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Competency-based
     HR Management



www.exploreHR.org     1
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       Contents

        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


www.exploreHR.org                                                                    2
Competency-based HR
               Management : A Framework


www.exploreHR.org                         3
HR Management Framework
       based on Competency

                    Competency based People Strategy                           The
                                                                     competency
                                 Recruitment &
                                                                       framework
                                   Selection
                                                                        will be the
                                                                      basis for all
                          Training &       Performance
        BUSINESS
                         Development       Management
                                                         BUSINESS   HR functions
        STRATEGY                                         RESULTS
                                                                    and serve as
                                 COMPETENCY                         the "linkage"
                                 FRAMEWORK
                                                                         between
                           Reward            Career                     individual
                         Management        Management
                                                                     performance
                                                                    and business
                                                                           results


www.exploreHR.org                                                                     4
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   •   Competency is a determining factor for
                        successful performance

                    •   The focus of competency is behavior
                        which is an application of skills, job
                        attitude and knowledge.



www.exploreHR.org                                                    5
Definition of Competency

                       Skill
                    Job Attitude
                    Knowledge
                                   Competency


            Observable Behavior




              Job Performance


www.exploreHR.org                               6
Competency and Job Description

       •   Job description looks at what, whereas competency model
                                    what
           focuses on how.
                      how

       •   Traditional job description analysis looks at elements of the
           jobs and defines the job into sequences of tasks necessary
           to perform the job

       •   Competency studies the people who do the job well, and
                                                        well
           defines the job in terms of the characteristics and
           behaviors of these people.




www.exploreHR.org                                                          7
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.




www.exploreHR.org                                                             8
Competency Identification Process

            Clarify
                                                         Generate
        Organizational            Competency
                                                        Competency
         Strategy and             Identification
                                                          Models
           Context



                         •   Analyze Work Role and
                             Process                      Validate,
                         •   Gather Data through         Refine and
                             Behavior Event Interview    Implement
                             and Focus Group
                         •   Conduct Benchmark
                             Study


www.exploreHR.org                                                     9
Examples 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.
www.exploreHR.org                                                                          10
Examples of Competency
   DEFINITION
   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.                                      11
www.exploreHR.org
Benefits of Using Competency Model

       For Managers, 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.



www.exploreHR.org                                                           12
Benefits of Using Competency Model

       For Employees, 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.



www.exploreHR.org                                                             13
Key Characteristics of Successful
       Implementation

       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.




www.exploreHR.org                                                             14
Key Characteristics of Successful
       Implementation

      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.




www.exploreHR.org                                                             15
Competency-based
                    Interview for Selection


www.exploreHR.org                             16
Types of Interview

      •   Conventional Interview

      • Competency-based Interview




www.exploreHR.org                    17
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
                    the system of rating/scoring the interview.




www.exploreHR.org                                                          18
Conventional Interview

        •   Has low reliability and validity – there is no accuracy in
            predicting performance

        •   Susceptible to bias and subjectivity (gut feeling)




www.exploreHR.org                                                        19
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).



www.exploreHR.org                                                        20
Competency-based Interview

       •   Has a high level of validity and reliability.

       •   Equipped with a standard scoring system which
           refers to behavior indicators




www.exploreHR.org                                          21
Approach 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?

www.exploreHR.org                                      22
Approach in Competency-based Interview

       Situation

       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)?




www.exploreHR.org                                            23
Approach in Competency-based Interview

       Tasks/Actions

      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?




www.exploreHR.org                                        24
Approach in Competency-based Interview

        Results

        What was the outcome?
        Can you tell me the results of taking such action?
        What specific outcome was produced by your
        action?




www.exploreHR.org                                            25
Sample 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?




www.exploreHR.org                                                              26
Sample Questions in CBI

      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?




www.exploreHR.org                                                           27
Bias in the Interview Process

                      An interviewer might make a snap judgement
        First         about someone based on their first impression
        Impressions   - 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.




www.exploreHR.org                                                        28
Bias in the Interview Process

                    The "halo" effect occurs when an interviewer
         Halo       allows one strong point about the candidate to
         Effect     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.




www.exploreHR.org                                                     29
Bias in the Interview Process

                    Strong(er) candidates who interview after
        Contrast    weak(er) ones may appear more qualified than
        Effect      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.




