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Dr Uwe H Kaufmann & Jerome Aloysius Tan
16 October 2015
Investing in PeopleCompetency-Based Human Resource Management
About Centre for
Organisational Effectiveness
ARCHITECT OF HIGH PERFORMING ORGANISATIONS
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About COE
Centre for Organisational Effectiveness (COE Pte Ltd) is a world-wide
Management Consulting Company. It was founded in 2004. COE was
formerly known as Valeocon Pte. Ltd. Our consultants are experienced
professionals who share a common belief - that is to help high performing
organisations in achieving customers, operations and people
effectiveness and excellence.
Customers
Enablers Operations
High Performing
Organisation
COE has practical experience in helping
organisations to achieve high performance
through identifying the real needs of their
customers, help clients change the way works get
done – drawing on our process excellent
experience.
To ensure sustainability of results, we help build
client’s capability to manage change and
continuously improve - enabling employees to
develop and realise more of their full potential.
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Our Practice Areas
Customers
Capturing Voice of the Customer: Market Research
Analysing Voice of the Customer: Market Data Analysis
Designing & Innovating Strategies based on VOC
Designing & Innovating Products and Services
Operations
Designing & Innovating Processes
Improving Processes using Six Sigma, BPR and Lean
Managing Processes
Enablers
HR Transformation
HR Strategy Planning & Deployment
Strategic Workforce Planning
Executive Coaching, Mentoring
Competency Profiling
Integrated Talent Management
Performance Management
Professional Leasing
Customers
Enablers Operations
High
Performing
Organisation
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Our Core Team
Australia:Aled Roberts
Diana Yeo
John Grout
Korea:Chul-Hee Min
Japan
Singapore/Malaysia/
Indonesia:Amy BC Tan
Dr Rachman Sjarief
Dr Uwe H Kaufmann
Diana Yeo
Hector Ramos
Ivy Teng
Jerome Tan
Jeremy Peh
John Yeo
John Yeo SY
Lam Moy Yin
Perry Tong
Suzanna Ramos
Europe:Craig Smith
Dr Frank Januschewski
Florian Rustler
Igor Dubina
Stefan Schurr
USA:Bruce Sindahl
Sean Rast
China:Jack Young
Dannie Yung
Rita Leung
Selina Cheng
Scott Zhong
South America:Rodrigo Carrillo
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Some of our Clients
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Competency-Based HR Management
Competency-Based Development
Agenda
Competency-Based Career Planning
Competency-Based Recruitment
Competency-Based Performance Management
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Competency-Based HR Management
Competency-Based Development
Agenda
Competency-Based Career Planning
Competency-Based Recruitment
Competency-Based Performance Management
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Competency-Based
HR Management Model
Business
Priorities
& Goals
Improved
Business
Outcome
Organisational Values
Performance
Management
Talent Planning &
Resourcing Learning and Growth
Competency Model
Career Development
Leadership/ InfluenceCompetencies
Situation
Tell me about a situation when
you had to ….
Task
What did you do? What was
your personal objectives in
this situations?
Action
How did you deal with the it?
How did you arrive at this idea?
How did others react to your idea?
Result
What was the outcome?
On hindsight, how would
you do it differently?
STAR Approach for Interviewing
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The Need for Competency-Based HR
Management
Competency models help organisations to take a more unified and coordinated
approach in designing improvements to HRM systems, including job redesign,
recruitment, organisational learning, career management, performance
improvements and compensation systems. (United Nations Industrial
Development Organisation, 2002).
The terms 'competency' and ‘competencies’ focus on the personal attributes or
inputs of an individual. They can be defined as the behaviours (and technical
attributes where appropriate) that individuals must have, or must acquire, to
perform effectively at work. (Chartered Institute of Personnel and Development,
2004)
A ‘competency framework’ is a structure that sets out and defines each individual
competency (such as problem-solving or people management) required by
individuals working in an organisation or part of an organisation. (Chartered
Institute of Personnel and Development, 2004)
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What Organisations Say…
“Officers are more aware and focused of their competencies and the behaviours they need to display.”
