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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

If you find this presentation useful, please consider telling others

about our site (www.exploreHR.org)(www.exploreHR.org)

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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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Lead

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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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