www.exploreHR.org                                                  30
Competency-based
                       Career Planning


www.exploreHR.org                        31
Career Planning Flow

          Career Planning
             System                     Career Path
                                            Design

                              Analysis of Employees
                                         Future Plan

                                 Implementation of
                              Development Program




www.exploreHR.org                                      32
Defining Career Path

         What Is    Career Path is a series of positions that one
         Career     must go through in order to achieve a certain
         Path?
                    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.




www.exploreHR.org                                                      33
Defining Career Path

        Analyzing a       Categorizing the   Identifying
        position or job   positions that     career paths
        based on the      require similar    based on the job
        competency        competencies       family
        required          into one job
                          family




          Competency      Categorizing the   • Career Path :
            profile       positions into a   Vertical, Lateral
        (Functional and     Job Family        and Diagonal
           Managerial                          • Mandatory
         Competency)                             training
          Per Position

www.exploreHR.org                                                34
CONCEPTUAL FRAMEWORK


      Assessing Employee Career Plan

              Employee                            Organization
            Career Needs                          Career Needs
                                  Match?
       •   Assessment of the               •     Assessment of the
            career type of the                   competency profile
           employee                              required by the
       •   Assessment of the                     position
           employee                        •     Assessment of the
           competency level                      organization’s need
           (for example through                  of manpower
           assessment center)                    planning



www.exploreHR.org                                                      35
CONCEPTUAL FRAMEWORK



      Employee Development Program

             Employee                                     Organization
            Career Needs                                  Career Needs
                                      Match?

                    Development Programs and Interventions

           Special Assignment   Apprenticeship in Other    Training/Workshop
                                      Company

                Executive             On the Job             Presentation
          Development Program        Development             Assignment

               Mentoring           Job Enrichment             Desk Study




www.exploreHR.org                                                              36
Competency-based
                    Training & Development


www.exploreHR.org                            37
Competency-based Training Framework


           Current      Competency       Required
        competency         Gap         competency
         level of the                level for certain
          employee                       position



                        Competency
                                     Training and
                        Assessment
                                     Development
                                       Program




www.exploreHR.org                                        38
Competency Profile Per Position

                                                        Required Level
          Position      Required Competency         1    2    3    4     5
                          Communication Skills
                            Public Speaking
         Training &
                               Leadership
        Development
          Manager        Training Need Analysis
                          Material Development
                           Training Evaluation

                          Communication Skills
                             Interview Skills
         Recruitment       Analytical Thinking
         Supervisor    Understand Selection Tools
                               Teamwork
                          Customer Orientation




www.exploreHR.org                                                            39
Competency Profile Per Position
      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
                                              Position                                       Relevant Training Modules
                                                          Requirements

                                                                                   •   Leadership I
                                             SUPERVISOR       Leadership
                                                                                   •   Communication Skills I

                                                                                   •   The Art of Motivating Employees

                                                                                   •   Providing Effective Feedback

                                                                                   •   Goal Setting Technique
                                                              Achievement
                                                               Orientation         •   Work Motivation

                                                                                   •   Planning & Organizing

                                                                                   •   Continuous Self Improevement

www.exploreHR.org                                                                                                        40
Training Matrix for Competency Development




                                                                                                                 Service Excellence




                                                                                                                                                                                            Building Productive
                                                                                                                                      Motivation Training
                                                                       Effective Leader 1



                                                                                            Effective Leader 2




                                                                                                                                                            Creative Problem
                                  Training Title




                                                       Communication




                                                                                                                                                                                                                  Seminar Series
                                                                       On Becoming



                                                                                            On Becoming




                                                                                                                                      Achievement
                                                                                                                 for Customer




                                                                                                                                                                               Management




                                                                                                                                                                                                                  Professional
                                                       Productive




                                                                                                                                                                                            Teamwork
                                                                                                                                                                               Strategic
                                                                                                                                                            Solving
                                                       Series
       Position        Managerial Competency

                         Communication Skills               V

                              Leadership                               V

                              Teamwork                                                                                                                                                      V
      Supervisor
                        Achievement Orientation                                                                                       V

                           Customer Focus                                                                        V
                         Job Functional Skills                                                                                                                                                                    V

                         Communication Skills               V

                              Leadership                                                    V

                              Teamwork                                                                                                                                                      V

                        Achievement Orientation                                                                                       V
      Manager
                           Customer Focus                                                                        V

