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

2. About me.. Hobbies : badminton, jogging
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 find me at:
yunustriyonggo.wordpress.com

3. AGENDA What is a competency How important the competency
Competency-based Training
Competency-based Career Development

4. Competency
Competence 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.

5. Competency: a story

6. 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.
A well sound Competency Model will help with performance management, succession planning and career development.

7. The Benefits of Competency
Selection
Training & Development
Competency
Performance Management
Career Path & Succession Planning

8. BIG CONCEPT
Bring the attention of your audience over a key concept using icons or illustrations

9. 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
Source : Human Resource Systems Group, 2012

10. Competency-based Training
Introduced in the 1980s
Core competencies defined as the collective learning in the organization; the coordination of diverse production skills while integration various streams of technology
(Le Deist and Winterton, 2005)
Ensures to be integrated to produce specific results
Can easily incorporate learning activities into daily business processes (Naquin & Holton, 2003)

11. Competency-based Training Framework
Current competency mapping of the employee
Competency Assessment
Required competency for positions
Competency Gaps
Training & Development Program

12. Example: Chicken Farm = 138.000 population No Job Title Total
Farm Manager
Farm Supervisor
Farm Operator
Adm Assistant
Technic Supervisor
Security Guards
Poultry Health
= population No
Job Title
Total
Min Education 1
Farm Manager
D-3 2
Farm Supervisor
D-1/High School 3
Farm Operator 9
Vocational High School 5
Adm Assistant 6
Technic Supervisor 7
Security Guard 4 18 No
KPI
Std 1
Depletion
2.5% 2
Feed Consumption Ratio
1.5 3
Body weight
1.7 kg 4 IP
330

13. Farm Manager Job Scope & Competency Model Example
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
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

14. Competency Model – Farm Manager
Knowledge
Broiler Farming Management
Biosecurity
Cost & Performance analysis tools
People Management
Farm Technology & Utility
Manpower Regulation
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
Skills
Integrity
Teamwork
Achievement Orientation
Real Accountability
Can Do Mentality
Build & Develop Superior Talent
Competency
Attitude

15. How to design competency-based training program

16. Competency Profile per Position
Required Competency
Required Level 1 2 3 4 5
Farm Manager
Integrity
Teamwork
Achievement Orientation
Real Accountability
Can Do Mentality
Build & Develop Superior Talent
Management of Broiler farming
Application of Biosecurity
Analysis of the performance and operational costs

17. Competency Profile per 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

18. Gap analysis of an individual employee
Sarkar S, 2013

19. Competency-based Development
Source: Corporate HR Nestle, 2010

20. Critical parts of Competency-based Training
Bank of Learning programs
Competency Model per position
Competency gaps analysis per job holder
Curriculum
Delivery system
Competency-based Training
Training Expertise Team
Competency-based Instructors
Assessment measurement
Certified Coach
Assessment Center
360 degree feedback

21. Competency-based Career Development
Career Planning System
Career Path Design
Analysis of Employees Future Plan
Implementation of Development Program

22. Definition of Career Path

23. How to match Employee expectation with Organization goals
How do employees express their career aspiration and what are their motivating factors?
Managerial
“To develop interpersonal, communication, influencing competence”
Functional
“Enhance my technical expertise, I do not seek managerial job”
Autonomy
“Get freedom in decision making, work at my own pace”
Technological
“I desire to work with hi-tech in my entire career”
Does the organization’s vision and mission match with my career aspiration? ?
Employee Individual
Goals, motivators, career aspiration
Organization
Vision, Goals, Culture, Human Capital System

24. Organizational and Individual Career Planning perspective

25. Defining Career Path
Analyzing a position of job based in the competency required
Categorizing the positions that require similar competencies into one job family
Identifying career paths based on the job family
Competency profile (Core, Leadership, and Functional Competency per position)
Categorizing the positions into a Job Family
Career path: vertical, lateral, and diagonal
Mandatory training

26. General Career Periods

27. Special Individual Career Issues
Technical and Professional Workers Dual Career Ladders
Women and Careers Sequencing Glass Ceiling
Dual-Career Couples Family vs.Career Relocation
Global Career Concerns Repatriation Global Development

28. Employee Development Program
Employee Career Needs
Organization Career Needs
Match?
Development Program and Interventions
Special Assignment
Apprenticeship in other Sister Company
Training/Workshop
Executive Development Program
On the Job Training
Project Assignment
Coaching/Mentoring
Job Enrichment
Case study

