Competency-based Training &
Career
Development
Bahan Matkul Manajemen SDM – S1 Unsada, 25 November 2017
About me..
S-1 Teknologi Industri Pertanian IPB S-2 Magister Management UNDIP S-3 Manajemen Bisnis IPB
HR Trainee – Manager : PT Indofood Sukses Makmur, Tbk. (9 years) Personnel & GA Manager : PT HM Sampoerna, Tbk. (1 year)
HRBP : PT Unilever Indonesia, Tbk (8 years) VP HR : PT Nestle Indonesia (2 years)
Chief of Human Capital Development : PT Sierad Produce, Tbk (until now)
Hobbies : badminton, jogging
You can fnn me at:
AGENDA
1.What is a competency
2.How important the competency
3.Competency-basen Training
â—Ť
Competence
is the ability of
an innivinual to
no a
job
properly.
â—Ť
A competency
is a set of
nefnen
behaviors that
provine a
structuren
guine enabling
the
inentifcation,
evaluation ann
nevelopment of
the behaviors in
innivinual
employees.
“
â—Ť Competency models can help
organizations align their initiatives to their overall business strategy.
â—Ť By aligning competencies to business strategies, organizations can better recruit and select employees for their organizations.
â—Ť Competencies have been become a
precise way for employers to distinguish superior from average or below average performance.
â—Ť A well sound Competency Model will help with performance management,
succession planning and career development.
Why
The Benefts of
Competency
Competency
Competency
Selection
Selection
Training & Development
Training & Development
Performance Management
Performance Management
Career Path & Succession Planning
BIG CONCEPT
Bring the attention of your
aunience over a key
concept using icons or
What is Competency-based Management?
An HR management approach that
standardizes
and integrates all HR activities based on
competencies
that support organizational goals.
Source : Human Resource Systems Group, 2012
Basic
â—Ť Intronucen in the 1980s
â—Ť Core
competencies nefnen as the
collective learning in the organization; the coornination of niverse pronuction skills while
integration various streams of
technology (Le Deist ann Winterton, 2005)
â—Ť Ensures to be integraten to pronuce specifc results
â—Ť Can easily incorporate
learning activities into naily business processes (Naquin & Holton, 2003)
Competency-based
Training Framework
Current competency mapping of the
employee
Competency Assessment
Required competency for
positions
Training & Development
Example: Chicken Farm
Operator OperatorFarm
Farm Supervisor
Farm
Operator OperatorFarm Adm
Assistant SupervisorTechnic Security Guards Poultry
Health
= 138.000 population No Job Title Total Min Education
1 Farm Manager 1 D-3
2 Farm Supervisor 2 D-1/High School
3 Farm Operator 9 Vocational High School 5 Adm Assistant 1 Vocational High School 6 Technic Supervisor 1 Vocational High School 7 Security Guard 4 Vocational High School Total 18
No KPI Std
1 Depletion 2.5% 2 Feed
Consumption Ratio
1.5
Farm Manager Job Scope & Competency Model
Item Description
Main Task Plan, coordinate and control the execution of all operations involving farm Commercial production process from preparation to harvesting cage in achieving predetermined performance targets.
Responsibility Resources planning, Production Management & Analysis, Health control, Community.