                           Strategic Thinking                                                                                                                                  V

                   Problem Solving & Decision Making                                                                                                        V
                         Job Functional Skills                                                                                                                                                                    V

www.exploreHR.org
            V = compulsory training                                                                                                                                                                                     41
Competency-based
                    Performance Management


www.exploreHR.org                            42
Individual Performance Element


                               1. Performance Results: Hard or
                                     quantitative aspects of
     Individual Performance
                                      performance (result)
                    elements
               has two main
                 categories:
                               2. Competencies: It represents
                                 soft or qualitative aspects of
                                   performance (process)




www.exploreHR.org                                                 43
Individual Performance Element

        1. Performance Results Score


                                          Overall Score
            2. Competencies Score



                                       Will determine the employee’s
                                        career movement, and also
                                          the reward to be earned




www.exploreHR.org                                                      44
Element # 1 : Performance Results
  No.    Main Performance Target                            Target to be
                                                              Achieved
   1 Conduct an assessment of the      All employees submit their performance assessment form
     employee'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

www.exploreHR.org                                                                               45
Element # 2 : Competencies
  Competency : Collaboration
                Basic                            Intermediate                             Advanced                                       Expert

  Actively listens, and clarifies     Actively listens, and clarifies        Actively listens, and clarifies         Actively listens, and clarifies understanding
  understanding where required, in    understanding where required, in       understanding where required, in        where required, in order to learn from others.
  order to learn from others.         order to learn from others.            order to learn from others.

  Empathise with audience and         Empathise with audience and            Empathise with audience and             Empathise with audience and formulates
  formulates messages accordingly.    formulates messages accordingly.       formulates messages accordingly.        messages accordingly.

  Shares resources and information.   Shares resources and information.      Shares resources and information.       Shares resources and information.

  Responds promptly to other team     Balances complementary strengths       Actively builds internal and external   Builds internal and external networks and uses
  members’ needs.                     in teams and seeks diverse             networks.                               them to efficiently to create value.
                                      contributions and perspectives.

                                      Involves teams in decisions that       Uses cross functional teams to draw     Uses cross functional teams to draw upon
                                      effect them.                           upon skills and knowledge               skills and knowledge throughout the
                                                                             throughout the organization.            organization.

                                      Encourages co-operation rather than    Builds and maintains relationships      Drives and leads key relationship groups
                                      competition within the team and with   across The company.                     across The company.
                                      key stakeholders.

                                                                                                                     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.

www.exploreHR.org                                                                                                                                                     46
Assessing Competency through
      Assessment Center

      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




www.exploreHR.org                                                           47
Types of Test in Assessment Center

         In-Basket    •   In-trays or in-baskets involve working from the
          Exercise        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.


           Role       •   In a role play, you are given a particular role to
         Simulation       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.




www.exploreHR.org                                                              48
Types of Test in Assessment Center

        Presentation   •   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.



        Fact-Finding   •   In a fact-finding exercise, you may be asked to
          Exercise         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.

www.exploreHR.org                                                              49
Types of Test in Assessment Center

          Group      •   Group exercises are timed discussions, where a
        Discussion       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.




www.exploreHR.org                                                            50
Competency Assessment and Rating


           Results of
          Observation      Competency Score
          Through the
       Assessment Center




www.exploreHR.org                             51
Recommended Further Readings

       1.   Paul Green, Building Robust Competency, John Wiley and Sons

       2.   David Dubois, Competency-based HR Management, Black Publishing




www.exploreHR.org                                                            52
End of Material


www.exploreHR.org                     53

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Competency based hr management

