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Aria Arayana Parasian Siregar graduated as a psychologist
from Padjadjaran University then he continued his
education as a Master of Management for Human
Resources Management from Griffth University, Australia.
He has more than 10 years of experience in solving
numerous issues related to HR System and Employee
Productivity in public and private sector.
How Assessment and Development Centers Improve
Positive Work Behavior Aria Arayana Parasian
Siregar Bina Potensia Indonesia
Improvement for the Best Quality Commitment to
Excellence
Put Trust on People
How Assessment and Development Centers Improve Positive Work Behavior
www.binapotensiaindonesia.com
1. Bina Potensia Indonesia
2. Case Study
1. About The Company
2. HR Solution
3. Competencies Assessment
4. Competencies Development
3. Lesson Learned
Presentation Agenda
Bina Potensia Indonesia (1/3)
VISION
“ Becoming trustable partner in inventing solution to pursue a valuable growth and benefit for customer, society and nation in accordance to external changes,
supported by Our competencies and dignity”
MISSION
Aligning the organization’s long term
strategy with individuals potency to
create a professional work culture,
through:
Promoting Solution for Management and Human Resources Development’s areas
Providing a Series of HR Consultation, Assessment and Training Services that is most suitable for the need of individuals and organizations development
VALUES
“Improvement for the best quality”, through a continuous process of
learning and innovating
“Commitment to excellence”,
improving service quality with “error free-services” principle
“Put Trust on People”, constantly maintaining and developing
our mutual partnership
Bina Potensia Indonesia (2/3)
ORGANIZATION
EXCELLENCE
Manage Talent Productivity
Identify Talent
Developing Talent
Talent Management
• Managerial Skill Assessment • Competency Based Interview • 360 Multirater • Potential Assessment
• Define Role & Competencies • Managing Performance • Retain Talent • Creating Best Fit Culture
• Managerial Competency Development • Building Character Leadership • Coaching Skill Development • Skill Related to HR Practitioner
20 Years of Experience:
1. Serve more than 100 companies (State Owned & Private Enterprise, and Government)
2. Provide Talent-Based Integrated HR Solution
Bina Potensia Indonesia (3/3)
1. About the Company (1/3)
1. Organization Profile
• State Owned Enterprise (Strategic Industry) • Established around 1976 • An indigenious companies with core
competencies in aircraft design & development
2. Brief History
• 1980: Supported by highly skilled technician, it has proved that Indonesia was able to develop an aircraft, as well as to provide aircraft components for world wide demand
• 1998 : Hit by economic crisis. Caused heavy organization turbulence till the end of 2009
• 2010 till now: Organization Restructuring. Able to improve its performance by producing aircraft for national as well as international level
1. About the Company (2/3)
3. HR Challenge
• The need for viability of talent with highly skilled in engineering as well as leadership capability
• Organization challenge that related to leadership issue: Project Management, Succession Plan, Collaboration between Engineers and Knowledge Sharing
• The need for an integrated approach in identifying and developing leadership competencies for key position
1. About the Company (3/3)
IDENTIFY KEY POSITION &
REQUIREMENT
CREATE INTEGRATED COMPETENCY ASSESSMENT & DEVELOPMENT PROGRAM
IMPROVE PERFORMANCE MANAGEMENT SYSTEM
DEVELOP LINE FOR HIGH FLYER
Create Competency
Model
Assess Individual Competency
Develop Individual Competency
Manage Individual Performance
BUSINESS STRATEGY
(process, technology)
Man viability to support business process /
technology
INTEGRATED TALENT MANAGEMENT
STRATEGY
TALENT POOL
2. Solution (1/3)
• Objective: to ensure the significant impact of
competencies development with performance
CREATE INTEGRATED COMPETENCIES ASSESSMENT & DEVELOPMENT
PROGRAM
2. Solution (2/3)
Create Competency
Model
Assess Individual
Competency
Develop Individual
Competency
Manage Individual
Performance
2. Solution (3/3)
Competency Competency Assessment
Competency Development
Development Project
Related KPI
Individual Note
Visionary Thinking
Rating: 2 • Less concern on
organization’s vision and mission
• Show no systematic approach in solving a long term issue.
Development Focus • Able to relate
organization’s vision and mission with current assignment
• Able to develop a systematic solution in solving problem
• Reviewing
Organization Design due to Business Transformation
• Due date of
new Organization Design proposal
• Open one self to
other feedback • Show high
enthusiasm during planning stage
• Show initiative to open discussion with superior or colleague
• Has full superior support during development activities (workshop, assignment, coaching).
