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Competency based hr with aic model
- 2. Imagination
Introduction
Knowledge
Skills
Electronics Engineer
MBA Marketing (CSU, Australia)
BBA Marketing
ADMM (Advanced Diploma in Marketing Management), University of Wales, UK
Marketing Development Manger, AHCSC – Olayan Group
Country Marketing Manager, FMS, Saudi and Gulf
Division Manager (MCC), FMS, Saudi Arabia
Business Manager, Academy Manager, General Electric Healthcare
Training Center Manager, Dräger Medical
2014
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Slide 2
- 3. Imagination
Why Imagination, Knowledge and Skills?
Knowledge
Imagination at work (GE)
Imagination is more important than knowledge (Einstein)
Knowledge is Power (Anonymous)
Skills
Competency is Knowledge, Skills and Imagination with Right Attitude
and Behavior. (AIC)
2014
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Slide 3
- 4. Imagination
Knowledge
“Live out of your IMAGINATION not your history”
Skills
-Stephen R. Covey-
2014
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Slide 4
- 11. Imagination
The Value Chain
Porter 1985
Firm Infrastructure
Human Resources Management
Procurement
Marketing
Sales
Outbound
Logistics
Operation
Inbound
Logistics
Gross Sales
Knowledge
Technology Development
Gross Sales
Skills
Support Activities
Primary Activities
2014
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Slide 11
- 12. Imagination
The Value Chain
Firm Infrastructure
Knowledge
Skills
Marketing
Sales
Outbound
Logistics
Operation
Gross Sales
Procurement
Business Results
Technology Development
Inbound
Logistics
Business Strategy
Human Resources Management
2014
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Slide 12
- 13. Imagination
AIC Model
People Makes it Happen
Brand Equity
Business Strategy
Skills
1- Competencies
2- Resources
3- Business Processes
Business Results
People Utilizing, Interacting and
Optimizing
Networking
Knowledge
Code of Conduct
Core Values
2014
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Slide 13
- 14. Imagination
Competency Based Selection
Business Model
Building Blocks
Knowledge
Job Analysis
HR Planning
Identify Competencies
Job Design
Competencies Criteria
Job Specification
Matching
Competencies
Selection
Job Description
Searching
Competencies
Skills
Interview Design
Specific Job Orientation and Further Development
2014
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Slide 14
- 17. Imagination
What do you think about this?
Knowledge
Business Model (Define Your Business Model)
Organizational Architecture (Building Blocks)
Job Analysis
(Roles and Responsibilities)
Job Design
Job Objectives (With Set KPIs)
Job Specifications (Identify the Competencies Required to Perform Job)
Job Description (A broad, general, and written statement of a specific job, based
Skills
on the findings of a job analysis. It generally includes duties, purpose, responsibilities,
scope, and working conditions of a job along with the job's title, and the name or
designation of the person to whom the employee reports. Job description usually
forms the basis of job specification)
2014
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Slide 17
- 19. Imagination
Knowledge
Skills
Harvard HRM Framework
Shareholder Interests:
•
•
•
•
•
Shareholders
Management
Employee
Government
unions
Situational Factors:
• Workforce
Characteristics
• Business strategy and
conditions
• Management
philosophy
• Labor market
• Unions
• Task technology
• Law and social values
2014
HRM Policy
Choices:
• Employee
influence
• Human resources
flow
• Reward systems
• Work systems
HR Outcomes:
• Commitment
• Congruence
• Costeffectiveness
Long-Term
Consequences:
• Individual wellbeing
• Organizational
effectiveness
• Societal wellbeing
The Harvard Framework for Human Resources Management (1984)
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Slide 19
- 20. Imagination
Performance Management as
an Integrating Force
Performance
Management
Skills
Reward
Commitment
Knowledge
Performance
Improvement
Motivation
Employee
Development
2014
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Slide 20
- 21. Imagination
Use of Competencies as an
Integrating Force
Knowledge
Use of
Competencies
Skills
Development
Reward
Recruitment
2014
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Slide 21
- 22. Imagination
Competency-Based
HR Management Framework
Recruitment &
Selection
Training &
Development
Business
Strategy
Performance
Management
Competency
Framework
Reward
Management
Skills
Knowledge
Competency-Based People Strategy
2014
Business
Results
Career
Management
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Slide 22
- 24. Competency
Knowledge
Imagination
What is 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.