  • 1. Competency-based HR Management www.exploreHR.org 1
  • 2. If you find this presentation useful, please consider telling others about our site (www.exploreHR.org) Contents 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 www.exploreHR.org 2
  • 3. Competency-based HR Management : A Framework www.exploreHR.org 3
  • 4. HR Management Framework based on Competency Competency based People Strategy The competency Recruitment & framework Selection will be the basis for all Training & Performance BUSINESS Development Management BUSINESS HR functions STRATEGY RESULTS and serve as COMPETENCY the "linkage" FRAMEWORK between Reward Career individual Management Management performance and business results www.exploreHR.org 4
  • 5. 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 • Competency is a determining factor for successful performance • The focus of competency is behavior which is an application of skills, job attitude and knowledge. www.exploreHR.org 5
  • 6. Definition of Competency Skill Job Attitude Knowledge Competency Observable Behavior Job Performance www.exploreHR.org 6
  • 7. Competency and Job Description • Job description looks at what, whereas competency model what focuses on how. how • Traditional job description analysis looks at elements of the jobs and defines the job into sequences of tasks necessary to perform the job • Competency studies the people who do the job well, and well defines the job in terms of the characteristics and behaviors of these people. www.exploreHR.org 7
  • 8. 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. www.exploreHR.org 8
  • 9. Competency Identification Process Clarify Generate Organizational Competency Competency Strategy and Identification Models Context • Analyze Work Role and Process Validate, • Gather Data through Refine and Behavior Event Interview Implement and Focus Group • Conduct Benchmark Study www.exploreHR.org 9
  • 10. Examples 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. www.exploreHR.org 10
  • 11. Examples of Competency DEFINITION 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. 11 www.exploreHR.org
  • 12. Benefits of Using Competency Model For Managers, 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. www.exploreHR.org 12
  • 13. Benefits of Using Competency Model For Employees, 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. www.exploreHR.org 13
  • 14. Key Characteristics of Successful Implementation 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. www.exploreHR.org 14
  • 15. Key Characteristics of Successful Implementation 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. www.exploreHR.org 15
  • 16. Competency-based Interview for Selection www.exploreHR.org 16
  • 17. Types of Interview • Conventional Interview • Competency-based Interview www.exploreHR.org 17
  • 18. 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 the system of rating/scoring the interview. www.exploreHR.org 18
  • 19. Conventional Interview • Has low reliability and validity – there is no accuracy in predicting performance • Susceptible to bias and subjectivity (gut feeling) www.exploreHR.org 19
  • 20. 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). www.exploreHR.org 20
  • 21. Competency-based Interview • Has a high level of validity and reliability. • Equipped with a standard scoring system which refers to behavior indicators www.exploreHR.org 21
  • 22. Approach 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? www.exploreHR.org 22
  • 23. Approach in Competency-based Interview Situation 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)? www.exploreHR.org 23
  • 24. Approach in Competency-based Interview Tasks/Actions 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? www.exploreHR.org 24
  • 25. Approach in Competency-based Interview Results What was the outcome? Can you tell me the results of taking such action? What specific outcome was produced by your action? www.exploreHR.org 25
  • 26. Sample 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? www.exploreHR.org 26
  • 27. Sample Questions in CBI 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? www.exploreHR.org 27
  • 28. Bias in the Interview Process An interviewer might make a snap judgement First about someone based on their first impression Impressions - 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. www.exploreHR.org 28
  • 29. Bias in the Interview Process The "halo" effect occurs when an interviewer Halo allows one strong point about the candidate to Effect 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. www.exploreHR.org 29
  • 30. Bias in the Interview Process Strong(er) candidates who interview after Contrast weak(er) ones may appear more qualified than Effect 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. www.exploreHR.org 30
  • 31. Competency-based Career Planning www.exploreHR.org 31
  • 32. Career Planning Flow Career Planning System Career Path Design Analysis of Employees Future Plan Implementation of Development Program www.exploreHR.org 32
  • 33. Defining Career Path What Is Career Path is a series of positions that one Career must go through in order to achieve a certain Path? 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. www.exploreHR.org 33
  • 34. Defining Career Path Analyzing a Categorizing the Identifying position or job positions that career paths based on the require similar based on the job competency competencies family required into one job family Competency Categorizing the • Career Path : profile positions into a Vertical, Lateral (Functional and Job Family and Diagonal Managerial • Mandatory Competency) training Per Position www.exploreHR.org 34
  • 35. CONCEPTUAL FRAMEWORK Assessing Employee Career Plan Employee Organization Career Needs Career Needs Match? • Assessment of the • Assessment of the career type of the competency profile employee required by the • Assessment of the position employee • Assessment of the competency level organization’s need (for example through of manpower assessment center) planning www.exploreHR.org 35