- Singapore Government Ministry
“Progression is now Competency-Based and officers who meet all the behavioural indicators are moved to the next level”
- Singapore Statutory Board
“We are building our new PMS around the Competency Framework, and staff would be assessed based on a ratio of Competencies and KPIs”
- Singapore Statutory Board
“It allows staff to understand what is deemed important to the organisation. It also helps staff to be more focused on their learning activities.”
- Private Sector Organisation
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Application of Competencies
Performance Management
Talent Planning &
Resourcing Learning and Growth
Competency Model
Career Development
Leadership/ InfluenceCompetencies
Situation
Tell me about a situation when
you had to ….
Task
What did you do? What was
your personal objectives in
this situations?
Action
How did you deal with the it?
How did you arrive at this idea?
How did others react to your idea?
Result
What was the outcome?
On hindsight, how would
you do it differently?
STAR Approach for Interviewing
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Interviews
Focus Group
Survey
Design & Develop
Competency
Model and
Inventory
Validate and
Implement
Competency Profiling Methodology
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Competency: Customer Service Orientation
Customer Service
OrientedProfessionalism
Positive Attitude
Customer Service
Empathy
Commitment
• Dedicated
• Have pride and
take responsibility
• Provide proper
response
• Image
• Receptive to
feedbacks
• Optimistic
• Care and
concern
• Personal touch
• Approachable
• Sense of urgency
Definition:
Ability to respond to the changing needs of internal and external customers, and
provide a professional service excellence with a desire to help and/or meet their
needs by having a customer first mindset.
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Enable Others to Succeed
Develop People Achieve Excellence
•Motivate & empower
• Inspire employees &
develop a sense of
purpose
•Build strong team
• Organise resources
• Monitor performance
• Develop supporting
environment
• Feedback
Definition:
Enable Others to Succeed means that empower and develop your team members,
building high performing officers through effective delegation, planned
developmental activities and regular performance feedback. You motivate your
officers by ensuring they are challenged and that their achievements are recognised
appropriately.
Leadership Competency:
Enable Others to Succeed
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Job Families Lead to Job Competencies
Human Resource
Plan, oversee and ensure right people with the right skills at the right
time in the right place.
Manpower
Planning &
Recruitment
Compensation &
Benefits
Learning &
Development
Employees
Relation
• Officer, MPR
• Executive, MPR
• Asst Director,
MPR
• Executive,
Payroll
• Manager,
Payroll
• Asst Director,
Com & Ben
• Officer, L&D
• Executive, L&D
• Manager, L&D
• Officer, ER
• Executive, ER
• Manager, ER
Job
Family
Specialty
Areas
Sample
Jobs
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Competency-Based HR Management
Competency-Based Development
Agenda
Competency-Based Career Planning
Competency-Based Recruitment
Competency-Based Performance Management
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Why CBI?
Better Organisational/Job-fit (Rodriguez et al., 2002)
Using competencies as the basis for staffing provided the flexibility and assurance
needed to select and place individuals where they can best serve the
organisation
Cost of Poor Hiring (HayGroup, 2003)
The cost of poor selection decisions can be substantial. Consider the hard costs
that go into filling an open position, including advertising and recruitment
costs, as well as candidate travel, lodging, and entertainment. Next consider the
negative long-term cost implications of hiring the wrong person, including:
Dollars wasted in training and development.
Low productivity and quality while a poor performer is in the role.
Lost opportunities—sales that aren’t closed, processes that don’t improve,
objectives that aren’t met.
Poor morale as others struggle to pick up the slack.
Dissatisfied customers who may not give you a second chance.
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Validity of Selection
0
0.100.15
0.35
0.40
0.45
0.65
1.0
Random Prediction
Educational Qualification
Graphology, Astrology, Phrenology
Employee Interview
Competency-Based Interview
Group Exercise, Job Sample Test, Ability Tests
Assessment Centre
Perfect Prediction
Source: “A Guide to (corrected) validity coefficients from Meta Analysis”, M. Smith – UMIST
Validity
Coefficients
Case Studies
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STAR Approach
Situation
Tell me about a situation when you
had to…
Task
What did you do? What
was your personal
objective in this situation?
Action
How did you deal with it?
How did you arrive at this idea?
How did others react to your idea?
Result
What was the outcome?
On hindsight, how would
you do it differently?