Dimension 138.000 population, 17 subordinates Qualification S-1 or D-3 with min. 3 years experience
Competency Core: Integrity, Teamwork, and Achievement Orientation
Leadership: Real Accountability, Can Do Mentality, Build & Develop Superior Talent
Functional:
1. Management of Broiler farming 2. Application of Biosecurity
3. Analysis of the performance and operational costs 4. Make farm operational planning
5. Farm Technics (ventilation, inlet, aeration, fan, etc.) 6. People Management
7. Mastery on farm technology
8. Mastery on utility (generator, electricity, etc.) 9. Mastery on Manpower Regulation
10. Communication skill
• Broiler Farming Management • Biosecurity
• Cost & Performance analysis tools
• People Management • Farm Technology &
Utility
• Manpower Regulation
• Broiler Farming Management • Biosecurity
• Cost & Performance analysis tools
• People Management • Farm Technology &
Utility
• Manpower Regulation
• Integrity • Teamwork
• Achievement Orientation • Real Accountability
• Can Do Mentality
• Build & Develop Superior Talent
• Integrity • Teamwork
• Achievement Orientation • Real Accountability
• Can Do Mentality
• Build & Develop Superior Talent
• Operate broiler farming • Apply biosecurity SOP • Do cost & performance
analysis
• Establish Farm operational planning
• Managing farm team
• Mastery on farm technology • Mastery on Manpower
Regulation
• Effective communication skill
• Operate broiler farming • Apply biosecurity SOP • Do cost & performance
analysis
• Establish Farm operational planning
• Managing farm team
• Mastery on farm technology • Mastery on Manpower
Regulation
• Effective communication skill
Competency Model – Farm Manager
Knowledge Skills
Attitude
Competency
How to design
Competency Profle
per Position
Position Required Competency Required Level
1 2 3 4 5
Farm Manager
Integrity Teamwork
Achievement Orientation Real Accountability
Can Do Mentality
Build & Develop Superior Talent
Management of Broiler farming Application of Biosecurity
Competency Profle
per Position
Position Required Competency
Required Level
Achievement Orientation
Real Accountability
Position Competency
required Relevant Training Modules & Assignment
Farm Manager
Integrity • Basic Business Conduct • Integrity project assignment
Teamwork • Advanced Teamwork Training
• Project assignment required
Gap analysis of an
individual employee
Competency-based
Development
Critical parts of Competency-based
Training
Competency-based Training
Competency-based Training
Competency Model per
position
Competency Model per
position
Competency gaps analysis per job holder Competency gaps analysis per job holder
Competency
Certified Coach
Certified Coach
Training Expertise
Team
Training Expertise
Team
Assessment measurement Assessment measurement
Bank of Learning programs
Bank of Learning programs
- Curriculum - 10-20-70
- Delivery system
Competency-based Career
Development
Career Planning System
Career Path Design
Analysis of Employees Future Plan
How to match Employee
expectation with Organization
goals
How do employees express their career aspiration and what are their motivating factors?
Managerial “To develop interpersonal, communication,
influencing competence”
Managerial “To develop interpersonal, communication,
influencing competence”
Functional “Enhance my technical expertise,
I do not seek managerial job”
Functional “Enhance my technical expertise,
I do not seek managerial job”
Autonomy “Get freedom in decision making,
work at my own pace”
Autonomy “Get freedom in decision making,
work at my own pace”
Technological “I desire to work with hi-tech in my
entire career”
Technological “I desire to work with hi-tech in my
entire career”
Does the organization’s vision and mission match with my career aspiration?
Employee Individual Goals, motivators,
career aspiration
Organization Vision, Goals, Culture, Human
Capital System
Defning Career Path
Analyzing a position of job
based in the competency
required
Categorizing the positions that require similar competencies
into one job family
Identifying career paths based on the
job family
Competency profile (Core, Leadership,
and Functional Competency per
position)
Categorizing the positions into a Job
Family
- Career path:
vertical, lateral, and diagonal
Special Individual Career
Issues
Special Individual
Career Issues Technical and
Professional Workers
Dual Career Ladders
Women and Careers
Sequencing Glass Ceiling
Dual-Career Couples
Family vs.Career Relocation
Global Career Concerns
Employee Development
Program
Employee Career Needs Organization Career Needs
Match?