29. Training & Development Manager Competency
Career Development Manager Competency

30. Pengembang-an Organisasi
Model Kompetensi
Profesi MSDM
Indonesia
Pengadaan
SDM
Strategi dan
Perencanaan
Pengelolaan
Sumberdaya
Manusia
Layanan
Administrasi
dan Sistem
Informasi
Pekerja
Hubungan
Industrial
Remunerasi
Kinerja &
Karir
Manajemen Talenta
Pembelajaran
dan Pengem-
bangan SDM
Pengembang-an Organisasi
Integritas
Kepemim-
pinan
Manajemen Relasi
Orientasi
pelayanan
pelanggan
Konsultasi
Kerjasama
Tim
Komunikasi
Pemahaman
Bisnis B A H S I N D O E P R F
MSDM
Yunus Triyonggo, 2014
(PMSM Indonesia)
SK Menakertrans nomor 307 tahun 2014

31. Klaster 4. Pembelajaran dan Pengembangan SDMNo
Kode Unit
Judul Unit Kompetensi 1 M
Menyelaraskan Strategi Pembelajaran dan Pengembangan sesuai dengan Strategi Organisasi 2 M
Mengidentifikasi Kesenjangan Kompetensi 3 M
Mengidentifikasi Kebutuhan Kompetensi melalui Rekam Jejak Perkembangan Pekerja 4 M
Merancang Program Pembelajaran dan Pengembangan 5 M
Merancang Program Pembelajaran dan Pengembangan Mandiri 6 M
Menyusun Anggaran Program Pembelajaran dan Pengembangan 7 M
Melaksanakan Kegiatan Pembelajaran dan Pengembangan 8 M
Melakukan Evaluasi Pelaksanaan Keseluruhan Program Pembelajaran dan Pengembangan

32. Klaster 6. Pengelolaan KarirNo
Kode Unit
Judul Unit Kompetensi 1 M
Menyelaraskan Strategi Pengelolaan Karir dengan Strategi Organisasi 2 M
Membuat Sistem dan Prosedur Pengelolaan Karir 3 M
Melakukan Pemetaan Potensi dan Kompetensi Individu 4 M
Menyusun Rencana Implementasi Pengembangan Karir 5 M
Menerapkan Pengembangan Karir 6 M
Melaksanakan Evaluasi Pengelolaan Karir

33. THANK YOU

34. The Benefits of Competency
Selection: The use of behavioral interviewing and testing where appropriate, to screen job candidates based on whether they possess the key necessary job competency profile.
Provides a complete picture of the job requirements
Increases the likelihood of selecting and interviewing only individuals who are likely to succeed on the job
Minimizes the investment (both time and money) in people who may not meet the company’s expectations
Enables a more systematic and valid interview and selection process
Helps distinguish between competencies that are trainable after hiring and those are more difficult to develop

35. The Benefits of Competency
Training & Development: development of individual learning plans for individual or groups of employees based on the measurable “gaps” between job competencies or competency proficiency levels required for their jobs and the competency portfolio processed by the incumbent.
Focuses training and development plans to address missing competencies or raise level of proficiency
Enables people to focus on the skills, knowledge and characteristics that have the most impact on job effectiveness
Ensures that training and development opportunities are aligned with organizational needs
Makes the most effective use of training and development time and dollars
Provides a competency framework for ongoing coaching and feedback, both development and remedial

36. The Benefits of Competency
Performance Management: provides regular measurement of targeted behaviors and performance outcomes linked to job competency profile critical factors.
Provides a shared understanding of what will be monitored, measured, and rewarded
Focuses and facilitates the performance appraisal discussion appropriately on performance and development
Provides focus for gaining information about a person’s behavior on the job
Facilitates effectiveness goal-setting around required development efforts and performance outcomes

37. The Benefits of Competency
Career Paths: development of stepping stones necessary for promotion and long term career-growth.
Clarifies the skills, knowledge, and characteristics required for the job or role in question and for the follow-on jobs
Identifies necessary levels of proficiency for follow-on jobs
Allows for the identification of clear, valid, legally defensible and achievable benchmarks for employees to progress upward
Takes the guesswork out of career progression discussions

38. The Benefits of Competency
Succession Planning: careful, methodical preparation focused on retaining and growing the competency portfolios critical for the organization to survive and prosper.
Provides a method to assess candidates’ readiness for the role
Focuses training and development plans to address missing competencies or gaps in competency proficiency levels
Allows an organization to measures its “bench strength”—the number of high-potential performers and what they need to acquire to step up to the next level
Provides a competency framework for the transfer of critical knowledge, skills, and experience prior to succession – and for preparing candidates for this transfer via training, coaching and mentoring
Informs curriculum development for leadership development programs, a necessary component for management succession planning