• The focus of competency is behavior
which is an application of skills, job
attitude and knowledge.
Skills
Competency is the ability of an individual to do a job properly. A competency is
a set of defined behaviors that provide a structured guide enabling the
identification, evaluation and development of the behaviors in individual
employees.
2014
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Slide 24
- 25. Imagination
Defining the Jargons
Knowledge
Behavior
•
•
•
•
•
The manner of conducting oneself
Anything that an organism does involving action and response to stimulation
The response of an individual, group, or species to its environment
The way in which someone behaves; also: an instance of such behavior
The way in which something functions or operates
Competency
Is the ability of an individual to do a job properly. A competency is a set of defined
behaviors that provide a structured guide enabling the identification, evaluation and
development of the behaviors in individual employees.
Skills
Attitude
•The arrangement of the parts of a body or figure: posture
•A position assumed for a specific purpose <a threatening attitude>
•A ballet position similar to the arabesque in which the raised leg is bent at the knee
•A mental position with regard to a fact or state <a helpful attitude>
•A feeling or emotion toward a fact or state
The position of an aircraft or spacecraft determined by the relationship between its
axes and a reference datum (as the horizon or a particular star)
2014
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Slide 25
- 27. Imagination
Competency and Job Description
Skills
Knowledge
Job description looks at what, whereas competency model focuses
on how.
Traditional job description analysis looks at elements of the job
and defines the job into sequences of tasks necessary to perform
the job.
Competency studies the people who do the job well, and defines
the job in terms of the characteristics and behaviors of these
people.
2014
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Slide 27
- 28. Imagination
Types of Competency
Knowledge
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)
Skills
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.
2014
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Slide 28
- 30. Imagination
Examples of Competency
Definition
Knowledge
Key Behavior
Skills
2014
Adaptability: Maintaining effectiveness when priorities change and new tasks
are encountered, and when dealing with individuals who have different views and
approaches. Effective performing in different environments, cultures, and
locations, and when working with different technologies and levels of individuals.
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.
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Slide 30
- 31. Imagination
Examples of Competency
Definition
Knowledge
Key Behavior
Skills
2014
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.
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.
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Slide 31
- 32. Imagination
Benefits of Using Competency Model
For Managers, the benefits are:
Knowledge
Skills
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.
2014
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Slide 32
- 33. Imagination
Benefits of Using Competency Model
For Employees, the benefits are:
Knowledge
Skills
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
specific targeted areas for professional development.
Provide development tools and methods for enhancing their skills.
2014
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Slide 33
- 34. 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.
Imagination
Skills
Knowledge
Key Characteristics of Successful
Implementation
2014
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Slide 34
- 35. 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.
Imagination
Skills
Knowledge
Key Characteristics of Successful
Implementation
2014
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Slide 35
- 38. Imagination
Conventional Interview
Unstructured:
Knowledge
Has low reliability and validity—there is no accuracy in predicting
performance.
Susceptible to bias and subjectivity (gut feeling)
Skills
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.
2014
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Slide 38
- 39. Imagination
Competency-Based Interview (CBI)
Structured:
Knowledge
Has a high level of validity and reliability.
Equipped with a standard scoring system which refers to behavior
indicators.
Skills
Is a structured type of interview. The questions and 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
situation s in the future).
2014
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Slide 39
- 40. Imagination
Approach in Competency-Based Interview
What was the Task you needed to accomplish?
A
What Action(s) did you take?
R
What Results did you achieve?
Skills
What was the Situation in which you were involved?