  • 36. CONCEPTUAL FRAMEWORK Employee Development Program Employee Organization Career Needs Career Needs Match? Development Programs and Interventions Special Assignment Apprenticeship in Other Training/Workshop Company Executive On the Job Presentation Development Program Development Assignment Mentoring Job Enrichment Desk Study www.exploreHR.org 36
  • 37. Competency-based Training & Development www.exploreHR.org 37
  • 38. Competency-based Training Framework Current Competency Required competency Gap competency level of the level for certain employee position Competency Training and Assessment Development Program www.exploreHR.org 38
  • 39. Competency Profile Per Position Required Level Position Required Competency 1 2 3 4 5 Communication Skills Public Speaking Training & Leadership Development Manager Training Need Analysis Material Development Training Evaluation Communication Skills Interview Skills Recruitment Analytical Thinking Supervisor Understand Selection Tools Teamwork Customer Orientation www.exploreHR.org 39
  • 40. Competency Profile Per Position 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 Position Relevant Training Modules Requirements • Leadership I SUPERVISOR Leadership • Communication Skills I • The Art of Motivating Employees • Providing Effective Feedback • Goal Setting Technique Achievement Orientation • Work Motivation • Planning & Organizing • Continuous Self Improevement www.exploreHR.org 40
  • 41. Training Matrix for Competency Development Service Excellence Building Productive Motivation Training Effective Leader 1 Effective Leader 2 Creative Problem Training Title Communication Seminar Series On Becoming On Becoming Achievement for Customer Management Professional Productive Teamwork Strategic Solving Series Position Managerial Competency Communication Skills V Leadership V Teamwork V Supervisor Achievement Orientation V Customer Focus V Job Functional Skills V Communication Skills V Leadership V Teamwork V Achievement Orientation V Manager Customer Focus V Strategic Thinking V Problem Solving & Decision Making V Job Functional Skills V www.exploreHR.org V = compulsory training 41
  • 42. Competency-based Performance Management www.exploreHR.org 42
  • 43. Individual Performance Element 1. Performance Results: Hard or quantitative aspects of Individual Performance performance (result) elements has two main categories: 2. Competencies: It represents soft or qualitative aspects of performance (process) www.exploreHR.org 43
  • 44. Individual Performance Element 1. Performance Results Score Overall Score 2. Competencies Score Will determine the employee’s career movement, and also the reward to be earned www.exploreHR.org 44
  • 45. Element # 1 : Performance Results No. Main Performance Target Target to be Achieved 1 Conduct an assessment of the All employees submit their performance assessment form employee'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 www.exploreHR.org 45
  • 46. Element # 2 : Competencies Competency : Collaboration Basic Intermediate Advanced Expert Actively listens, and clarifies Actively listens, and clarifies Actively listens, and clarifies Actively listens, and clarifies understanding understanding where required, in understanding where required, in understanding where required, in where required, in order to learn from others. order to learn from others. order to learn from others. order to learn from others. Empathise with audience and Empathise with audience and Empathise with audience and Empathise with audience and formulates formulates messages accordingly. formulates messages accordingly. formulates messages accordingly. messages accordingly. Shares resources and information. Shares resources and information. Shares resources and information. Shares resources and information. Responds promptly to other team Balances complementary strengths Actively builds internal and external Builds internal and external networks and uses members’ needs. in teams and seeks diverse networks. them to efficiently to create value. contributions and perspectives. Involves teams in decisions that Uses cross functional teams to draw Uses cross functional teams to draw upon effect them. upon skills and knowledge skills and knowledge throughout the throughout the organization. organization. Encourages co-operation rather than Builds and maintains relationships Drives and leads key relationship groups competition within the team and with across The company. across The company. key stakeholders. 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. www.exploreHR.org 46
  • 47. Assessing Competency through Assessment Center 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 www.exploreHR.org 47
  • 48. Types of Test in Assessment Center In-Basket • In-trays or in-baskets involve working from the Exercise 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. Role • In a role play, you are given a particular role to Simulation 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. www.exploreHR.org 48
  • 49. Types of Test in Assessment Center Presentation • 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. Fact-Finding • In a fact-finding exercise, you may be asked to Exercise 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. www.exploreHR.org 49
  • 50. Types of Test in Assessment Center Group • Group exercises are timed discussions, where a Discussion 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. www.exploreHR.org 50
  • 51. Competency Assessment and Rating Results of Observation Competency Score Through the Assessment Center www.exploreHR.org 51
  • 52. Recommended Further Readings 1. Paul Green, Building Robust Competency, John Wiley and Sons 2. David Dubois, Competency-based HR Management, Black Publishing www.exploreHR.org 52