COMPETENCY MERY CITRA SONDARI

Transkripsi

1 COMPETENCY MERY CITRA SONDARI

2 THE OUTLINE Mery Citra.S,SE.,MSi 18 Juni 2013 Basic Concept of Competency Competency Model Competency Framework Competency-based HRM

3 Asal muasal Kompetensi Dipengaruhi penelitian David Mclelland Testing for Competence Rather Than Intelligence, American Psychologist, 1973 Kompetensi adalah alat untuk memperkirakan kinerja sebagai ganti dari tes kemampuan kognitif yang sering kali bias Karakteristik yang membedakan antara kinerja ratarata dengan kinerja superior 3

4 Pengertian Kompetensi Menurut ILO Competency is real,proved ability Menurut Jon Carr, Cyndi Gaudet, & Heather Annulis dari The University of Southern Mississippi an individual's demonstrated knowledge, skills, or abilities (KSAs) performed to a specific standard. Competencies are observable, behavioral acts that require a combination of KSA's to execute 4

5 Dari pengertian di atas, maka: Kompetensi itu harus ditunjukkan/dibuktikan, bisa dilihat dari perilaku kerja Konsep Kompetensi merevisi konsep KSAO s (Knowledge, Skill, Ability and Other Characteristics). Kompetensi bukan K-S-A-O secara terpisah, melainkan blended 5

6 Contoh kompetensi Developing a training module is also a competency. This competency would be composed of several KSAs such as knowledge of adult learning principles, knowledge of instructional design principles, skill in analyzing a job to identify training needs, and ability to communicate. 6

7 A Competency is an underlying characteristic of an individual that is causally related to criterionreferenced effective and/or superior performance in a job or situation. (Spencer & Spencer) 7

8 underlying characteristics of people Kompetensi adalah bagian yang terkait dengan dan berada dalam kepribadian seseorang serta dapat memperkirakan perilaku dalam beragam situasi atau tugas yang berbeda 8

9 Causal Relationships * Competency Causal Relationships Kompetensi dan menyebabkan atau memperkirakan perilaku 9

10 Competency Causal Flow Model Intent Action Outcome Personal characteristics Motive Trait Self-concept Knowledge Skill Behavior Job Performance 10

11 Achievement Motivation Doing better Competition with Standard of Excellence Unique Accomplishment Goal setting, Personal responsibility, Use of feedback Calculated Risk taking Continuous improvement Quality, Productivity, Sales, Earnings Innovation New Products, Service, And Processes 11

12 Criterion-referenced * Competency ---- Criterion-referenced Rujukan kriteria (Criterion-referenced ) artinya kompetensi sebenarnya memperkirakan siapa yang berkinerja buruk atau baik, sebagaimana diukur dalam kriteria atau standar tertentu Suatu karakteristik bukan kompetensi kecuali hal itu dapat memperkirakan sesuatu yang bermakna 12

13 1. Superior Performance Criteria one standard deviation diatas rata-rata performance. 2. Effective Performance minimally acceptable level of work 13

14 Kategorisasi Kompetensi Categories Berdasarkan kriteria job performance yang diprediksi, kompetensi di kelompokkan dalam 2 kategori : 1. Threshold Competencies Kompetensi yang berasal dari karakteristik yang sifatnya esensial, misalnya knowledge atau basic skill yang secara minimal harus dimiliki seorang pemangku jabatan tertentu dan tidak diatas ratarata. 14

15 Categories 2 2. Differentiating Competencies Kompetensi yang membedakan kelebihannya dari rata-rata kemampuan orang dalam jabatan tertentu. (A competency that differentiates superior from average people) 15

16 Unsur unsur kompetensi Skill Self Concept Trait, Motive Attitudes, Values Surface: Most easily developed Knowledge Core personality: Most difficult to develop 16

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18 Berdasarkan definisi kompetensi, dapat disimpulkan bahwa tidak semua aspek aspek pribadi dari seorang pekerja itu merupakan kompetensi. Dan disimpulkan juga bahwa kompetensi selalu dihubungkan dengan kinerja yang superior. Maka, hanya aspek-aspek pribadi yang mendorong dirinya untuk mencapai kinerja superior lah yang merupakan kompetensi.

19 Dengan mengetahui bahwa tidak semua aspek pribadi yang dimilikinya merupakan kompetensi, maka tentu diperlukan suatu model kompetensi yang betul-betul menunjukkan keterkaitan antara kompetensi dengan kinerja.

20 MODEL KOMPETENSI Model kompetensi ( ada juga yang menyebut : competency profile) didefinisikan sebagai suatu rangkaian kompetensi yang penting bagi kinerja yang superior dari sebuah pekerjaan atau sekelompok pekerjaan. Model kompetensi memberikan sebuah peta yang membantu seseorang memahami cara mengatasi suatu situasi tertentu.