T
Knowledge
S
2014
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Slide 40
- 41. Imagination
Approach in Competency-Based Interview
Situation
Knowledge
Skills
Can you explain the situation?
Were and when did the situation happened?
What events led us to it?
Who was involved in the situation (work colleagues, supervisor,
customers)?
2014
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Slide 41
- 42. Imagination
Approach in Competency-Based Interview
Tasks/Actions
Knowledge
Skills
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?
2014
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Slide 42
- 43. Imagination
Approach in Competency-Based Interview
Results
Skills
Knowledge
What was the outcome?
Can you tell me the results of taking such actions?
What specific outcome was produced by your action?
2014
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Slide 43
- 44. Imagination
Sample Questions in CBI
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?
Knowledge
Competency
What specific steps did you take? What was the
result?
Can you describe one or two cases in your effort to
obtain new customers? What did you do? What was
the result?
Skills
Influencing
Others
2014
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Slide 44
- 45. Imagination
Sample Questions in CBI
Competency
Sample Question
Interpersonal
Understanding
Can you tell me about a situation where you faced a
client who was disappointed with your product?
Knowledge
What was the situation like? What specific steps did
you take? What was the result?
In working, we often face a number of priorities 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 consequences?
Skills
Planning &
Organizing
2014
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Slide 45
- 46. Imagination
Knowledge
Bias in the Interview Process
Skills
First
Impressions
An interviewer might make a snap judgment
about someone based on their first
impression – positive or negative – that
clouds the entire interview.
2014
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Slide 46
- 47. Imagination
Knowledge
Bias in the Interview Process
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.
Skills
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.
2014
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Slide 47
- 48. Imagination
Knowledge
Bias in the Interview Process
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.
Skills
Note taking during the interview and a
reasonable period of time between
interviews may alleviate this.
2014
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Slide 48
- 51. Imagination
Knowledge
What is Career Path?
The “path” is based on the position
competency profile that an employee must
have to be able to hold a certain position.
Skills
What is
Career Path?
Career Path is a series of positions that one
must go through in order to achieve a certain
position in the company.
2014
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Slide 51
- 52. Analyzing a
position or job
based on the
competency
required
Knowledge
Imagination
Defining Career Path
Categorizing the
positions into a
job family
Identifying career
paths based on
the job family
• Career Path:
Vertical, Lateral
and Diagonal
• Mandatory
Training
Skills
Competency
profile (Functional
and Management
competency) Per
Position
Categorizing the
positions that
require similar
competencies into
one job family
2014
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Slide 52
- 53. Imagination
Assessing Employee Career Plan
Employee
Career Needs
Organization
Career Needs
• Assessment of the
competency profile
required by the
position
• Assessment of the
organization’s need of
manpower planning
Skills
Knowledge
• Assessment of the
career type of the
employee
• Assessment of the
employee competency
level (for example
through assessment
center)
Match?
2014
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Slide 53
- 54. Imagination
Employee Development Program
Knowledge
Employee
Career Needs
Match?
