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COMPETENCE-BASED HUMAN CAPITAL MANAGEMENT (CB-HCM):

AN INTRODUCTION

COMPETENCE-BASED HUMAN CAPITAL MANAGEMENT (CB-HCM): AN INTRODUCTION Prof. Jann Hidajat Tjakratmadja EXECUTIVE BANDUNG

Prof. Jann Hidajat Tjakratmadja

EXECUTIVE BANDUNG

OVERVIEW

Many unprecedented changes in business world (new HC visions, advanced HCIS, new HC structure, and re- engineering of HC processes)

Request for HC to add higher value (lower costs, increase employees productivity, increase product/ process quality, stronger linkage to business)

NEED TO TRANSFORM HC FUNCTION

1.

What are the essential HC competencies at

corporate and business levels?

2.

How can corporations acquire/develop these new

competencies?

What are the Key HC Competencies Needed?

THESE 2 COMPETENCIES BECOME INCREASINGLY MORE IMPORTANT

THESE 2 COMPETENCIES BECOME INCREASINGLY MORE IMPORTANT New Trends: 1. Importance of Measuring HC Eff. &

New Trends:

1. Importance of

Measuring HC

Eff. & Impact

2.Process

Orientation in HC Services’

Delivery 3/17/2017
Delivery
3/17/2017
2.Process Orientation in HC Services’ Delivery 3/17/2017 Top 3 Competencies New Competencies, have not been

Top 3 Competencies New Competencies, have not been identified in previous studies Critical/Essential Competencies for HC Specialists

3

TRADITIONAL HR ROLES

1.

Job Analyses (Determining the Nature of Each Employee’s Job)

2.

Employees Forecasting and Planning

3.

Recruiting and Selecting Employees Candidates

4.

Orienting and Training New Employees

5.

Compensating (Wages and Salaries)

6.

Incentives and Benefits

7.

Performance Appraisal

8.

Communicating (Interviewing, Counseling, Disciplining)

9.

Training and Developing Managers

BUT… THE REAL QUESTION IS:

"How can HC create value

and deliver results?"

HC creates value by engaging in activities

that produce the employee competencies

and behaviors the company needs to achieve its strategic goals.

THE HCM BASED COMPETENCY MODEL

A COMPE- TENCY IS:

An Indivi- dual or a

cluster of

behaviors, capabilities and skills an individual.

Inter/ Intra group or group needs to success- fully per-

form a set

of tasks or functions.

A compe-

tency is a

demonstra-

ted behavioral trait or skills

REWARDS: What behaviors do we reinforce?

DESIGN: How do

we structure

effective roles and activities

COMPETENCY n MODEL
COMPETENCY
n
MODEL

SUCCESSION:

A COMPE- TENCY MODEL IS:

How do we

An assess-

identify and

leaders?

ment and

develop

decision-

tomorrow’s

making tool which defi-

nes the key

competen-

cies for

successfully

performing

a specific job

RESOURCING: how do we attract, select

or the operations of

and retain the right

a

particular

people

function

area.

The models are often

segmented

 

by career

LEARNING & GROWTH: What

MANAGING

RESULTS: How

stage and

include a

capacities do we develop?

do we measure and drive critical

cross section of technical

behaviors for

and

results?

enabling

competen-

cies

Competence Based-HCM BENEFIT

For Employees

1. Give opportunity for each of employees to develop his/ her skills and capabilities

2. Every employees can learn any new knowledge or insights, to develop his/her

career or profession.

3. Employees has opportunity to develop own career path

For Company

1. Increase in employees satisfaction will significant influence to improve company service performances.

2. Will improve company forming of cadres program or leadership development

program

3. Company can anticipate the trend of employees interest and capabilities.

COMPETENCE-BASED PROCESS

WORK COMPETENCE (COMPETENCE DICTIONARY)
WORK COMPETENCE (COMPETENCE DICTIONARY)

WORK COMPETENCE

(COMPETENCE DICTIONARY)

WORK COMPETENCE (COMPETENCE DICTIONARY)
WORK COMPETENCE (COMPETENCE DICTIONARY)
PROCESS WORK COMPETENCE (COMPETENCE DICTIONARY) SOFT COMPETENCE (EMOTIONAL & SOCIAL SKILLS) JOB
PROCESS WORK COMPETENCE (COMPETENCE DICTIONARY) SOFT COMPETENCE (EMOTIONAL & SOCIAL SKILLS) JOB

SOFT COMPETENCE

(EMOTIONAL & SOCIAL SKILLS)

SOFT COMPETENCE (EMOTIONAL & SOCIAL SKILLS) JOB COMPETENCE (JOBS) HARD COMPETENCE (TECHNICAL SKILLS)

JOB COMPETENCE

(JOBS)

