COMPETENCE-BASED HUMAN CAPITAL

MANAGEMENT (CB-HCM):
AN INTRODUCTION

Prof. Jann Hidajat

Tjakratmadja
EXECUTIVE BANDUNG
26 Agustus 2016
 OVERVIEW
Many unprecedented changes in business
world (new HC visions, advanced HCIS, new HC
structure, and re-engineering of HC processes)

Request for HC to add higher value (lower

costs, increase employees productivity,
increase product/ process quality, stronger
linkage to business)
NEED TO TRANSFORM HC FUNCTION

1. What are the essential HC competencies at

corporate and business levels?
2. How can corporations acquire/develop these
7/31/17
new competencies? 2
 What are the Key HC Competencies
Needed?
THESE 2
COMPETENC
IES BECOME
INCREASING
LY MORE
IMPORTANT

New
Trends:

1.Importance
of
Measuring
HC Eff. &
Impact

2.Process
Orientation Top 3 Competencies
in HC New Competencies, have not been identified in
Services previous studies
7/31/17 3
 TRADITIONAL HR ROLES
1. Job Analyses (Determining the Nature of
Each Employees Job)
2. Employees Forecasting and Planning
3. Recruiting and Selecting Employees
Candidates
4. Orienting and Training New Employees
5. Compensating (Wages and Salaries)
6. Incentives and Benefits
7. Performance Appraisal
8. Communicating (Interviewing, Counseling,
Disciplining)
9. Training and Developing Managers
BUT THE REAL QUESTION IS:

"How can HC create

value and deliver
results?"

HC creates value by engaging in

activities that produce the
employee competencies and
behaviors the company needs to
achieve its strategic goals.
 An assess-

THE HCM BASED COMPETENCY MODEL ment and

decision-
making
A COMPE- tool which
TENCY IS: REWARDS: SUCCESSION: defi-nes
What How do we the key
An Indivi- behaviors do identify and competen-
dual or a we reinforce? develop cies for
cluster of tomorrows successfull
behaviors, leaders? y
capabilitie performing
s and skills a specific
an job or the
DESIGN: How COMPETENCY RESOURCING: operations
individual. do we structure n
MODEL how do we of a
effective roles attract, select particular
Inter/ Intra and activities and retain the function
group or right people area.
group
needs to The models
success- LEARNING & MANAGING are often
fully per- GROWTH: RESULTS: How segmented
form a set What do we measure by career
of tasks or capacities do and drive critical stage and
functions. we develop? behaviors for include a
results? cross
 Competence Based-HCM
BENEFIT
For Employees For Company
1. Increase in
employees
1. Give opportunity for
satisfaction will
each of employees to
significant influence
develop his/ her skills
to improve company
and capabilities
service
performances.
2. Every employees can 2. Will improve
learn any new company forming of
knowledge or cadres program or
insights, to develop leadership
his/her career or development
profession. program
3. Company can
3. Employees has
anticipate the trend
COMPETENCE-BASED PROCESS
WORK COMPETENCE
(COMPETENCE
DICTIONARY)
SOFT COMPETENCE HARD COMPETENCE
(EMOTIONAL & SOCIAL (TECHNICAL SKILLS)
SKILLS)

JOB
COMPETENCE ACCEPT
RECRUITMENT DENIED
(JOBS)

PROMOTION
COMPETENCY CAREER PLANING ROTATION
GAP DEGRADATION

TRAINING & TRAINING NEED

INDIVIDUAL CURRICULUM
DEVELOPMENT
COMPETENCE
(KNOWLEDGE
WORKERS)
 SOFT COMPETENCE (EXAMPLE)
Spencer and Spencer (1993)
They developed the dictionary of
competencies, defining 20 generic
competencies.
These covered not just managers but
also entrepreneurs, technical and
professional, sales and human service
workers from a wide range of
organizations.
Over a period of 20 years, more than
1000 respondents, carried out in 21
countries
7/31/17 12
 Soft-Competence CB-HCM
Components
(Spencer & Spencer, 1993)
INFLUENCE
11.Impact and ACHIEVEMENT
1.Achievement
influence orientation
12.Oranizational 2.Concern quaity and
awareness order
13.Relationship 3.Information seeking
building 4. Initiative
(networking) HELPING/SERVICE
MANAGERIAL 5. Interpersonal
14.Directiveness understanding
15.Teamwork and 6. Customer service
cooperation orientation
16.Developing others
17.Team Leader
PROBLEM SOLVER PERSONAL EFFECTIVENESS
7. Self control, stress
18.Analytical
resistance
thinking
19.Conceptual 8. Self confidence
thinking 9. Organizational
20.Expertise commitment
10.Flexibility
 HOW DO CORPORATIONS ACQUIRE NEW
COMPETENCIES?

