Competency Based Human

Resources Management System

Tailored Training for IPDC – IPS

March, 2021
Major Objectives
2

By the end of this training, you will be familiar/capable with:

 The contemporary concept of competency based human resources management.
 Applying techniques to develop, design and implement competency framework that
best fits for your organizational context.
 Workplace competency assessment to identify the gap and advise appropriate
development intervention.
 Utilize the competency framework for different applicable human resource
management interventions
 Managing the change related with Competency-Based Human Resources
Management System implementation
EVOLUTION OF STRATEGIC HRM

HR Management Strategic HRM

Personnel Management
Early 1970s Early 1980s

• Parts of mechanistic Organization • Parts of organic Organization • Convergence b/n HRM & Business
• Bureaucratic • Cross Hierarchical & Cross functional Teams Strategy
• High Centralization • Decentralization • Proactive HRM
• High Formalization • Low Formalization • Concerned with Organizational
• Low Flexibility • Flexible effectiveness & performance
 4

STRATEGIC HUMAN RESOURCE MANAGEMENT – Concept

 A future-oriented process of developing
and implementing HR programs that
address and solve business problems
and directly contribute to major long-
term business objectives.

 Strategic Human Resource

management is the connection between
a company’s human resources and its
strategies, objectives, and goals.
 What is competency? 5

Competency
Performance Environment
Any underlying characteristic
required for performing a given
Skill task, activity, or role successfully
Knowledge

Education Experience Information a person has in specific

CO content areas.

Knowledge Individual Individual Characteristics

Characteristics
Attitude & Behaviors with consistent
responses to situations/information.

Tools Skills

Competency is an observable, perceivable & measurable pattern of The ability to perform a certain
physical or mental task.
skills, knowledge, abilities, attitude & behaviors that an individual needs

to perform job roles successfully.

 Cont’d…What is competency? 6

The iceberg Model

 The Iceberg Model for competencies takes the help of an iceberg to explain
the concept of competency. An iceberg has just one-ninth of its volume above
water and the rest remains beneath the surface in the sea.
 Similarly, a competency also has some components which are visible like Knowledge & Skills
knowledge and skills but other behavioral components like motives, traits, self-
image, etc. are hidden or beneath the surface.
 Motives - The things a person consistently thinks about or wants that causes Motives, Traits,

action. Self-concept

 Traits - Physical characteristics & consistent responses to situations or

information.
 Knowledge - Information a person has in specific content areas.
 Skill - The ability to perform a certain physical or mental task.
 Self-concept - A person’s attitudes, values or self-image.
 Cont’d…What is competency?
7

 Competency is a combination of knowledge, behavior and skills that gives

an individual with the potential to perform a given task effectively.
 For management simplicity throughout the process and communication of
requirements to all stakeholders, competencies must be;
 Clearly definable
 Understandable
 Observable or Perceivable
 Measurable
Competency management System 8

Competency management System is the practice of identifying and managing the key competencies
necessary for an employee to reach target performance in their specific role, and then developing &
optimizing those competencies to best align with the business strategy of the company.
The competency management system is a systematic process whereby:
1. Knowledge, skills & behaviors and their performance criteria for specific roles are defined for various contexts.
2. Suitable assessment tools are developed to measure the competency levels against the criteria;
3. Current competency is measured against the performance criteria or competency target;
4. Gaps are identified between the required level of competency and current performance, relevant
training solutions are identified or developed and implemented;
5. Competency is assessed using the defined tools to determine whether the level of competency has
been met after the training has been conducted;
 Steps 1 to 5 are documented in accordance with organizational requirements and Steps 4 and 5
continue until the required level of competency is demonstrated.
Major Benefits of competency management System 9

Improved understanding of expected Improved talent Competency-based employee

employee behaviors & performance Management development

Integrated talent Building a talent reservoir

management processes Improved operational

efficiencies
Competency Management Process 10

Competency management process is the practice of identifying managing and

developing employee key competencies that are critical for individual performance in the
way that aligned with the business strategy of the company.

