Competency based Training & Career Development

  Competency- based Training & Career Prepared by: Yunus Triyonggo, PhD. Development Bahan Matkul Manajemen SDM – S1 Unsada, 25 November 2017

About me.. S-1 Teknologi Industri Pertanian IPB S-2 Magister Management UNDIP S-3 Manajemen Bisnis IPB HR Trainee – Manager : PT Indofood Sukses Makmur, Tbk. (9 years) Personnel & GA Manager : PT HM Sampoerna, Tbk. (1 year) HRBP : PT Unilever Indonesia, Tbk (8 years)

  VP HR : PT Nestle Indonesia (2 years)

Chief of Human Capital Development : PT Sierad Produce, Tbk (until now)

Hobbies : badminton, jogging

  You can fnn me at: yunustriyonggo.wornpress.com

AGENDA

  1.What is a competency

  2.How important the competency

  3.Competency-basen Training

  

4.Competency-basen Career Development

Competency

  ◍ ◍

  Competence A competency is the ability of is a set of an innivinual to nefnen no a behaviors that properly. provine a structuren guine enabling the inentifcation, evaluation ann nevelopment of

  

Competency: a story Why Important? “

  ◍ Competency models can help organizations align their initiatives to their overall business strategy.

  ◍ By aligning competencies to business strategies, organizations can better recruit and select employees for their organizations.

  ◍ Competencies have been become a

precise way for employers to distinguish

superior from average or below average

performance.

The Benefts of Competency

  Competency Competency

  Selection Selection

  Training & Development Training & Development

  Performance Management Performance Management

  Career Path & Succession Planning Career Path & Succession Planning

BIG CONCEPT

  

Bring the attention of your

aunience over a key

concept using icons or

illustrations

  What is Competency-based Management? An HR management approach that standardizes and integrates all HR activities based on competencies that support organizational goals.

  Basic Competency Architecture

Competency-based Training

  ◍ ◍

  

Intronucen in the Ensures to be

1980s integraten to

  ◍ Core pronuce specifc competencies results

  ◍ nefnen as the Can easily collective learning incorporate in the organization; learning activities the coornination of into naily business niverse pronuction processes (Naquin

skills while & Holton, 2003)

integration various streams of technology

Competency-based Training Framework

  Current competency Required Competency mapping of the competency for

Assessment

employee positions

  Training & Competency Gaps Development Program

Example: Chicken Farm

  1 Vocational High School

  4 IP 330

  3 Body weight 1.7 kg

  1.5

  2 Feed Consumption Ratio

  1 Depletion 2.5%

  18 No KPI Std

  4 Vocational High School Total

  7 Security Guard

  1 Vocational High School

  6 Technic Supervisor

  Farm Manager Farm Supervisor

  Farm Operator Farm Operator

  9 Vocational High School

  3 Farm Operator

  2 D-1/High School

  2 Farm Supervisor

  1 D-3

  1 Farm Manager

  No Job Title Total Min Education

  Poultry Health = 138.000 population

  Technic Supervisor Security Guards

  Farm Operator Adm Assistant

  Farm Supervisor Farm Operator

  5 Adm Assistant

Farm Manager Job Scope & Competency Model

  ple am

Item Description

  

Main Task Plan, coordinate and control the execution of all operations involving farm

Commercial production process from preparation to harvesting cage in achieving predetermined performance targets.

Responsibility Resources planning, Production Management & Analysis, Health control,

Community.

  Dimension 138.000 population, 17 subordinates Qualification S-1 or D-3 with min. 3 years experience Competency Core: Integrity, Teamwork, and Achievement Orientation

  Leadership: Real Accountability, Can Do Mentality, Build & Develop Superior Talent

Functional:

  1. Management of Broiler farming

  2. Application of Biosecurity

  3. Analysis of the performance and operational costs

  4. Make farm operational planning

  5. Farm Technics (ventilation, inlet, aeration, fan, etc.)

  6. People Management

  7. Mastery on farm technology

  8. Mastery on utility (generator, electricity, etc.)

  9. Mastery on Manpower Regulation

  10. Communication skill

Competency Model – Farm Manager Knowledge

• Operate broiler farming
• Apply biosecurity SOP
• Do cost & performance analysis
• Establish Farm operational planning
• Managing farm team
• Mastery on farm technology
• Mastery on Manpower Regulation • Effective communication skill
• Operate broiler farming
• Apply biosecurity SOP
• Do cost & performance analysis
• Establish Farm operational planning
• Managing farm team
• Mastery on farm technology
• Mastery on Manpower Regulation • Effective communication skill
• Broiler Farming Management • Biosecurity • Cost & Performance analysis tools
• People Management • Farm Technology & Utility • Manpower Regulation
• Broiler Farming Management • Biosecurity • Cost & Performance analysis tools
• People Management • Farm Technology & Utility • Manpower Regulation
• Integrity • Teamwork •
• Teamwork • Achievement Orientation •

