Competency Model (Spencer & Spencer)

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    abdus somad | candra adiguna sinaga | riefka ghezanda

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    You are able to hire people who have high

    potential to succeed, to ensure that they

    receive the training and development

    necessary to realize that potential, and to

    provide and appraisal system that gives them

    the feedback and coaching they need to

    perform well, through a well-seeing of apersonal and potential skill of the people

    (ex: sales Mortgage Banking Company)

    Picture of CBHRM System

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    The American Heritage : competency is the

    state or quality of being properlyor well

    qualified

    In HR environment : competency is an

    underlying characteristic of a person

    which results in effective and/or superior

    performance on the job(Klemp, 1980)

    Picture of CBHRM System

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    Based on a conference on the subject of

    competencies in Johannesburg year 1995 :

    a cluster of related knowledge, skill, and

    attitudes that affects a major part of ones

    job, that correlates with performance on

    the job, that can be measured againts well-

    accepted standards, and that can beimproved via training and development.

    (Parry, 1996)

    ...continued

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    Behaviour

    Skill Knowledge

    Attitude

    Personal

    Characteristic

    Competency Pyramid

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    Clarifying job and work experience

    Hiring the best available people

    Maximizing productivity

    Enhancing 360-degree feedback process

    Adapting to change

    Aligning behaviour with organisational strategies

    and values

    What Business Needs Can Competency

    Model Address?

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    David McClelland, develop a set of personality test

    To prove the result whether shared and demonstrated by

    high achievers or not

    He and his friend, Charles Dailey, initiated a series of

    intensive interview to 50 people in United StatesInformation Agency (USIA)

    Early

    1970s

    McClelland wrote about hiring practices for civil service

    jobs, took a test using competency test

    He assume that take a competency test, it can be done by

    do a participation observation if the observer wanted to

    find a competency of a single person

    1973

    Who Is Invented the Competency Models?

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    Representations or miniature of the comlex

    reality of the world

    Derived from modulus which means a small

    measureof something. Known 3 terms :

    o Facts : directly observed and empirically tested

    o Inferences : conclusion drawn on the basis of

    some set of informationo Construct : idea used in research to explain a

    phenomenon

    All About Model

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    Create competency models to explain how

    competencies lead to performance

    Four questions that we should ask before embarking

    upon developing competency models :o Why we needa competency model?

    o What are the strategiesfor model building?

    o What are the availabe resource, both financial

    and human?o Who are the key people involved in the process

    of developing and validating model?

    Competency Models and Four Questions

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    3 purposes of build a competency model :

    o To provide a way in which the concept of

    competency can be applied to

    organisational needs

    o To understand the variables

    determining performance and their

    correlation to ito To enable the rapid deployment of

    competencies in an organsation

    Need for a Competency Model

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    To support hiring, growth and development

    plans, or performance and compensation

    management, in terms :

    o The organisation has to be clear onwhich of these applications is important

    o The organisation should build the

    implementationof that application intothe initial project plan.

    Potential Uses of The Model

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    Define core requirements for all employees

    regardless of function or level

    Define requirements only for specific

    levels/functions

    Define requirements for each distinct role

    or job in an organisation

    The Model Might Be :

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    Singlecompetency

    10-15competencies

    Less related toa specificfunction or job

    Universal

    Multiple models

    Needed formany jobs

    Specific jobrelated

    Multiple

    Two Approaches for Model Building

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    Before start to develop model of competency,

    there are 5 questions that have to answered :

    o Is there a model that is being used?

    o What is the purposeof the model?o What are the sourcesof the models?

    o What are the dimensions of the

    competency model?o What are the steps in developing a

    competency model?

    Developing a Model

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    The Boyatzis Model

    The

    individual`s

    competencies

    The job`s

    demands

    The

    organisational

    environment

    Effective

    spesific

    actions or

    behavior

    all the three elements

    must fit together for

    effective performance totake place. When only two

    ellements are taken into

    consideration, it is unlikely

    to result in consistently

    effective performance.

    *Applies to managers

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    The Boyatzis Model

    Behaviour = (Individual X Environment)

    a. Individual`s competencies represent the capabilities that aperson brings to the job situation

    b. The job component states what a person is expected to do on the

    job

    c. The organisational context describes the broader context of job

    demands and organisational context describes the broadercontext of job demands and organisational policies, procedures,

    structure, processes, system, and culture

    *Applies to managers

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    Boyatzis`s model for effective performance for managers comprises of six

    clusters. The six clusters identified by Boyatzis are :

    1. Goal and action management

    2. Leadership

    3. Human Resource Management

    4. Directing Subordinates

    5. Focus on other cultures

    6. Specialised knowledge

    To explain the importance of the competencies within and between the

    cluster, he used two terms Primaryand Secondary.o Primary relationshipsrefer to relationships beetween competencies

    within a cluster.

    o Secondary relationshipsrefer to the relationship of a competncy in a

    cluster to a competency in another custer.

    Competency Cluster

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    Boyatzis list four competencies in The Leadership Cluster

    Competencies

    Conseptualisation Able to identify mission and developcommon objectives for his/her people

    Use of oral presentations Present idea in a convicing manner

    Self Confidence Create followership by creating a presence

    Logical thought Understand how the organisation works in a

    day-to-day situation

    Primary Relationship

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    Example : the competencies in the Goal and action cluster have a secondaryrelationship to the competencies in the Leadershipcluster.

    Effect : would enhance a manager`s effectiveness.

    Example : a manager can set goals but not to able give convicing presentations.

    Likewise, a manager can give a convicing presentation without setting goals.

    However, if a manager presentation is convicing and is in the context of goals that

    would be far more useful to the organisation.

    Secondary Relationship

    Competency Self-image Social role Skills

    Self-confidence I know what I`m doing

    and will do it well

    Natural Leader Presentation skill

    Use of oral presentations Ican verballycommunicate well

    Communicator Verbal presentation skill

    Logical thought I am orderly System analyst Organisation of thought and

    activities. Sequential thinking

    conseptualisation I am creative Inventor Pattern identification through

    concept formation.

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    A frame work is the driving force of the model: it is about converting the model

    from its abstract state to practical state which can be used in day-to-day life.

    Role Competencies

    Behavioural competencies

    Functional Competencies

    Core Competencies

    The Roman Pavilion

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    Core Competencies

    Form the roof for the Roman pavilion, representation of competencies that are relevant

    to the entire organisation. These competencies are uniqueto the organisation.

    Role Competencies

    Role competencies are only relevant to employees in a team role, to members and

    leaders of teams, which may include managers and supervisors. The role competencies

    are catagorised into those relating to activities, people, resources and information. Behavioural Competencies

    Behavioural Competencies are underlying characteristics having causal relationship with

    effective or superior performance. Their classifications into task, personal attributes,

    relationship, and serviceare reflected as four pillars.

    Functional Competencies

    Functional Competencies stand for the knowledge and skill component that are spesific

    to jobs. They form the foundationof the pavilion. They are classified into three areas to

    reflect the broad occupational classification trade, trade service and organisational

    service.

    NB : trade competencies differed from organisation to organisation. Trade services and

    organisational service competencies underwent relatively fewer changes.

    ...continued

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