citehr competency based hr management
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Competency Based - HR ManagementTRANSCRIPT
PowerPoint PresentationDeveloping Competency Model
Competency-based Interview Method
Competency-based Career Planning
Competency-based Training & Development
Competency-based Performance Management
*
BUSINESS
STRATEGY
BUSINESS
RESULTS
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
Recruitment &
Selection
Training &
Development
Performance
Management
Reward
Management
Career
Management
COMPETENCY
FRAMEWORK
Competency
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
*
Competency and Job Description
Job description looks at what, whereas competency model focuses on how.
Traditional job description analysis looks at elements of the jobs and defines the job into sequences of tasks necessary to perform the job
*
Managerial competency (soft competency)
Functional competency (hard competency)
*
Competency Identification
Gather Data through Behavior Event Interview and Focus Group
Conduct Benchmark Study
Generate Competency Models
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.
*
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.
*
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.
*
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.
*
Alignment: Competencies impact systems that actively support the organization’s vision, strategy, and key capabilities.
Integration: Competency initiatives that produce the most significant change are applied systemically across a range of HR development processes.
Distribution: Competency standards alone produce little effect. They must be actively and relentlessly communicated and installed with users.
Key Characteristics of Successful Implementation
*
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.
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 Implementation
*
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.
*
Has low reliability and validity – there is no accuracy in predicting performance
Susceptible to bias and subjectivity (gut feeling)
Conventional Interview
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.
*
Has a high level of validity and reliability.
Equipped with a standard scoring system which refers to behavior indicators
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?
*
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 Interview
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?
Can you tell me the results of taking such action?
What specific outcome was produced by your action?
Results
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
*
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 CBI
First
Impressions
An interviewer might make a snap judgement about someone based on their first impression - positive or negative - that clouds the entire interview.
*
Halo
Effect
The "halo" effect occurs when an interviewer allows one strong point about the candidate to overshadow or have an effect on everything else.
*
Contrast
Effect
Strong(er) candidates who interview after weak(er) ones may appear more qualified than they are because of the contrast between the two.
*
Implementation of Development Program
Defining 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
Analyzing a position or job based on the competency required
Categorizing the positions that require similar competencies into one job family
Identifying career paths based on the job family
Competency profile (Functional and Managerial Competency) Per Position
Categorizing the positions into a Job Family
Career Path : Vertical, Lateral and Diagonal
Mandatory training
Assessment of the employee competency level (for example through assessment center)
Organization
Match?
Training and Development Program
V = compulsory training
1. Performance Results: Hard or quantitative aspects of performance (result)
2. Competencies: It represents soft or qualitative aspects of performance (process)
Individual Performance Element
Overall Score
*
Element # 1 : Performance Results
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.
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.
*
Assessment Center Characteristics:
Multiple trained observers and techniques are used.
Judgments about behaviors are made, in major part, from specifically developed assessment simulations.
*
Types 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
*
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 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
Types 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.
Group
Discussion
David Dubois, Competency-based HR Management, Black Publishing
*
No.Main Performance TargetTarget to be
Achieved
1Conduct an assessment of theAll employees submit their performance assessment form
employee's performanceon time
performance assessmentin November 2008
in one year
4Carry out on the job trainingTarget : 90 % of the total employees
activitieswho attend the training
·
Competency-based Interview Method
Competency-based Career Planning
Competency-based Training & Development
Competency-based Performance Management
*
BUSINESS
STRATEGY
BUSINESS
RESULTS
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
Recruitment &
Selection
Training &
Development
Performance
Management
Reward
Management
Career
Management
COMPETENCY
FRAMEWORK
Competency
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
*
Competency and Job Description
Job description looks at what, whereas competency model focuses on how.
Traditional job description analysis looks at elements of the jobs and defines the job into sequences of tasks necessary to perform the job
*
Managerial competency (soft competency)
Functional competency (hard competency)
*
Competency Identification
Gather Data through Behavior Event Interview and Focus Group
Conduct Benchmark Study
Generate Competency Models
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.
*
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.
*
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.
*
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.
*
Alignment: Competencies impact systems that actively support the organization’s vision, strategy, and key capabilities.
Integration: Competency initiatives that produce the most significant change are applied systemically across a range of HR development processes.
Distribution: Competency standards alone produce little effect. They must be actively and relentlessly communicated and installed with users.
Key Characteristics of Successful Implementation
*
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.
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 Implementation
*
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.
*
Has low reliability and validity – there is no accuracy in predicting performance
Susceptible to bias and subjectivity (gut feeling)
Conventional Interview
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.
*
Has a high level of validity and reliability.
Equipped with a standard scoring system which refers to behavior indicators
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?
*
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 Interview
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?
Can you tell me the results of taking such action?
What specific outcome was produced by your action?
Results
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
*
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 CBI
First
Impressions
An interviewer might make a snap judgement about someone based on their first impression - positive or negative - that clouds the entire interview.
*
Halo
Effect
The "halo" effect occurs when an interviewer allows one strong point about the candidate to overshadow or have an effect on everything else.
*
Contrast
Effect
Strong(er) candidates who interview after weak(er) ones may appear more qualified than they are because of the contrast between the two.
*
Implementation of Development Program
Defining 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
Analyzing a position or job based on the competency required
Categorizing the positions that require similar competencies into one job family
Identifying career paths based on the job family
Competency profile (Functional and Managerial Competency) Per Position
Categorizing the positions into a Job Family
Career Path : Vertical, Lateral and Diagonal
Mandatory training
Assessment of the employee competency level (for example through assessment center)
Organization
Match?
Training and Development Program
V = compulsory training
1. Performance Results: Hard or quantitative aspects of performance (result)
2. Competencies: It represents soft or qualitative aspects of performance (process)
Individual Performance Element
Overall Score
*
Element # 1 : Performance Results
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.
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.
*
Assessment Center Characteristics:
Multiple trained observers and techniques are used.
Judgments about behaviors are made, in major part, from specifically developed assessment simulations.
*
Types 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
*
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 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
Types 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.
Group
Discussion
David Dubois, Competency-based HR Management, Black Publishing
*
No.Main Performance TargetTarget to be
Achieved
1Conduct an assessment of theAll employees submit their performance assessment form
employee's performanceon time
performance assessmentin November 2008
in one year
4Carry out on the job trainingTarget : 90 % of the total employees
activitieswho attend the training
·