  Achievement Orientation

• Real Accountability •
• Can Do Mentality •

  Can Do Mentality

  Integrity

  Real Accountability

  Build & Develop Superior Talent

  Skills Attitude Competency Competency

• Build & Develop Superior Talent •

  How to design

competency-based

training program

Competency Profle per Position

  Required Level Position Required Competency

  1

  2

  3

  4

  5 Integrity Teamwork Achievement Orientation Real Accountability Can Do Mentality

  Farm Manager Build & Develop Superior Talent

  Management of Broiler farming Application of Biosecurity Analysis of the performance and operational costs

Competency Profle per Position

  Position Required Competency Required Level 1 2 3 4 5

  Farm Manager Integrity Teamwork Achievement Orientation Real Accountability Position Competency required Relevant Training Modules &

  Assignment Farm Manager

  Integrity • Basic Business Conduct

• Integrity project assignment

  Teamwork • Advanced Teamwork Training

• Project assignment required current level

  Gap analysis of an individual employee

  Sarkar S, 2013

  Competency-based Development

  Critical parts of Competency-based

Training

  Bank of

  Bank of

  Learning Competency

  Competency Learning

  Competency Competency

  programs Model per

  gaps analysis Model per programs gaps analysis

  position

  per job holder position per job holder

• Curriculum 10-20-70
• Delivery system
• Competency-

  Training Competency- based Training

  Training

  Expertise based Training

  Expertise

  Team Competency

  Team Competency

• b
• based

  Instructors

  Instructors Assessment

  Assessment measurement

  Certified

  measurement Certified

  Coach

  Coach Assessment Center

• 360 degree feedback

  Competency-based Career

Development

Career Planning System

  Career Path Design Analysis of Employees Future Plan Implementation of Development Program

  Defnition of Career Path

  

How to match Employee

expectation with Organization

goals

  

How do employees express their career aspiration and what are their motivating factors?

Managerial

  Managerial Functional Autonomy Functional Autonomy

  Technological “To develop

  Technological “To develop

  “Enhance my “Get freedom in “Enhance my “Get freedom in

  “I desire to work interpersonal,

  “I desire to work interpersonal, technical expertise, decision making, technical expertise, decision making,

  with hi-tech in my communication,

  with hi-tech in my communication, I do not seek work at my own I do not seek work at my own

  entire career” influencing

  entire career” influencing managerial job” pace” managerial job” pace”

  competence”

  competence”

  

Does the organization’s vision and mission match with my career aspiration?

Organization

  Employee Individual

  Vision, Goals,

  Goals, motivators,

  Culture, Human

  career aspiration

  ? Capital System

  

Organizational and Individual

Career Planning perspective

  

Defning Career Path

Analyzing a

  

Categorizing the

Identifying position of job

positions that require

career paths based in the

similar competencies

based on the competency into one job family job family required

  Competency profile Career path:

• (Core, Leadership, Categorizing the vertical, lateral, and Functional positions into a Job and diagonal Competency per Family Mandatory training
• position)

  General Career Periods

  Special Individual Career

Issues Technical and Women and Careers

  Sequencing

Professional Workers

  Glass Ceiling Dual Career Ladders Special Individual Career Issues Dual-Career Couples Global Career Concerns

  Repatriation Family vs.Career Global Development Relocation

  

Employee Development

Program

  

Employee Career Needs Organization Career Needs

Match?