7/31/17 14
 HOW DO CORPORATIONS ACQUIRE NEW
COMPETENCIES (2)
1. Planning & Assessment
Its about Competency Audit:
Assess competency of existing HC professionals in critical
competency area
Identify competency gap & prioritize development effort
Monitor the progress of the competency development program
regularly
360-degree competency assessment
Overall HC competency scores obtained by averaging all HC people
scores
This overall score often compared with industry standard/historical
trends

2. Communications:
Communicate to the organization about:
Demands & expectations regarding the new roles &
competencies
Resources availability
7/31/17 15
 HOW DO CORPORATIONS ACQUIRE NEW
COMPETENCIES (3)
3. Performance Management
Its about incorporating performance management to
bridge competency gaps to make HC people understand
the linkage between new HC competencies with their
career & rewards:
Include list of competencies & skills set
Create individual development plans to achieve the new
competencies
Should be personal and relevant based on each person/roles needs

4. Trainings
Various means of trainings:
Internal courses (e.g. HP 5-day course on Personnel as
Competitive Adv
External executives programs (e.g. DFS requirement for HC
managers to attend two external seminars)
7/31/17 Collaboration with universities (e.g. giving HC curriculum 16
1. MAIN MOTIVATION FOR TRAINING:
FOR NEW CANDIDATES: Provides familiarisation with the
companys mission, vision, rules, regulations and work
environment
FOR EXISTING EMPLOYEES: Provides incentive and kills
boredom in employees who have been in the company for
a whole, as they are trained to refresh and enhance
knowledge.
FOR TECHNOLOGICAL PURPOSES: Technology is ever
changing and what was usefulin itially may become
obsolete within month. Traning provides confidence for
staff members to cope with change.
FOR CAREER GROWTH AND PATH CLARITY: Its in training
that employers can get a better sense of the dedication
and commitment of their employees. Training serves as an
overview in separating the leaders from the followers,
leaders are generally prepared to share the responsibilities
of hugher level jobs.
7/31/17 17
 what their company and/or bosses want and need.
IT GIVES STAFF SATISFACTION: To test confident in what
they do, making job execution and contribution to the
companys success more real.
IT LOWERS STAFF TURNOVER: When employees feel
united, happy and satisfied with a common goal.
IT LESSENS NEED FOR STAFF SUPERVISION: When
everyone is well-trained, where staff utilise their time
and efforts effectively by concentrating on their specific
roles.
IT ENHANCES STAFF TEAMWORK: Through
understanding the compnys goals at each and every
turn
IT OFFERS STAFF CAREER PATH CLARITY: As they acquire
or enhance skills and efficiency through training, makig
them more eligible to promotions and ultimately
becoming and asset to the compsny
IT INCREASESSTAFF PRDUCTIVITY: Because well-trained
7/31/17 staff show both quality in wor performance, cutting 18
 HOW DO CORPORATIONS ACQUIRE NEW
COMPETENCIES (4)
5. Development
Only 10% business learning happen via formal
trainings, 70% comes from on-the-job development:
Systematic job assignments (stretch assignments &
job rotation within and/or outside HC works)
Peer learning network (offer consulting service to
each other and learn collectively & collaboratively from
each others success/failures, done at Quantum and
AT&Ts CRITTER program)
Coaching & mentoring (e.g. DFS program of HC
executives to coach his/her direct reports in an area
which is outside HCs responsibilities)

7/31/17 19
 THANK YOU!

7/31/17 20
 Competencies Definition
(Spencer & Spencer, 1993)

PERSYARATAN KOMPETENSI (1)

A. INFLUENCE ==> Kemampuan Individu
Untuk Mempengaruhi Orang Lain Yang
Berhubungan Dengannya:
1. Impact and Influence (IMP)
2. Organizational Awareness (OA)
3. Relationship Building (RB)
B. ACHIEVEMENT AND ACTION ==> Kemampuan
Merencanakan, Menetapkan Target, Dan
Menyelesaikan Tugas Atau Segala Sesuatu Yang Telah
Ditargetkan Baik Oleh Individu Yang Bersangkutan
Atau Bersama-sama Dengan Atasan:
1. Achievement orientation (ACH)
2. Concern for order, quality and accuracy (CO)
3. Inniatiative (INT)
4. Information seeking (INFO)
7/31/17 21
 Competencies Definition
(Spencer & Spencer, 1993)
PERSYARATAN KOMPETENSI (2)
C. MANAGERIAL ==> Keberhasilan Kerja
Manajerial:
1. Developing others (DEV)
2. Directiveness (DIR)
3. Teamwork and Cooperation (TW)
4. Team Leadership (TL)

D. HELPING AND HUMAN SERVICE ==> Hubungan

Dengan Individu Lain Dan Pemahaman Atas Orang
Lain:

1. Interpersonnal understanding (IU)

2. Costumer service orientation (CSO)
7/31/17 22
 Competencies Definition
(Spencer & Spencer, 1993)
PERSYARATAN KOMPETENSI (3)
PROBLEM SOLVER ==> Mengetahui Seberapa
Baik Seseorang Dalam Memahami Suatu
Situasi, Memahami Masalah, Melihat Peluang,
Atau Mempelajari Pengetahuan Baru:
1. Conceptual thinking (CT)
2. Expertise (Exp)
3. Analytical thinking (AT)