Development Program and Interventions
Special Assignment other Sister CompanyApprenticeship in Training/Workshop
Executive Development
Program
Project Assignment On the Job Training
Training & Development Manager
Competency
Yunus Triyonggo, 2014 (PMSM Indonesia)
Manajemen Talenta
A S
N
N
MSDM
Model Kompetensi
Profesi MSDM
Indonesia
Klaster 4. Pembelajaran dan Pengembangan SDM
No Kode Unit Judul Unit Kompetensi
1 M.701001.032.01 Menyelaraskan Strategi Pembelajaran dan Pengembangan sesuai dengan Strategi Organisasi
2 M.701001.033.01 Mengidentifkasi Kesenjangan Kompetensi
3 M.701001.034.01 Mengidentifkasi Kebutuhan Kompetensi melalui Rekam Jejak Perkembangan Pekerja
4 M.701001.035.01 Merancang Program Pembelajaran dan Pengembangan
5 M.701001.036.01 Merancang Program Pembelajaran dan Pengembangan Mandiri
6 M.701001.037.01 Menyusun Anggaran Program Pembelajaran dan Pengembangan 7 M.701001.038.01 Melaksanakan Kegiatan Pembelajaran dan Pengembangan
Klaster 6. Pengelolaan Karir
No Kode Unit Judul Unit Kompetensi
1 M.701001.049.01 Menyelaraskan Strategi Pengelolaan Karir dengan Strategi Organisasi
2 M.701001.050.01 Membuat Sistem dan Prosedur Pengelolaan Karir
3 M.701001.051.01 Melakukan Pemetaan Potensi dan Kompetensi Individu
4 M.701001.052.01 Menyusun Rencana Implementasi Pengembangan Karir
5 M.701001.053.01 Menerapkan Pengembangan Karir
The Benefts of
Competency
Selection: The use of behavioral interviewing ann testing where appropriate, to screen job canninates basen on whether they
possess the key necessary job competency profle.
1. Provines a complete picture of the job requirements
2. Increases the likelihoon of selecting ann interviewing only innivinuals who are likely to succeen on the job
3. Minimizes the investment (both time ann money) in people who may not meet the company’s expectations
4. Enables a more systematic ann valin interview ann selection process
The Benefts of
Competency
Training & Development: nevelopment of innivinual learning plans for innivinual or groups of employees basen on the
measurable “gaps” between job competencies or competency profciency levels requiren for their jobs ann the competency portfolio processen by the incumbent.
1. Focuses training ann nevelopment plans to annress missing competencies or raise level of profciency
2. Enables people to focus on the skills, knowlenge ann
characteristics that have the most impact on job efectiveness
3. Ensures that training ann nevelopment opportunities are alignen with organizational neens
4. Makes the most efective use of training ann nevelopment time ann nollars
The Benefts of
Competency
Performance Management: provines regular measurement of targeten behaviors ann performance outcomes linken to job
competency profle critical factors.
1. Provines a sharen unnerstanning of what will be monitoren, measuren, ann rewarnen
2. Focuses ann facilitates the performance appraisal niscussion appropriately on performance ann nevelopment
3. Provines focus for gaining information about a person’s behavior on the job
The Benefts of
Competency
Career Paths: nevelopment of stepping stones necessary for promotion ann long term career-growth.
1. Clarifes the skills, knowlenge, ann characteristics requiren for the job or role in question ann for the follow-on jobs
2. Inentifes necessary levels of profciency for follow-on jobs
3. Allows for the inentifcation of clear, valin, legally nefensible ann achievable benchmarks for employees to progress upwarn
The Benefts of
Competency
Succession Planning: careful, methonical preparation focusen on retaining ann growing the competency portfolios critical for the organization to survive ann prosper.
1. Provines a methon to assess canninates’ reaniness for the role
2. Focuses training ann nevelopment plans to annress missing competencies or gaps in competency profciency levels
3. Allows an organization to measures its “bench strength”—the number of high-potential performers ann what they neen to acquire to step up to the next level
4. Provines a competency framework for the transfer of critical knowlenge, skills, ann experience prior to succession – ann for preparing canninates for this transfer via training, coaching ann mentoring