(EMOTIONAL & SOCIAL SKILLS) JOB COMPETENCE (JOBS) HARD COMPETENCE (TECHNICAL SKILLS) RECRUITMENT • ACCEPT
(EMOTIONAL & SOCIAL SKILLS) JOB COMPETENCE (JOBS) HARD COMPETENCE (TECHNICAL SKILLS) RECRUITMENT • ACCEPT

HARD COMPETENCE

(TECHNICAL SKILLS)

JOB COMPETENCE (JOBS) HARD COMPETENCE (TECHNICAL SKILLS) RECRUITMENT • ACCEPT • DENIED • PROMOTION •

RECRUITMENT

ACCEPT

DENIED

PROMOTION

ROTATION

DEGRADATION

TRAINING NEED

CURRICULUM

COMPETENCY GAP

COMPETENCY GAP
COMPETENCY GAP

INDIVIDUAL COMPETENCE

(KNOWLEDGE WORKERS)

CAREER PLANING

TRAINING & DEVELOPMENT

SOFT COMPETENCE (EXAMPLE)

Spencer and Spencer (1993)

They developed the dictionary of competencies, defining 20 generic competencies.

These covered not just managers but also entrepreneurs, technical and professional, sales and

“human service” workers from a wide range of

organizations.

Over a period of 20 years, more than 1000 respondents, carried out in 21 countries

Soft-Competence CB-HCM Components

(Spencer & Spencer, 1993)

INFLUENCE
INFLUENCE

PERSONAL EFFECTIVENESS

11. Impact and influence 1. Self control, stress resistance 12. Oranizational awareness 2. Self confidence
11. Impact and influence
1. Self control, stress resistance
12. Oranizational awareness
2. Self confidence
13. Relationship building
(networking)
3. Organizational Commitment
4. Flexibility
PROBLEM SOLVER
ACHIEVEMENT
14. Analytical thinking
5.
Achievement orientation
15.
Conceptual thinking
6.
Concern quaity and order
16.
Expertise
7.
Information seeking
8.
Initiative
MANAGERIAL
HELPING/SERVICE
17.
Directiveness
18.
Teamwork and cooperation
9. Interpersonal understanding
19.
Developing others
10. Customer service orientation
20.
Team Leader

HOW DO CORPORATIONS ACQUIRE NEW COMPETENCIES?

HOW DO CORPORATIONS ACQUIRE NEW COMPETENCIES? 3/17/2017 14

HOW DO CORPORATIONS ACQUIRE NEW COMPETENCIES (2)

1. Planning & Assessment

• It’s about Competency Audit:

Assess competency of existing HC professionals in critical competency area

Identify competency gap & prioritize development effort

Monitor the progress of the competency development program regularly

360-degree competency assessment

Overall HC competency scores obtained by averaging all HC people scores

This overall score often compared with industry standard/historical trends

2. Communications:

Communicate to the organization about:

Demands & expectations regarding the new roles & competencies

Resources availability

Consequences of not meeting the expectations/goals

Share success stories/best practices & recognize role models

HOW DO CORPORATIONS ACQUIRE NEW COMPETENCIES (3)

3. Performance Management

• It’s about incorporating performance management to bridge

competency gaps to make HC people understand the linkage between new HC competencies with their career & rewards:

Include list of competencies & skills set

Create individual development plans to achieve the new competencies

– Should be personal and relevant based on each person/role’s needs

4. Trainings

Various means of trainings:

Internal courses (e.g. HP 5-day course on ‘Personnel as Competitive Adv’

– External executives programs (e.g. DFS’ requirement for HC managers to attend two external seminars)

Collaboration with universities (e.g. giving HC curriculum inputs to

universities)

1.

MAIN MOTIVATION FOR TRAINING:

FOR NEW CANDIDATES: Provides familiarisation with the company’s mission, vision, rules, regulations and work environment

FOR EXISTING EMPLOYEES: Provides incentive and kills boredom in employees who have been in the company for a whole, as they are trained to refresh and enhance knowledge.

FOR TECHNOLOGICAL PURPOSES: Technology is ever changing and what was usefulin itially may become obsolete within month. Traning provides confidence for staff members to cope with

change.

FOR CAREER GROWTH AND PATH CLARITY: It’s in training that employers can get a better sense of the dedication and commitment of their employees. Training serves as an overview in separating the leaders from the followers, leaders are generally prepared to share the responsibilities of hugher level jobs.

2. DESIRED RESULTS FROM TRAINING

IT BOOSTS STAFF MORALE: By indirectly offering job security, as it’s easier to excel when staff know exactly what their company

and/or bosses want and need.

IT GIVES STAFF SATISFACTION: To test confident in what they do, making job execution and contribution to the company’s success more real.

IT LOWERS STAFF TURNOVER: When employees feel united,

happy and satisfied with a common goal.