For more information, please refer to http://www.coe-partners.com/finding-the-right-star/
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Competency Cards – Interview Aid
Having a List of Competencies for the Role, Aids the
Interviewing Process
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Agenda
Competency-Based HR Management
Competency-Based Development
Competency-Based Career Planning
Competency-Based Performance Management
Competency-Based Recruitment
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The Need for Competency Framework in
Learning and Development
“Officers are now aware and are focused on the competencies they
should have.”
-A Singapore Government Ministry
Research by the Chartered Institute of Personnel and Development (CIPD,
2005; 2007) confirmed the earlier findings of research on the civil service
(Horton, 2000) that competency management and competency frameworks:
Enable a common language and standard criteria to be applied across a
range of HR functions (holistic approach to HRM)
Assists both managers and employees in identifying training and
development needs
Enables the organisation to promote its values, goals, and objectives
Assists in the management of change
Enables employees to know what is expected of them (transparency)
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Competency-Based Development
COMPETENCY 1 2 3 4 5
1. ……………………………………………….
2. …………………………………………........
3. …………………………………………........
4. …………………………………………........
5. …………………………………………........
Job Incumbent
Competency
Performance
Standard
1. Identify the competencies needed for effective job performance
2. Assess against the required competency for the job
3. Profile the current competency level of the job incumbent
4. Identify learning gaps
5. Determine learning solutions and priorities
Assess Competency Level
Assess Competency Level - Results
44
Select Development Options
Prepare Individual Development Plan
Company’s Competency Profile
Company’s Competency Profile
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Agenda
Competency-Based HR Management
Competency-Based Career Planning
Competency-Based Performance Management
Competency-Based Recruitment
Competency-Based Development
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Defining Career Path
Analyse a
position or job
based on the
Competency
Required
Categorise the
positions that
require similar
Competencies into
one Job Family
Identify career
paths based
on the job
Family
Competency
Profile
(Functional and
Leadership)
Competency
Per Position
Categorise
the positions
into a job Family
Career path -
Vertical,
Lateral & Diagonal
Mandatory
Training
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Career Development
Career Development is an ongoing process of matching
current / foreseeable career needs with development
opportunities.
Career Development involves developing specific
competencies for present or future roles.
This may include acquisition of knowledge, skills, specific
personal attributes, relevant experiences) which requires
investment and commitment by the individual.
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Career Anchors
Technical/functional
Competence
Prefer being good at
something and will work
towards being an expert/
specialist.
Prefer to use skill or
knowledge to tackle
challenges and aim to do it
better than others.
Management and
Leadership
Want to be managers (and
not just to get more
money).
Like problem-solving and
dealing with other people.
Thrive on responsibility.
Independent/Autonomy
Have a primary need to
work under their own rules
and steam.
Prefer to work alone, with
little supervision.
Want to be trusted and
respected for their work.
Security/Stability
Seek stability and continuity
as a primary factor of their
lives.
Avoid risks and are
generally 'lifers' in their job.
Motivated to do whatever it
takes to keep their job
secure. You can expect high
commitment to any job they
are given.
Entrepreneurial Creativity
Creative
Run own businesses.
Find ownership very
important
Easily get bored, want to
keep breaking new ground.
Like to be the first to do
something.
Feel trapped by too much
bureaucracy or overly
conservative climate
Service/Dedication to a
Cause
Is driven by how they can
help other people more than
using their talents (which
may fall in other areas).
Willing to take lower status
or pay, or even difficulties in
the job if they see it as
meaningful and doing good
for others.
Pure Challenge
Driven by challenges in life
Seek constant stimulation
and difficult problems that
they can tackle.
Such people will change
jobs when the current one
gets boring and their career
can be very varied.
Prefer to have an element of
risk in their job.
Lifestyle
Focus first on lifestyle as
the whole pattern of living.
Do not like to have work
compromise own lifestyle.
Prefer a balance of work and
life
May even take long periods
off work to indulge in
passions such as writing a
book, or travelling.
Name:
Organisation:
Department:
Designation:
Jerome Aloysius Tan
COE Singapore
Business Advisory
PracticeManager
Name of RO:
Name of CO:
Reporting Period Ending:
Date of Discussion:
Amy BC Tan
Uwe H Kaufmann
31 Dec 2015
16 Oct 2015
My Gifts and Talents My Passion My Contribution My Personality
Practice Area of C- Customers Behavior Economics; Understanding
Behavior and the science behind our
actions and thinking.
