerProfessional Seminar SeriesAchievement Motivation TrainingCreative Problem SolvingStrategic ManagementBuilding Productive TeamworkV = compulsory training Training Title42431. Performance Results: Hard or

39、quantitative aspects of performance (result)2. Competencies: It represents soft or qualitative aspects of performance (process) 44Will determine the employees career movement, and also the reward to be earned45No.Main Performance TargetTarget to beAchieved1Conduct an assessment of theAll employees s

40、ubmit their performance assessment formemployees performanceon time2Improve the system for Target : completed 100 % performance assessmentin November 20083Conduct training activitiesTarget : to conduct 6 training modules in one year4Carry out on the job trainingTarget : 90 % of the total employees a

41、ctivitieswho attend the training experience an increase in skill and knowledge Target should be measurable and specific46BasicIntermediateAdvancedExpertActively listens, and clarifies understanding where required, in order to learn from others.Actively listens, and clarifies understanding where requ

42、ired, 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 audie

43、nce 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

44、 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 t

45、hem.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 relat

46、ionships 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 (in

47、ternal, external, cross The company) at critical points in marketing and negotiations.47A 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 48In-trays or in-baskets involve working from the contents of a managers in-tray, which typically consists of let