Development Program and Interventions

  Special Assignment Training/Workshop

Apprenticeship in

other Sister Company

Executive

  Development Program Project Assignment On the Job Training Coaching/Mentoring

  Case study Job Enrichment

  Training & Development Manager Competency Career Development Manager Competency

  Model Kompetensi

Profesi MSDM Indonesia

  N Manajemen

  MSDM S Talenta

  A

  N Yunus Triyonggo, 2014

  (PMSM Indonesia)

Klaster 4. Pembelajaran dan Pengembangan SDM

  No Kode Unit Judul Unit Kompetensi Menyelaraskan Strategi Pembelajaran dan

  1 M.701001.032.01 Pengembangan sesuai dengan Strategi Organisasi

  2 M.701001.033.01 Mengidentifkasi Kesenjangan Kompetensi Mengidentifkasi Kebutuhan Kompetensi melalui

  3 M.701001.034.01 Rekam Jejak Perkembangan Pekerja M.701001.035.01 Merancang Program Pembelajaran dan Pengembangan

  5 M.701001.036.01 Mandiri Menyusun Anggaran Program Pembelajaran dan M.701001.037.01

  6 Pengembangan Melaksanakan Kegiatan Pembelajaran dan

  7 M.701001.038.01 Pengembangan Melakukan Evaluasi Pelaksanaan Keseluruhan

  8 M.701001.039.01 Program Pembelajaran dan Pengembangan

Klaster 6. Pengelolaan Karir

  No Kode Unit Judul Unit Kompetensi

  1 M.701001.049.01 Menyelaraskan Strategi Pengelolaan Karir dengan Strategi Organisasi

  

2 M.701001.050.01 Membuat Sistem dan Prosedur Pengelolaan Karir

  3 M.701001.051.01 Melakukan Pemetaan Potensi dan Kompetensi Individu

  4 M.701001.052.01 Menyusun Rencana Implementasi Pengembangan Karir

  5 M.701001.053.01 Menerapkan Pengembangan Karir

  6 M.701001.054.01 Melaksanakan Evaluasi Pengelolaan Karir

The Benefts of Competency

  

Selection: The use of behavioral interviewing ann testing where

appropriate, to screen job canninates basen on whether they possess the key necessary job competency profle.

  1. Provines a complete picture of the job requirements

  2. Increases the likelihoon of selecting ann interviewing only innivinuals who are likely to succeen on the job

  3. Minimizes the investment (both time ann money) in people who may not meet the company’s expectations

  

4. Enables a more systematic ann valin interview ann selection

process

  5. Helps nistinguish between competencies that are trainable after hiring ann those are more nifcult to nevelop

The Benefts of Competency

  Training & Development: nevelopment of innivinual learning plans for innivinual or groups of employees basen on the measurable “gaps” between job competencies or competency profciency levels requiren for their jobs ann the competency portfolio processen by the incumbent.

  1. Focuses training ann nevelopment plans to annress missing competencies or raise level of profciency

  2. Enables people to focus on the skills, knowlenge ann characteristics that have the most impact on job efectiveness

  3. Ensures that training ann nevelopment opportunities are alignen with organizational neens

  

4. Makes the most efective use of training ann nevelopment time

ann nollars

  5. Provines a competency framework for ongoing coaching ann

The Benefts of Competency

  

Performance Management: provines regular measurement of

targeten behaviors ann performance outcomes linken to job competency profle critical factors.

  1. Provines a sharen unnerstanning of what will be monitoren, measuren, ann rewarnen

  

2. Focuses ann facilitates the performance appraisal niscussion

appropriately on performance ann nevelopment

  3. Provines focus for gaining information about a person’s behavior on the job

  4. Facilitates efectiveness goal-setting arounn requiren nevelopment eforts ann performance outcomes

The Benefts of Competency

  Career Paths: nevelopment of stepping stones necessary for promotion ann long term career-growth.

  

1. Clarifes the skills, knowlenge, ann characteristics requiren for

the job or role in question ann for the follow-on jobs

  2. Inentifes necessary levels of profciency for follow-on jobs

  3. Allows for the inentifcation of clear, valin, legally nefensible ann achievable benchmarks for employees to progress upwarn

  4. Takes the guesswork out of career progression niscussions

The Benefts of Competency

  Succession Planning: careful, methonical preparation focusen

on retaining ann growing the competency portfolios critical for the

organization to survive ann prosper.

  1. Provines a methon to assess canninates’ reaniness for the role

  2. Focuses training ann nevelopment plans to annress missing competencies or gaps in competency profciency levels

  3. Allows an organization to measures its “bench strength”—the

number of high-potential performers ann what they neen to

acquire to step up to the next level

  4. Provines a competency framework for the transfer of critical knowlenge, skills, ann experience prior to succession – ann for

preparing canninates for this transfer via training, coaching

ann mentoring

  5. Informs curriculum nevelopment for leanership nevelopment