To contribute in building a customer-
centric service outlook.
DiSC Profile: C-D
Career Anchor: Independent/Autonomy
My Career Step My Areas of Strengths My Areas to Develop My Development Activities
No
w
Current Position:Practice Manager
MC08 - Self-Reliance andTeam Player Balance (Rating 4.0)
C01 - Change Adaptability (Rating
3.8)
C04 - Customer-ServiceOrientation (Rating 3.5)
MC05 - Tenacity, Thoroughness and Responsiveness (Rating 2.3)
MC01 - Breadth of Experience
(Rating 2.5)
MC04 - Managing ClientRelationships (Rating 2.6)
Book: First Things First by Stephen R. Covey (30 Nov 2015 to 19 Dec 2015)
On-Job-Training: Attend as many networking, info-sessions pertaining to COE’s practice areas of HR and Buisness Processes (1 Jan 2015 to 30 Dec 2015)
Video: TEDxMaastricht - Jan Gunnarsson -"Hostmanship: the art of making people feel welcome".by Jan Gunnarsson, YouTube (28 Nov 2015 to 28 Nov2015)
Sh
ort
-Term
Short-term Aspiration:
Assistant Director at
General
by Promotion
Remarks: To build up my HR and
Business Process f oundation as a
generalist.
Learning fast on the job
Environmentanalysis
Sees challenging tasks as alearning opportunity
Knowledge of BPR tools
Knowledge of HR concepts
On-Job-Training: Conduct modules of Lean Six Sigma training to check/emphasize learning (20 April 2015 to 30 Sep 2015)
Book: HR fromthe Outside In: Six Competencies for the Future of Human Resources. by Dave Ulrich (22 Oct 2015 )
Workshop: HR Masterclass WorkshopSeries. by Hay Group (31 Aug 2015 to 06Dec 2015)
Lo
ng
-Term
Long-term Aspiration:
Specialist at Customer
Service by Internal Posting
Remarks: To apply and integrate
HR and BPR/BPI tools in serving
the customer.
Hospitality Background
Observant
Conducing Trainings
Systems Thinking Workshop: Systems Thinking by Skills Explorer Singapore (31 Dec 2015 to 31 Dec2015)
Book: The Upside of Irrationality by Dan Ariely (31 Dec 2015 to 31 Dec 2015)
Example of an Individual Career Development
Plan
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Organisation’s Perspective Employees’ Perspective
Serves as a foundation for
developing in-house tools and
programs to support employee
career development
Aids in the internal transfers and
postings
Builds collaborative learning,
knowledge sharing and
communities of practice
Establishes a formal structured
development intenventions
roadmap
Showcases the key requirements
for successful performance within
jobs
Supports the identification of
potential career paths within and
across job families
Allows employees to plan their
careers and determine
development interventions to
undertake, based on their interests
as well as strengths and gaps in
their personal competency
inventory
Increases engagement and a sense
of empowerment, due to their
ability to more effectively plan
and manage their careers
The Benefits of Competencies in Career
Planning
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Agenda
Competency-Based HR Management
Competency-Based Performance Management
Competency-Based Career Planning
Competency-Based Recruitment
Competency-Based Development
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Example: Integrating Competencies in
Performance Management System
Competency
Level
Level 1 Level 2 Level 3 Level 4 Level 5
KPIs50%
Co
mp
ete
ncie
s Core20%
Functional30% 30% 20% 10% 5%
Leadership- - 10% 20% 25%
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What Organisations Say…
“Officers are more aware and focused of their competencies and the behaviours they need to display.”
- Singapore Government Ministry
“Progression is now Competency-Based and officers who meet all the behavioural indicators are moved to the next level”
- Singapore Statutory Board
“We are building our new PMS around the Competency Framework, and staff would be assessed based on a ratio of Competencies and KPIs”
- Singapore Statutory Board
“It allows staff to understand what is deemed important to the organisation. It also helps staff to be more focused on their learning activities.”
- Private Sector Organisation
Thank you
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Centre for
Organisational Effectiveness