IT LESSENS NEED FOR STAFF SUPERVISION: When everyone is

well-trained, where staff utilise their time and efforts effectively

by concentrating on their specific roles.

IT ENHANCES STAFF TEAMWORK: Through understanding the compny’s goals at each and every turn

IT OFFERS STAFF CAREER PATH CLARITY: As they acquire or

enhance skills and efficiency through training, makig them more

eligible to promotions and ultimately becoming and asset to the compsny

IT INCREASESSTAFF PRDUCTIVITY: Because well-trained staff show both quality in wor performance, cutting unnecessary

waste of time, money and resources

www.enterprise-pm.com

HOW DO CORPORATIONS ACQUIRE NEW COMPETENCIES (4)

5. Development

Only 10% business learning happen via formal trainings, 70% comes from on-the-job development:

Systematic job assignments (stretch assignments & job rotation within and/or outside HC works)

Peer learning network (offer consulting service to each other

and learn collectively & collaboratively from each other’s

success/failures, done at Quantum and AT&T’s CRITTER program)

Coaching & mentoring (e.g. DFS’ program of HC executives to

coach his/her direct reports in an area which is outside HC’s responsibilities)

T H A N K

Y O U !

T H A N K Y O U ! 3/17/2017 20

Competencies Definition

(Spencer & Spencer, 1993)

PERSYARATAN KOMPETENSI (1)

A.

INFLUENCE ==> Kemampuan Individu Untuk Mempengaruhi Orang Lain Yang Berhubungan Dengannya:

1. Impact and Influence (IMP)

2. Organizational Awareness (OA)

3. Relationship Building (RB)

B.

ACHIEVEMENT AND ACTION ==> Kemampuan

Merencanakan, Menetapkan Target, Dan Menyelesaikan Tugas Atau Segala Sesuatu Yang Telah Ditargetkan Baik

Oleh Individu Yang Bersangkutan Atau Bersama-sama

Dengan Atasan:

1. Achievement orientation (ACH)

2. Concern for order, quality and accuracy (CO)

3. Inniatiative (INT)

4. Information seeking (INFO)

Competencies Definition

(Spencer & Spencer, 1993)

PERSYARATAN KOMPETENSI (2)

C.

MANAGERIAL ==> Keberhasilan Kerja Manajerial:

1.

Developing others (DEV)

2.

Directiveness (DIR)

3.

Teamwork and Cooperation (TW)

4.

Team Leadership (TL)

D.

HELPING AND HUMAN SERVICE ==> Hubungan Dengan Individu Lain Dan Pemahaman Atas Orang Lain:

1. Interpersonnal understanding (IU)

2. Costumer service orientation (CSO)

Competencies Definition

(Spencer & Spencer, 1993)

PERSYARATAN KOMPETENSI (3)

E. PROBLEM SOLVER ==> Mengetahui Seberapa Baik Seseorang Dalam Memahami Suatu Situasi, Memahami Masalah, Melihat Peluang, Atau Mempelajari Pengetahuan Baru:

1. Conceptual thinking (CT)

2. Expertise (Exp)

3. Analytical thinking (AT)

F. PERSONAL EFFECTIVENESS ==> Kedewasaan Individu Dalam

Menghadapi Rekan Dan Tugas Pekerjaan:

1.

Self-control (SCT)

2.

Self-confidence (SCF)

3.

Flexibility (FLX)

4.

Organizational Commitment (OC)

MANAGERS JOB COMPETENCE

COMP

FINANCE

OPERATION

MARKETING

HUMAN CAP

TECHNIQUE

1

6,2

4,2

5,3

6,3

5,2

2

6

5

6

6

6

3

7,3

5,3

6,4

7,3

8,4

4

-

4,2

4,4

4,4

5,5

5

7

4

4

3

6

6

-

2,1

8,2

5,2

8,4

7

7,5

5,4

6,5

6,5

6,3

8

6

5

3

5

6

9

6

4

6

6

6

10

8,2

6,4

9,8

7,8

9,9

11

4

9

5

7

8

12

6,3,2

6,4,4

5,3,4

5,5,4

6,4,4

13

7

7

4

6

7

14

4,5

3,3

3,3

5,4

5,4

15

5

4

5

4

6

16

6,3,2,3

5,3,2,2

6,3,0,2

7,4,3,2

6,3,2,4

17

4

6

5

5

6

18

5,3

5,3

6,2

6,3

5,3

19

-

3,5

5,4

5,3

6,3

20

5

3

3

4

3

24

3/17/2017

CB-HC Champions

Product Examples

Recruitment and Selection

POLA REKRUTMEN KARYAWAN

DENGAN BASIS KOMPETENSI

Selection POLA REKRUTMEN KARYAWAN DENGAN BASIS KOMPETENSI SUMBER DALAM (PERENCANAAN KARIR) SUMBER LUAR
Selection POLA REKRUTMEN KARYAWAN DENGAN BASIS KOMPETENSI SUMBER DALAM (PERENCANAAN KARIR) SUMBER LUAR

