COMPETENCE-BASED HUMAN CAPITAL

MANAGEMENT (CB-HCM):
AN INTRODUCTION

Prof. Jann Hidajat Tjakratmadja

EXECUTIVE BANDUNG
 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 new
competencies?
3/17/2017 2
 What are the Key HC Competencies Needed?

THESE 2
COMPETENCIES
BECOME
INCREASINGLY
MORE
IMPORTANT

New Trends:
1. Importance of
Measuring HC
Eff. & Impact
2.Process
Orientation in
HC Services
Delivery

Top 3 Competencies
New Competencies, have not been identified in previous studies
3/17/2017 Critical/Essential Competencies for HC Specialists 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
10. Building Employee Commitment
 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.
 THE HCM BASED COMPETENCY MODEL
A COMPE-
A COMPE- TENCY
TENCY IS: REWARDS: What SUCCESSION: MODEL IS:
How do we An assess-
behaviors do we identify and ment and
An Indivi- reinforce? develop decision-
dual or a tomorrows making tool
cluster of leaders? which defi-
behaviors, nes the key
capabilities competen-
and skills an cies for
successfully
individual. performing
a specific job
Inter/ Intra DESIGN: How do RESOURCING: how or the
group or we structure COMPETENCY
n do we attract, select operations of
group needs effective roles and MODEL and retain the right a particular
activities people function
to success- area.
fully per-
form a set The models
of tasks or are often
functions. segmented
by career
LEARNING & MANAGING stage and
A compe- GROWTH: What RESULTS: How include a
tency is a capacities do we do we measure cross section
demonstra- develop? and drive critical of technical
ted behaviors for and
results? enabling
behavioral competen-
trait or skills cies
 Competence Based-HCM BENEFIT
For Employees For Company
1. Increase in employees
1. Give opportunity for each of satisfaction will
employees to develop his/ her significant influence to
skills and capabilities improve company service
performances.
2. Every employees can learn 2. Will improve company
any new knowledge or forming of cadres program
insights, to develop his/her or leadership development
career or profession. program

3. Company can anticipate

3. Employees has opportunity to
the trend of employees
develop own career path
interest and capabilities.
 COMPETENCE-BASED PROCESS
WORK COMPETENCE
(COMPETENCE DICTIONARY)

SOFT COMPETENCE HARD COMPETENCE

(EMOTIONAL & SOCIAL SKILLS) (TECHNICAL SKILLS)

JOB COMPETENCE
(JOBS) ACCEPT
RECRUITMENT DENIED

PROMOTION
COMPETENCY GAP CAREER PLANING ROTATION
DEGRADATION

TRAINING & TRAINING NEED

INDIVIDUAL COMPETENCE CURRICULUM
DEVELOPMENT
(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

3/17/2017 12
 Soft-Competence CB-HCM Components
(Spencer & Spencer, 1993)
INFLUENCE PERSONAL EFFECTIVENESS
11. Impact and influence 1. Self control, stress resistance
12. Oranizational awareness 2. Self confidence
13. Relationship building 3. Organizational Commitment
(networking) 4. Flexibility

PROBLEM SOLVER
ACHIEVEMENT
14. Analytical thinking
15. Conceptual thinking 5. Achievement orientation
16. Expertise 6. Concern quaity and order
7. Information seeking
8. Initiative
MANAGERIAL
HELPING/SERVICE
17. Directiveness
18. Teamwork and cooperation
19. Developing others 9. Interpersonal understanding
20. Team Leader 10. Customer service orientation
HOW DO CORPORATIONS ACQUIRE NEW COMPETENCIES?

3/17/2017 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
Consequences of not meeting the expectations/goals
Share success stories/best practices & recognize role models
3/17/2017 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)
Collaboration with universities (e.g. giving HC curriculum inputs to
universities)
3/17/2017 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.

3/17/2017 17
2. DESIRED RESULTS FROM TRAINING
IT BOOSTS STAFF MORALE: By indirectly offering job security, as
its easier to excel when staff know exactly 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 staff
show both quality in wor performance, cutting unnecessary
waste of time, money and resources
www.enterprise-pm.com
3/17/2017 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)

3/17/2017 19
 THANK YOU!

3/17/2017 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)
3/17/2017 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)
3/17/2017 22
 Competencies Definition
(Spencer & Spencer, 1993)
PERSYARATAN KOMPETENSI (3)
E. 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)

F. PERSONAL EFFECTIVENESS ==> Kedewasaan Individu Dalam

Menghadapi Rekan Dan Tugas Pekerjaan:
1. Self-control (SCT)
2. Self-confidence (SCF)
3. Flexibility (FLX)
4. Organizational Commitment (OC)
3/17/2017 23
 MANAGERS JOB COMPETENCE
COMP FINANCE OPERATION MARKETING HUMAN CAP TECHNIQUE

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
17 4 6 5 5 6
18 5,3 5,3 6,2 6,3 5,3
19 - 3,5 5,4 5,3 6,3
20
3/17/2017 5 3 3 4 3 24
CB-HC Champions
Product Examples
 Recruitment and Selection
POLA REKRUTMEN KARYAWAN
DENGAN BASIS KOMPETENSI

PENDIDIKAN
SELEKSI
ADMINISTRASI FISIK
SUMBER DALAM MASA KERJA
(PERENCANAAN (PENGALAMAN KERJA)
KARIR)

REKRUTMEN
KOMPETENSI (SISTEM GUGUR)
SUMBER LUAR
(KARYAWAN RIWAYAT PRESTASI
BARU) AKUMULASI
PROSPEK NILAI
TEST (SISTEM
ASPIRASI GUGUR)

KESEHATAN (SISTEM GUGUR)

PSIKOLOGI PENEMPA
(BAKAT / MINAT ) TAN
Career Planning: Career Path and Cycle

GOL STRUKTURAL FUNGSIONAL SIKLUS

2 Tahun
I Staf Ahli Dewan Direksi
Board of Director
Staf Utama
II 2 Tahun
Auditor I
Senior Manager
Staf Madya 5 Tahun + S1
III 2 Tahun Auditor II
Manager
Staf Muda
IV

Auditor III
Sekretaris DirUt
5 Tahun + S1
2 Tahun Bendahara I
Section Head
Staf Pratama Satu
V

Auditor IV
Sekretaris Direktur
5 Tahun + S1
Bendahara II
Supervisor
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
Kelompok Program Pelatihan menurut Tahapan Pengembangan SDM dalam Siklus Karir

TAHAPAN PENGEMBANGAN SDM DALAM SIKLUS KARIR

JENJANG Pengenalan dan Pengembangan I Pengembangan II Pemeliharaan Persiapan Purna
PENDIDIKAN Orientasi Bhakti
PELATIHAN KEL PELATIHAN KEL PELATIHAN KEL PELATIHAN KEL PELATIHAN
JAB JAB JAB JAB
SMU/SEDERAJAT Pengenalan P Pengenalan P Pengenalan P - P Perencanaan
Bidang Kerja Bidang Kerja Bidang Kerja Bisnis

Efisiensi dan Pengenalan P Kepemimpinan Kerja M3 Team Work I M3

Standard Kerja Bidang Kerja Tim

Human Kepemimpinan M3 Manajemen

Relation I Kerja Tim (XI) berorientasi Hasil

Manajemen Personality I
Berorientasi
Hasil
Competence-Based Training Syllabus
 The End.

Questions?
Discussion!