Competency Dictionary
Assessment Centre
Post Assessment Development
Program Performance Monitoring Plan
Program Sequence
3. Competencies Assessment (1/5)
1. Assessment Center
Definition
A systematic, comprehensive and objective method, based on behavioral and managerial approach, to identify, assess and evaluate individual (soft competency) behavior in related to targeted job, by using series of job related simulations and supported with certified assessors
Assessment Center Principal
Organization Survey and Job Analysis, Multiple Assessment Technique, Situational Exercise (Job Related), Behavioral Response, Behavioral Observation,
Multiple Assessors, Trained Assessors, Recorded Behavior, Data Integration, Reports, Socialization & Feedback
3. Competencies Assessment (2/5)
2. Process
Preliminary Survey
Report
Assessment & Evaluation
Designing Tools
Conduct organization study to understand the organization and
targeted job ; identify success criteria as basis for competency profiles and
to design assessment tools
Designing or adjusting tools based on survey results
Collecting data through observation & interview during simulations.
Data integration through a series meeting among Assessor .
Consist information about competency profile,
each competency description , summary Including conclusion & recommendation
Preparation Phase
Analyze organization and targeted job
Draft Success Criteria
IMPLEMENTATION PHASE
Conduct Assessment
Data Collection
Data Evaluation
Data Integration
Report Writing (incl. Quality Control)
DESIGNING & SETTING THE TOOLS
SIMULATION INTERVIEW GUIDANCE
BATTERY TEST
3. Competencies Assessment (3/5)
3. Result
• 45 Participants: mid & top management level
• In general: 76% of participants show at least 6 competencies in development area
• Mostly on Strategic Influencing & Communication, Strategic Networking, Strategic Decision Making & Establish Plan
Participants with more than 6 Competencies in development area
Participants with less than 6 Competencies in development area
Result (Cntd)
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
1-2
3
4-5
3. Competencies Assessment (4/5)
Encourage Talented Leader Ability to Build Organization Capability in achieving Organization Vision and Mission
in the Dynamic Worldwide Competition.
4. Competencies Development (1/6)
1. Development Objective
4. Competencies Development (2/6)
2. Development Model
Unfreezing
• Identify need for development
•Learning Contract
Moving
•Deliver Behavior Intervention Activities
•Active Experimentation
•Reflecting & Evaluating
Refreezing
• Individual Development Plan
•Refreshing Knowledge & Re-educating
•Monitoring & Coaching
•Post Assessment (360 degree)
Program Evaluation
27,6%
3. Matrix: Competencies vs Module
MODULE
LEADERSHIP SKILL THINKING
SKILL
ORGANIZATION STRATEGY
SKILL
PLANNING &
ORGANIZING PERSONAL FACTOR
Stra
tegi
c In
f C
om
De
v P
eo
ple
Stgc
N
etw
rk
Strg
c D
ec
Mkg
Drv
Sys
P
roc
Kn
ow
Bu
s
Focu
s C
stm
r
Estb
h
Pla
n
Lead
Pe
rs
Intr
gty
DA
Y 1
Building Leadership Character
X X X
Strategic Planning X X X X X
Problem Solving & Decision Making X X X
DA
Y 2
Multiplier Leadership X X X X
Effective Coaching X X X X
Integrative Games X X X X X X X X
4. Competencies Development (3/6)
4. Stage of Evaluation
4. Competencies Development (4/6)
REACTION TO LEARNING PROCESS
KNOWLEDGE BEHAVIOR CHANGE
IMPACT ON BUSINESS
Participant have positive attitude toward program
Participant acquire new knowledge, skill,
attitudes or refreshing knowledge
Participant able to use their newly acquired skill in
their job
Improve Business Result
(eg. financial, efficiency)
Training manager Supervisor Manager CEO
During Training Activities Post Training Activities
Result Used By
• 45 Participants: Mid & Top Management level
• 49% shows Behavioral Changes after development (based on comparison between Assessment Center result with 360-degree measurement)
• 27,6% of them create significant impact on their performance
• Most Developed Competencies: Strategic Influencing & Communication, Establish Plan and Developing People
4. Competencies Development (5/6)
5. Result
• Individual : Willing to Learn. Openess to one’s weaknessess
Develop Individual Plan (specific activities and output)
Consistency in its application
• External : Superior Support ( 76% of the success participants claimed has
been fully supported by their superior)
4. Competencies Development (6/6)
6. Success Factor Anaylsis
1. Non questionable need for an integrated approach in Competencies Assessment & Development.
2. Assessment Centre is proved to be able in providing specific direction for development objective.
3. Proven Assessment Centre
Based on Assessment Centre Ethical Guideline
Ability to generate participant willingness to participate in the AC program
4. Effective Development Program
Systematic activities sequences (identify development need to coaching process)
Superior Support & Organization Commitment
Related to Performance
Encourage Learning Motivation
Lesson Learned
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