DEVELOPMENT APPLICATION CHANGE MANAGEMENT

o Strategic Alignment o Competency Mapping o Communication
o Competency Framework o Competency assessment o Change management
o Policy Development o Competency Development strategies
o Integration & Iteration
 11
WHY CBHRM FOR IPDC – IPS? – National Perspective
“The Runway”– The sectorial overview

‘Ethiopia: An African
Beacon of Prosperity’.
The 10th Year Development Plan

Assessing Ethiopia’s digital readiness

Review the major stakeholders of IPDC & IPS

(Figures to be updated)
CONT’D…WHY CBHRM FOR IPDC – IPS? – Organizational Perspective
12

Strategic Driven Management  It is about selecting an optimal set of businesses

& determining how they should be integrated into
a corporate whole: a portfolio.

 How do we compete?” | “How do we gain (a

sustainable) competitive advantage over rivals?”
– in depth understanding of the business and its
external environment.

 “How do we support the business-level

strategy within functional departments –
focus on improving the effectiveness of a
company’s operations within departments
 13
Setting the foundation for Competency Framework
Adopting key guiding principles
Before moving to the development of your own organizational competency framework, it is very
important to set guiding principles that helps to guide the overall process with your organizational
culture and other relevant assumptions. The following points can be taken as a recommended
areas to be covered.
 One fits all approach is the major failure reason for most companies
 Strategic ‘Build or Buy’ decision
 Develop clear picture of where organization going?
 Outline the transition state in detail and develop/execute plan for managing transition
 Determine action to achieve the desired CHANGE
 Align with the organization’s objectives and culture, and support the HR modernization project
 The competency model should be clear and compelling, and easy to communicate
 Competency Framework 14

 A competency framework is a model that broadly defines the competency blue print for
outstanding organizational or sectoral performance. The comprehensive competency framework
deployment in any model require the below key elements;

Governance Job Role Profile

Core Role Mapping Matrix Behavioral Indicators

KEY ELEMENTS
Proficiency Level
Competency Type & Definition
 15
Major Phases in Competency Framework Development

ANALYSIS DEVELOPMENT IMPLMENTATION

o ASSESSMENT ON COMPANY o COMPETENCY MODELING o COMPETENCY ASSESSMENT
VISION, MISSION & CULTURE o COMPETENCY MAPPING o GAP ANALYSIS
o JOB ANALYSIS o TARGET SETTING o CHANGE MANAGEMENT
 16
Building Competency Models
 Competency Model is a collection of competencies that together define successful
performance in a particular industry role or position.
 Competency modeling is a process of determining what competencies are
necessary for successfully performing a job or a role.
 The competency models are normally linked to organization‘s strategic purposes
for achieving results.
 Valid competency models help to strengthen HR systems, improve overall
performance, and increase business impacts over time.
 In competency modeling, the profile and its applications varies according to a
diversity of business results, target groups, job/ roles, and positions.
 17

STRATEGIES FOR BUILDING COMPETENCY MODELS

In an organization with many different jobs there are two approaches for building
competency models – Universal and Multiple model approach.

Universal approach - This is a one size fits Multiple approach - This method
all approach. It involves creating a single creates multiple models depending on
model with one set of competencies jobs and levels. This method is used
applicable to all jobs. These are less related when all the jobs do not have anything in
to specific job or function and more related to common.
values and skills.
Cont’d…Competency Models Structure 18

Effective Cascade for Developing Competency Modeling

Organization Value & Vision

Business needs

Role | Job | Position | Outcome

Effective work behavior

Competency Label Competency Label Competency Label

• Definition • Definition • Definition

• Behavioral Indicators • Behavioral Indicators • Behavioral Indicators
• Proficiency Level • Proficiency Level • Proficiency Level
 19
TYPES OF COMPETENCY MODELS
Organizational Functional Job Leadership A Custom
Core
Competency Competency Competency Competency
Competency

