Competency Based Human Resources

Competency Based Human Resources

Competency Based Human Resources

Fokus Audit Sistem Kompetensi

SISTEM KOMPETENSI (CMS)

  1. Perusahaan memiliki daftar kompetensi yang perlu dimiliki oleh setiap jabatan atau posisi (TERDAPAT DAFTAR KOMPETENSI BAGI SETIAP POSISI)
  2. Para pemegang jabatan mengetahui dan memahami kompetensi apa saja yang hurus dimiliki dan dikembangkannya (PEMEGANG JABATAN MENGETAHUI KOMPETENSI YANG DIPERSYARATKAN)
  3. Perusahaan melaksanakan pengukuran/penilaian kemajuan kompetensi secara berkala untuk karyawan-karyawan yang berada pada level tertentu (TERDAPAT PENGUKURAN KOMPETENSI)
  4. Karyawan perusahaan mempunyai perencanaan pengembangan individu (Individual Development Plan) yang bertujuan untuk meningkatkan kompetensinya (ADANYA INDIVIDUAL DEVELOPMENT PLAN UNTUK PENGEMBANGAN KOMPETENSI INDIVIDU)
  5. Perusahaan memiliki dokumentasi dan evaluasi realisasi terhadap tindakan lanjut yang dilakukan oleh atasan maupun pihak HRD terhadap Individual Development Plan yang telah dibuat (DOKUMENTASI EVALUASI REALISASI HASIL IDP)
  6. Sistem penggajian atau bonus pada perusahaan telah menggunakan kompetensi sebagai bahan dasar pertimbangan yang utama (KOMPETENSI MENJADI SALAH SATU PERTIMBANGAN UTAMA SISTEM PENGGAJIAN)
  7. Perusahaan menerapkan sistem mentoring atau coaching secara berkala sebagai cara mengevaluasi kemajuan dan perkembangan kompetensi karyawan (ADANYA SISTEM MENTORING UNTUK EVALUASI KOMPETENSI)

 

Offers AA the following support and competitive advantages:

  • Software to enable consultant model-building

–Research-based, customizable competency profiles for various roles, functions, career levels and industries to make model-building faster and more accurate

  • Performance development tools (e.g., hiring/ selection, assessment, development directories, etc.)
  • Flexible multi-rater and other types of assessment services (e.g., fax, web-based 360° assessments, on-line surveys, etc.)
  • Recently completed a web-based survey with over 300 organizations. SHRM was a co-sponsor.

 

Competency-Based HR Applications Survey:
What Best Practices Were Identified?

Model-Building

  • Ensure linkage between competencies and organization strategies
  • Keep models simple
  • Frequently review models to ensure relevancy and keep the momentum
  • Application
  • Focus on assessment and development applications first, then evaluation and pay applications
  • Focus on integration of the competencies with all HR processes
  • Improve consistency of applications rather than allowing too many variations
  • Automate the processes and tools to minimize paperwork and enable end-users to have ongoing access

 

Change Management

  • Clarify and communicate specific objectives of your applications upfront
  • Ensure top management buy-in and ongoing support
  • Involve managers and employees more deeply in competency development early in the process
  • Be focused in implementation (i.e., one function, one pilot group first)
  • Provide training and communication more consistently and carefully (build in training at all stages of implementation)
  • Develop a measurement system used to evaluate the effectiveness of implementation over time

 


Competency-Based HR Applications Survey:
Summary of Findings 

  • Most competency models use multiple kinds of criteria
  • Simple, structured tactical applications are more common than complex, strategic applications
  • Competency interventions primarily focus performance enhancement, communication of standards, process integration, and alignment.
  • More sophisticated users and larger companies are consistently more successful with applications
  • More sophisticated users implement more varied and complex applications across more parts of the organization
  • Most competency applications represent significant organizational intervention requiring excellent change management practices across time

 

What Are Arthur Andersen’s Opportunities?

  • Despite barriers and concerns about competencies, almost 40% of respondents rated this focus a “higher or much higher” priority than other interventions
  • Of those considering using competencies, 65% were “likely or very likely” to implement competencies in the near future
  • Survey participants expressed great interest in competency-based performance management and 360° assessment
  • Customers need expert support initially to avoid failures and move them more rapidly to becoming “sophisticated users”
  • Delivering multiple, integrated applications produces significantly better results (an represents AA/Schoonover’s core approach)

 