Organization
Career Needs
Development Program and Interventions
Apprenticeship in
Other Company
Training/Workshop
Executive
Development Program
On the Job
Development
Presentation
Assignment
Monitoring
Job Enrichment
Desk Study
Skills
Special Assignment
2014
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Slide 54
- 56. Imagination
Competency-Based Training Framework
Finding the Gap in the Competencies
Knowledge
Training &
Development
Program
Skills
Competency
Gap
Required
competency
level for certain
position
Competency
Assessment
Current
competency
level of the
employee
2014
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Slide 56
- 57. Imagination
Competency Profile Per Position
Communication Skills
Public Speaking
Leadership
Training Need Analysis
Material Development
Training Evaluation
Recruitment
Supervisor
Reqired Level
2
3
4
Communication Skills
Interview Skills
Analytical Thinking
Understand Selection Tools
Teamwork
Customer Orientation
1
5
Skills
Required Competency
Training &
Development
Manager
Knowledge
Position
2014
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Slide 57
- 58. Imagination
Knowledge
Competency Profile Per Position
Position
Competency
Requirement
Leadership
Supervisor
Skills
Ahievement
Orientation
2014
Relevant Training Module
Leadership I
Communication Skill I
The Art of Motivating Employee
Providing Effective Feedback
Goal Setting Technique
Work Motivation
Planning & Organizing
Continuous Self Improvement
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Slide 58
- 59. Skills
Supervisor
Manager
2014
Communication Skills
Leadership
Teamwork
Achievement Orientation
Customer Focus
Job Functional Skills
Communication Skills
Leadership
Teamwork
Achievement Orientation
Customer Focus
Strategic Thinking
Problem Solving & Decision
Making
Job Functional Skills
Professional Seminar
Series
Building Productive
Teamwork
Strategic Management
Creative Problem
Solving
Achievement
Motivation Training
Service Excellence for
Customer
On Becoming Leader 2
On Becoming Effective
Leader 1
Knowledge
Position
Training Title /
Managerial
Competency
Productive
Communication Series
Imagination
Training Matrix for
Competency Development
V
V
V
V
V
V
V
V
V
V
V
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V
V
V
Slide 59
- 61. Imagination
Individual Performance Element
Knowledge
1. Performance Results: Hard or
quantitative aspects of
performance (result)
Individual Performance
elements has tow main
categories:
Skills
2. Competencies: It represents soft
or quantitative aspects of
performance (process)
2014
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Slide 61
- 62. Imagination
Individual Performance Element
Knowledge
1. Performance Results Score
Overall Score
2. Competencies Score
Skills
Will determine the
employee’s career
movement, and also the
reward to be earned
2014
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Slide 62
- 63. Imagination
Element # 1: Performance Results
No.
Main Performance Target
Target to be Achieved
All employees submit their performance
assessment form on time
Improve the system for performance
assessment
Target: completed 100%
3
Conduct training activitie
Target: to conduct 6 training modules in
one year
4
Skills
Conduct an assessment of the
employee's performance
2
Knowledge
1
Carry out on the job training activities
Target: 90% of the total employees who
attend the training
experience an increase
in skill and knowledge
Target should be measurable and specific
2014
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Slide 63
- 64. Imagination
Element # 2: Competency
Competency: Collaboration
Basic
Intermediate
Advance
Expert
Actively listen, and clarifies
understanding where required, in
order to learn form others.
Actively listen, and clarifies
understanding where required, in
order to learn form others.
Actively listen, and clarifies understanding
where required, in order to learn form
others.
Empathies with audience and
formulate message accordingly.
Empathies with audience and
formulate message accordingly.
Empathies with audience and
formulate message accordingly.
Empathies with audience and formulate
message accordingly.
Share resources and information.
Share resources and information.
Share resources and information.
Share resources and information.
Responds promptly to other team
members’ needs.
Balance complementary strengths
in teams and seek 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.
Knowledge
Actively listen, and clarifies
understanding where required, in
order to learn form others.
Build and maintain 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.
Skills
Ensures events and systems, e.g. 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.
2014
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Slide 64
- 65. Imagination
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 behavior 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.
Skills
Knowledge
2014
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Slide 65
- 66. Imagination
Types of Test in Assessment Center
Role
Simulation
• In a play, you are given a particular role to assume for a
certain task. The task will be involve dealing with a role
player in a certain way, and there will be an assessor
watching the role play.
Skills
Knowledge
In-Basket
Exercise
• In-trays or in-baskets involve working from the contents
of a manager’s in-tray, with 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.
2014
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Slide 66
- 67. Imagination
Types of Test in Assessment Center
Knowledge
Presentation
• 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.
Skills
Fact Finding
Exercise
• 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 analyze
given information, and present a case to support a
decision.
2014
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Slide 67
- 68. Imagination
Knowledge
Types of Test in Assessment Center
Skills
Group
Discussion
• 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.
2014
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Slide 68