Model Model Model Model Model

These are competencies These are functional The job competency model These model focus on skills Organization are different.
designed by organizations competencies that are includes skill sets that are and behaviors that Depending on your company, it
as a baseline set of needed for an employee to specifically needed within a job contributes for superior may be pertinent to tailor
competencies to be owned perform effectively within a or role. The job competencies of performance on leadership various models to create your
by all employees. function. These function- one person within a department role. own custom competency model.
specific competencies are may differ greatly from another No matter which type(s) you
often technical. E.g. within that same department. choose to implement, it’s
programming languages, data important to ensure the
analysis skills, model(s) are aligned with your
company’s mission and goals
 Cont’d…TYPES OF COMPETENCY MODELS
20

Organizational Core Competency Model - Most organizations have a baseline set of skills that they require all
employees to have. With an organizational competency model, you can understand and keep track of these
essential core competencies and strive toward a workforce that has each of those abilities.
Functional Competency Model - In addition to company-wide competency expectations, there are also functional
competencies that are needed for an employee to perform positively within a function. These function-specific
competencies are often technical. A few examples of functional competencies might be knowing certain
programming languages, data analysis skills, record keeping skills, grant writing skills, and more. The skills within
a functional competency model might be needed within a specific department of your company.
Job Competency Model - Unlike a functional competency model, the job competency model includes skill sets
that are specifically needed within a job or role. This competency model zeros in on clearly defined needs within a
role so that each employee can perform to the best of their ability. The skill sets chosen are usually based on the
skills that someone performing well within that role is already demonstrating. The job competencies of one person
within a department may differ greatly from another within that same department.
 Cont’d…TYPES OF COMPETENCY MODELS
21

Leadership Competency Model - When hiring for leadership roles within your organization, there are
typically some key competencies which are absolutely essential. Skills such as self-management and
development, coaching and mentoring or understanding and enforcing ethics are examples of skills
anyone in a leadership position would need to be effective in their role. To promote the advancement
of your company, leaders need to be a step above and constantly working to hone valuable leadership
skills. With a leadership competency model implemented, your organization can be sure that these
key competencies are both attained and maintained.
A Custom Competency Model - Each organization is different. Depending on your company, it may
be pertinent to tailor various models to create your own custom competency model. No matter which
type(s) you choose to implement, it’s important that your competency model(s) are aligned with your
organization’s goals and core competencies.
 Characteristics of a well-designed competency models 22

Aligned
The extent to which your framework is ‘current’ and driving the behaviors needed to
deliver on your organizational strategy

Complex frameworks look impressive but can be off-putting and challenging to embed.
Structured Consider the structure of the framework and how this will support your needs.

relates to two key areas that will cause confusion if not corrected; Overlapping
removal & Splitting to keep a competency’s scope limited to behaviors that relate well
Discrete & Relevant
to a key theme. - A framework that speaks the language of the business is more likely
to embed quickly and engage those concerned.
Measurable
The framework should consist of behavioral indicators beneath competency
headings which should be observable and therefore measurable.

It is also useful to consider how your framework benchmarks against best-in-class

frameworks that have been created from years of research and experience and The extent
Benchmarked & Embedded
to which your framework is embedded into critical people processes in your organization.
 23
Sample Competency Models

CGMA (Chartered Global Management Accountant) Competency Framework-2019

Cont’d…Sample Competency Models
24

Occupational Competency Model Occupational Competency Model

Cont’d…Sample Competency Models
25
 Competency Mapping Tools 26

 Literature Review: A preliminary approach for defining job content and identifying required

competencies is to conduct a review of the literature to learn about previous studies of the job or

similar jobs.

 Structured Interviews: In structured interviews, carefully planned questions are asked individually

of job incumbents, their managers, or others familiar with the job.