21 Kategori dari model kompetensi Core / global competency model Model yang berisi kompetensi inti dari setiap karyawan yang ada di perusahaan (sama untuk seluruh karyawan). Kompetensi inti ini diturunkan dari visi,misi dan tujuan strategis perusahaan Leadership / Role & Group competency model Model yang berisi kompetensi-kompetensi yang dibutuhkan untuk setiap level manajemen / kepemimpinan sebuah jabatan atau keluarga/kelompok jabatan tertentu (jabatan dalam satu kelompok yang sama memiliki kompetensi yang serupa) Professional / Occupational competency Model yang berisi kompetensi-kompetensi yang dibutuhkan untuk dapat mengerjakan tugas dengan baik pada sebuah jabatan tertentu (Setiap jabatan memiliki kompetensi unik yang berbeda-beda)

22 The Competency Model Continuum One-Size Fits-All Model Full Model e.g. core for all e.g. group, family or role competencies competencies down to the job level Personal Qualities General Abilities Specific Knowledges / skills

23 Model generic untuk berbagai job families dari Spencer & Spencer Technician & Profesional Sales people Helping & Human Service Worker Managers Entrepreneur

24 Technicians and professional Achievement orientation Impact and influence Conceptual thinking Analytical thinking Initiative Self-confidence Interpersonal understanding Concern for order Information seeking Teamwork and cooperation Expertise Customer Service orientation

25 Impact and influence Achievement orientation Initiative Interpersonal understanding Customer Service Orientation Self-confidence Relationship building Analytical thinking Conceptual thinking Information seeking (organizational awareness) Threshold : technical expertise Sales people

26 Helping and Human Service Workers Self-confidence Self-control Other personal effectiveness competencies Profesional expertise Customer service orientation Teamwork and cooperation Analytical thinking Conceptual thinking Initiative Flexibility Directiveness/Assertiveness

27 Managers Impact and influence Achievement orientation Teamwork and cooperation Analytical thinking Initiative Developing others Self-Confidence Directiveness/Assertiveness Information seeking Team leadership Conceptual thinking Base requirements : Organizational awareness and relationship building Expertise/Specialized knowledge

28 Entrepreneurs Initiative Sees and acts on opportunities Persistance Concern for High Quality of work Self-confidence Monitoring Recognizing the importance of business relationship

29 Memvalidasi model kompetensi Menduplikasi hasil penelitian orisinil (yang diyakini sudah valid) Mengundang para ahli dalam bidang tersebut Membuat survey di perusahaan Focus group yang terdiri atas perwakilan setiap departemen Wawancara dan observasi Benchmark dengan perusahaan sejenis / yang memiliki jabatan serupa Standar pelayanan konsumen Pemangku jabatan diminta untuk membuat penilaian berdasarkan tingkat kepentingan atas kompetensi-kompetensi yang terkait dengan jabatan mereka 29

30 Competency Framework / Dictionary

31 Competency Framework Competency framework (Whiddett & Hollyforde) or competency dictionary (Spencer & Spencer) is the term given to the complete collection of clusters, competencies (with or without levels) and behavioural indicators

32 Qualities of good competency framework Clear and easy to understand Relevant Takes account of expected changes Discrete elements Elements should be of the same type Behaviours should be necessary and appropriate Fair to all

33 Typical Competency Framework Structure Competency Competency Cluster Behaviour Indicator Behaviour indicators are the basic elements. Related behavioural indicators organised into competencies, either as a straightforward list or within a number of different levels Related competencies are then organised into competency clusters

34 Behavioural Indicators Behavioural Indicators are examples of the behaviours that would be observed when someone demonstrates competency. In most cases, behavioural indicators are examples of effective competency.

35 Competency Each competency is a collection of related behavioural indicators. Competency without levels Competency with levels

36 Competency without levels A simple framework eg one that covers large numbers of jobs that place very similar behavioral demands on their job holders- may have a single list of indicators within each competency. In this type of framework all behavior indicators would relate to all jobs

37 Competency title & Description In addition to the competency title, many framework include competency descriptions There are two main approaches to competency description : To summarise the behavior contained within the competency (where competencies have only a single list behavior) To provide a rationale for the competency in place of a summary (where competency framework contains level of behavior)

38 Competency Clusters Competency cluster is a collection of closely related competencies, usually three to five per cluster. Most competency frameworks have clusters of competencies relating to : Thinking eg analyzing and deciding Acting eg achieving results Interacting eg working with people

39 Kamus Kompetensi (Competency Framework / Dictionary) dari Spencer & Spencer

40 Kompetensi dari Spencer & Spencer Competency Cluster Achievement and Action Helping and Human Service The Impact and Influence Managerial Cognitive Personal Effectiveness

41 Achievement and Action Achievement Orientation Concern for order Quality & Accuracy Initiative Initiative is a preference for taking action. Initiative is doing more than is required or expected in the job, doing things that no one has requested, which will improve or enhance job results and avoid problems or finding or creating new opportunities Information Seeking Competency descriptions Competency names / title

42 Helping and Human Service Interpersonal understanding A. Depth of understanding of others -1 Lack of understanding 0 Not applicable 1 Understands either emotion or content 2 Understand both emotion and content 3 Understands meanings 4 Understands underlying issues 5 Understands complex underlying issues Understands complex causes of other s long-term attitudes, behavior patterns or problem Competency names/title Dimensions Level of competency underlying B. Listening and responding to others Customer Service orientation Behavior indicator