PERSONAL EFFECTIVENESS ==> Kedewasaan

Individu Dalam Menghadapi Rekan Dan Tugas
1. Self-control (SCT)
Pekerjaan:
2. Self-confidence (SCF)
3. Flexibility (FLX)
4. Organizational Commitment (OC)
7/31/17 23
 MANAGERS JOB COMPETENCE
COM
FINANCE OPERATION MARKETING HUMAN CAP TECHNIQUE
P
1 6,2 4,2 5,3 6,3 5,2
2 6 5 6 6 6
3 7,3 5,3 6,4 7,3 8,4
4 - 4,2 4,4 4,4 5,5
5 7 4 4 3 6
6 - 2,1 8,2 5,2 8,4
7 7,5 5,4 6,5 6,5 6,3
8 6 5 3 5 6
9 6 4 6 6 6
10 8,2 6,4 9,8 7,8 9,9
11 4 9 5 7 8
12 6,3,2 6,4,4 5,3,4 5,5,4 6,4,4
13 7 7 4 6 7
14 4,5 3,3 3,3 5,4 5,4
15 5 4 5 4 6
16 6,3,2,3 5,3,2,2 6,3,0,2 7,4,3,2 6,3,2,4
7/31/17 24
CB-HC Champions
Product Examples
Recruitment and Selection
Career Planning: Career Path and
Cycle

GOL STRUKTURAL FUNGSIONAL SIKLUS

2 Tahun
I Board of Director
Staf Ahli Dewan Direksi

n
3 Tahu
II 2 Tahun Staf Utama
Auditor I
Senior Manager
n
III 3 Tahu Staf Madya 5 Tahun + S1
2 Tahun Auditor II
Manager
Staf Muda
IV 3 Tahu
n


Auditor III
Sekretaris DirUt
5 Tahun + S1
2 Tahun Bendahara I
Section Head
Staf Pratama Satu
V n
Auditor IV 5 Tahun + S1
3 Tahu Sekretaris Direktur
Supervisor Bendahara II

Staf Pratama Dua

Juru
VI Tata Usaha Kepala Divisi 5 Tahun
Operator Bendahara III

VII
Jabatan Operasional Clerk Office Staf
5 Tahun

VIII Caraka 5 Tahun

 Job Family

KEUANGAN
OPERASI MR
PKBL

MO PML BERSEBERANGAN SPI PP

KEU
&
AKT
TIP

BERDEKATAN
SEJALUR

BERSEBERANGAN
POM SKPR
PJT

BERSEBERANGAN HKM MSDM

PUL PBGN
UMM
& LOG

PENGEMBANGAN UMUM
Integration of TNA and Career Path
Competence-Based Training Syllabus
Program Pelatihan : Manajemen Perbaikan Sistem Kerja
Dimensi Kompetensi : Keinginan Berprestasi dan Bertindak
Kelompok Program Pengembangan Kompetensi: Standard of Excellence

Tujuan
Setelah mengikuti program pelatihan ini peserta diharapkan memiliki
pengetahuan dan keterampilan untuk menciptakan peluang-peluang atau
program-program baru dalam melakukan analisis dan perbaikan kerja sub
divisi/bagian/bidang serta menyusun standarisasi kerja

Sasaran
Setelah mengikuti program pelatihan ini peserta diharapkan mampu untuk:
1. memperbaiki performansi kerja/ unit kerja dalam sub divisi/bagian/bidang
dengan merubah sistem atau metoda kerja (menjadi lebih baik, lebih cepat,
lebih murah, lebih efisien atau lebih berkualitas) dan menyusun target kerja
yang menantang dengan mempertimbangkan kemampuan sumber daya dan
analisis resiko
2. memunculkan ide-ide cara kerja baru yang belum pernah ada sebelumnya di
sub divisi/bagian/bidang tersebut
3. memantau kualitas kerja bawahan dan memastikan bahwa prosedur kerja
yang telah dibakukan dilaksanakan dengan benar
4. mengantisipasi dan bereaksi dengan cepat dan tepat terhadap terjadinya
suatu krisis dalam sub divisi/bagian/bidang dan mampu menciptakan
peluang-peluang atau program-program baru upaya perbaikan kerja
5. menyediakan data/informasi yang terkait dengan upaya perbaikan kerja
secara sistematis dengan sumber-sumber yang diperoleh secara formal
ataupun informal

Modul Pelatihan
1. Identifikasi masalah dan teknik-teknik kreativitas
2. Manajemen perbaikan dan standarisasi sistem kerja
3. Manajemen Pemberdayaan (Supervisi efektif)
4. Manajemen konflik
 The End.

Questions?
Discussion!