 Behavioral Event Interviews: In behavioral event interviews (BEI), top performers are interviewed

individually about what they did, thought, said, and felt in challenging or difficult situations. The

competencies that were instrumental in their success are extrapolated from their stories.

 Surveys: In surveys, job incumbents, their supervisors, and perhaps senior managers complete a

questionnaire administered either in print or electronically. The survey content is based on previous

data collection.
 Cont’d…Competency Mapping Tools 27

 Observations: In this data collection method, the research team visits high-performing incumbents

and observes them at work. The more complex the job and the greater the variety in job tasks, the

more time is required for an observation.

 Focus Groups: In focus groups, a facilitator works with a small group of job incumbents, their

managers, supervisees, clients, or others to define the job content or to identify the competencies

they believe are essential for performance.  DACUM - WPA

 28
Recent Trends in Competency Modeling

COMPETENCY STRATEGIC JOB

PERSONALITY-ORIENTED
ANALYSIS
JOB ANALYSIS MODELING

COGNITIVE TASK AUTOMATION

ANALYSIS
Cont’d…Recent Trends in Competency Modeling
29

1. Automation of competency modeling - In an effort to streamline and make the

process of competency modeling/job-analysis more efficient, management scholars
advocate the use of online data warehouses of competency models, web-based focus
groups, and the use of online surveys to gather data from subject matter experts (SMEs)
and incumbents.
2. Strategic job analysis - Attempting to identify the relevant tasks, behaviors, and KSAs
for a job as they are predicted to be in the future.
o This approach represents a change from descriptive job analysis (focus on describing the job as
it currently exists) to predictive job analysis (focuses on how the job is expected to be in the future).
o The need for strategic job analysis is becoming more apparent because of the dynamic nature of
today’s organizations.
Cont’d…Recent Trends in Competency Modeling
30

3. Personality-oriented job analysis - The use of personality as a predictor in selection

is becoming more and more common in today‘s organizations. Countless meta-
analyses have demonstrated that a number of broad personality traits are associated
with high performance on the job.
4. Cognitive task analysis - The identification and analysis of cognitive processes that
underlie task performance, has been offered as a supplement to traditional task
analysis. With the advent of the Internet and the great increase in technology across
the workplace, today‘s jobs contain more cognitive complexity than ever before.
DACUM
Developing A CUrriculuM
 32

Forms of Job Analysis?

Research Method

DACUM
Small Group Method

? Job Observation Method

 33

Why do we use DACUM?

Bridging the Gap!

What is thought! What should be thought!

 34

What is DACUM?
 An acronym for Developing A CurriculUM
 A process used for:
o Job analysis What is the work that
people do?
o Occupation analysis What are the characteristics
of the people who
successfully do the work?
o Work Process analysis
o Conceptual/function analysis
 It is Effective, Low cost and Quick method
 35

DACUM Assumptions/Philosophy
1. Expert workers are the best source for task analysis.
2. Any occupation can be effectively described in terms of DUTIES,
TASKS, and KNOWLEDGE, SKILLS, & TRAITS.
3. All tasks, in order to be performed correctly, demand certain
knowledge, skills, tools, and worker behaviors/Traits.
 36

DACUM STRUCTURE

JOB/OCCUPATION

DUTIES
Etc.

TASKS Etc.

STEPS Etc.

knowledge, safety, tools, criteria, etc.

75 – 125 Duties and task/job

 37

KEY TERMS
1. Duty - general statement of work performed

2. Task - specific, observable units of work

3. Step - detailed, procedural like activity required to perform a

task
Duty – Task Structure
38

File Cabinet =
Whole Job

File Drawers =
Job Duties

File Folders
= Job Tasks
Papers= Steps
 39

DUTY
― Describes a large area of work in performance terms

― Serves as a title for a cluster of related tasks

― Is a general, not specific, statement of work that is performed

― Is a meaningful, stand alone statement without reference to a job

 40

TASK
― Smallest unit of work with a useful outcome

― Outcome is a product, service or decision

― Is an assignable unit of work

― Has a definite beginning and ending point

― Can be observed and measured

― Can be performed independent of other task

― Consists of two or more steps

 41

STEPS
― Activities required to perform the task

― Is the detail of procedures

― Always two or more steps per task

― The DACUM panel does NOT identify steps.