SUMBER DALAM

(PERENCANAAN

KARIR)

SUMBER LUAR

(KARYAWAN

BARU)

REKRUTMEN

SELEKSI

ADMINISTRASI

LUAR (KARYAWAN BARU) REKRUTMEN SELEKSI ADMINISTRASI TEST PENDIDIKAN FISIK MASA KERJA (PENGALAMAN KERJA)
LUAR (KARYAWAN BARU) REKRUTMEN SELEKSI ADMINISTRASI TEST PENDIDIKAN FISIK MASA KERJA (PENGALAMAN KERJA)
LUAR (KARYAWAN BARU) REKRUTMEN SELEKSI ADMINISTRASI TEST PENDIDIKAN FISIK MASA KERJA (PENGALAMAN KERJA)

TEST

PENDIDIKAN

FISIK

MASA KERJA

(PENGALAMAN KERJA)

KOMPETENSI (SISTEM GUGUR)

RIWAYAT PRESTASI

PROSPEK

ASPIRASI

AKUMULASI

NILAI

(SISTEM

GUGUR)

KESEHATAN (SISTEM GUGUR)

PSIKOLOGI

PRESTASI PROSPEK ASPIRASI AKUMULASI NILAI (SISTEM GUGUR) KESEHATAN (SISTEM GUGUR) PSIKOLOGI (BAKAT / MINAT ) PENEMPA

(BAKAT / MINAT )

PENEMPA

TAN

Career Planning: Career Path and Cycle

GOL STRUKTURAL FUNGSIONAL SIKLUS 2 Tahun I Staf Ahli Dewan Direksi Board of Director •
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
5
Tahun + S1
• Sekretaris DirUt
2 Tahun
• Bendahara I
Section Head
• Staf Pratama Satu
V
• Auditor IV
5
Tahun + S1
• Sekretaris Direktur
• Bendahara II
Supervisor
• Staf Pratama Dua
• Juru
VI
5
Tahun
• Tata Usaha Kepala Divisi
Operator
• Bendahara III
VII
Jabatan Operasional
• Office Staf
• Clerk
5
Tahun
VIII
• Caraka
5
Tahun

OPERASI

MO

Job Family

PML

BERSEBERANGAN

BERDEKATAN

SEJALUR

BERSEBERANGAN

PUL

PJT

PBGN

PENGEMBANGAN

BERSEBERANGAN

PKBL

KEU

&

AKT

MR

SPI

TIP

KEUANGAN

PP

POM

SKPR

HKM

UMM

& LOG

MSDM

UMUM

Integration of TNA and Career Path

Kelompok Program Pelatihan menurut Tahapan Pengembangan SDM dalam Siklus Karir

TAHAPAN PENGEMBANGAN SDM DALAM SIKLUS KARIR JENJANG PENDIDIKAN PELATIHAN Pengembangan I Pengembangan II
TAHAPAN PENGEMBANGAN SDM DALAM SIKLUS KARIR JENJANG PENDIDIKAN PELATIHAN Pengembangan I Pengembangan II
TAHAPAN PENGEMBANGAN SDM DALAM SIKLUS KARIR JENJANG PENDIDIKAN PELATIHAN Pengembangan I Pengembangan II

TAHAPAN PENGEMBANGAN SDM DALAM SIKLUS KARIR

JENJANG

PENDIDIKAN

PELATIHAN
PELATIHAN

Pengembangan I

Pengembangan II

PELATIHAN

KEL

PELATIHAN

KEL

JAB

JAB

Pemeliharaan Persiapan Purna Bhakti PELATIHAN KEL PELATIHAN JAB Pengenalan P Pengenalan P Pengenalan P -
Pemeliharaan
Persiapan Purna
Bhakti
PELATIHAN
KEL
PELATIHAN
JAB
Pengenalan
P
Pengenalan
P
Pengenalan
P
-
P
Perencanaan
Bidang Kerja
Bidang Kerja
Bidang Kerja
Bisnis
Kepemimpinan Kerja
Efisiensi dan
Pengenalan
P
M3
Team Work I
M3
Tim
Standard Kerja
Bidang Kerja
Manajemen
Human
Kepemimpinan
M3
berorientasi Hasil
Relation I
Kerja Tim
(XI)
Personality I
Manajemen
Berorientasi
Hasil

SMU/SEDERAJAT

SMU/SEDERAJAT
SMU/SEDERAJAT
SMU/SEDERAJAT
SMU/SEDERAJAT

Pengenalan dan

Orientasi

KEL

JAB

Competence-Based Training Syllabus

Competence-Based Training Syllabus

Questions?

Discussion!

The End….