Competency Projects –

  • Texaco – Chicago and Brussels offices ($60,000 – $80,000)
  • Developed competency model for the Finance Function; will be linked to training & development.
  • MPP – Chicago and LA offices ($40,000 – $60,000)
  • Conducted 360º assessments for equity partners within law firm; will be rolled down to other professionals.
  • Dow Jones Reuters Business Interactive – Chicago office ($250,000 – $300,000)
  • Developed role-specific competency models for the Sales Force; will be linked to selection, training and development and performance management.
  • Developed leadership competency model.
  • Unicharm – Tokyo office ($200,000 – $250,000)
  • Developed job banding and grading structure.
  • Bermuda Hospital – Charlotte office ($30,000 – $40,000)
  • Conducted 360º assessments and management development one-on-one feedback for management team.
  • Denso – Chicago office ($20,000 – $30,000)
  • Developed competencies linked to job banding with BC

 


Client Example:
Dow Jones Reuters Business Interactive

Client Issue

Client striving for significant growth in the business information service industry

Desire to have “world class” Sales Force, including integration of Sales Force resulting from joint venture

Desire to determine how Sales Force compares to “best practice” and identify the key improvement opportunity areas in order to execute desired sales process

Effectiveness study results indicated the need for role clarity and focused integrated HR programs.

 

Solutions

Conducted a sales force effectiveness study via interviews and survey with the Sales Force and key customers

Facilitated a meeting with Sales Management to communicate results, clarify opportunities, and outline action steps to address these areas

Through a global working team, identified sales processes — business acquisition, business expansion, and business retention — and developed role-specific competency models to identify the key skills and behaviors that execute the optimal sales processes

Created Sales Force assessment process for sales management to “inventory” their people against role profiles/competency models

 

Benefits

  • Better alignment of the Sales Force by role to territory account goals and key accounts
  • Inventory of sales talent globally, and focused development planning
  • A framework for customized selection, performance management, and reward programs that reinforce sales success

 

Why Focus on Employee Retention?

Most of our clients are concerned about employee retention

In a 1997 SHRM Retention Practices Survey, three of four employers was either “somewhat concerned”, “concerned” or “very concerned” about voluntary turnover

Improved retention can result in bottom-line savings for the client

Average exempt turnover cost is 1.5 times salary   (Saratoga Institute)

 

Retention Drivers & Trends: Organizational Factors

Top 5 Reasons Employees Leave Companies

  1. Job and career advancement issues
  2. Other position
  3. Pay
  4. Relocation
  5. Management

 

Typical Responses to Retention Issues

Top 5 elements included in retention strategies:

  1. Innovative compensation & benefits package
  2. Effective rewards & recognition
  3. Aligning employee goals with business goals through performance management
  4. Strategies for increasing employee satisfaction
  5. Measures for drivers of employee satisfaction

 

AA Retention Tools & Methodology

  • Retention Snapshot
    • Quick diagnostic of organizational retention drivers
    • Contact: Carol Fitzgibbons, Chicago HCS
  • Human Asset Retention Program
    • 12 to 24 month integrated diagnostic and reporting system
    • Contact: Curtiss Frederick, San Jose HCS
  • Global Best Practices
    • Diagnostic tools and best practice information
    • Contact: Shawn Broome, GBP Chicago
  • AAPL
    • Employee Opinion Research: Survey design, administration & analysis
    • Contact: Carl Hanssen, St. Charles AAPL

 

AA Retention Tools & Methodology: The Retention Snapshot

A quick & efficient method of helping companies identify ways to improve retention

Fit

  • What are the key elements of your retention strategy and programs?
  • How well do these fit with your overall business strategy?
  • How can you improve the fit of your retention strategy and programs?

Cost

  • How are you tracking turnover?
  • How many and what types of employees are leaving?
  • How much is turnover costing your organization?
  • How can you improve the return on investment and cost effectiveness of your selected retention-related programs?

Value

  • Why are people leaving?
  • Why are people staying?
  • How much do employees and managers value your retention-related programs?
  • What program or policy changes would improve employee retention?

 

AA Retention Tools & Methodology: The Retention Snapshot

Tools

  • Executive Interview guide
  • Document Request Guide
  • HR checklist
  • Fit best practices template
  • Cost data collection & analysis templates
  • Value survey
  • Focus group guide
  • Exit interview guide

 

Activities

  • Executive interviews
  • Inventory of existing retention programs & strategies
  • Review of turnover statistics and costs
  • Survey and/or focus groups with sample of employees
  • Exit interviews with recently exited employees
  • Review of exit interview & employee survey data

 

Deliverables

  • Inventory of existing retention strategies & programs
  • Identification of primary retention issues in terms of fit, cost & value
  • Real time, current employee opinion/ value data
  • Recommendations for developing improved retention strategies

 

A Look Back at Our Objectives

  • Objectives

–Discuss the importance of HR/People Strategy in managing change

–Identify the primary areas of focus for HR/People Strategy consulting

–Define Integrated Performance Solutions

–Identify the primary Integrated Performance Solutions tools and resources available within the firm

–Discuss current trends and drivers of employee retention issues

–Identify the primary retention tools and resources available within the firm

 

What Questions Do You Have?

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