― Curriculum developers will develop the steps.

 42

TASK STATEMENT CRITERIA

― Stated in performance, DOING, terms

― Has a SINGLE action verb

― Includes an object that receives the action

― Contains one or more qualifiers

― Is a stand alone statement, not dependent on the duty or other

tasks for meaning

― Avoids references to tools, equipment and knowledge

 43

COMPONENTS OF TASK STATEMENT

1. Verb - The verb is in the first person, singular and begins each
statement

2. Object - The object is the thing acted upon by the worker.

3. Qualifier - Words or phrases used to modify, describe, clarify the

statement.
 44
DACUM Informational Outcomes
 Precisely stated job duties/tasks

 General knowledge & skills

 Worker behaviors

 Tools, equipment, supplies, & materials

 Future trends/concerns

 Terms/Acronyms (optional)
 45
DACUM STANDARDS
― All duty and task statements contain a single verb, an object and
one or more qualifiers.

― The same task appears only once.

― Duties and tasks are logically sequenced.

― There are 6 to 12 duties per job and 6 or more tasks in each duty.

― Lists of knowledge, behaviors, tools and trends are developed.

― A majority of the committee represents expert workers.

 46
DACUM Workshop Ground Rules
 Rank and seniority are left at the door

 Everyone participates equally

 Share ideas freely

 Hitchhike on each other’s ideas

 One person speaks at a time | Keep on track

 Offer constructive suggestions rather than criticism

 Consider and reconsider all task and duty statements carefully

 Don’t use references

 47
COMPETENCE
― Competence means having suitable or sufficient skill, knowledge, experience, etc., that
required for some purpose.
― In organizational context, we use different types of predefined level to be used as a
minimum standard of competence for various job roles or positions = Rating scales
― For instance, we can consider the below examples of rating scales for competence
leveling;
 BASIC | PROFICENT | ADVANCED | EXPERT
 FUNDAMENTAL | PROGRESSIVE | ADVANCED | MASTERED
 AWARENESS | TRAINED | EXPERIENCED | EXPERT
 NOVICE | SPECIALIST | EXPERIENCED SPECIALIST | EXPERT MASTER
 LEVEL I | LEVEL II | LEVEL III | LEVEL IV
 48
COMPETENCY TARGET SETTING
― The Competency Target is the desired level of competence set for the
specific job role or position to know the current status of the group/person
or track group’s/person’s progress towards achieving the responsibilities of
the role or position.
Who should set the target competency for the role/position?
 Incumbents?
 Immediate Supervisors?
 Consultants?
 Who else?
 CONT’D…COMPETENCY TARGET SETTING 49

― Functional Representative - Department heads who take the hat

for functional representative to set the target with ultimate
discretion.
― Functional Advisor - Subject Matter Experts (SMEs) and
managers who take the hat for consulting the committee about the
special dimensions of the professional competencies.
― Job Analysts/Career Correspondents – Job analysts or career
correspondents who represented the job family during competency
mapping will take the hat for consulting the committee about the
competencies identified for the role/position.
― HR representative should take a seat to facilitate the overall
process and capture the major deliverables in the appropriate form.
CONT’D…COMPETENCY TARGET SETTING
50

Attention!!
 The competency target we set for a given position or role should be
realistic and attainable through adequate representation of stakeholders.
 Otherwise, we may face undesirable consequences like; inefficient talent
management, demotivating means in career development and
inappropriate input for designing different human development strategies.
CONT’D…COMPETENCY TARGET SETTING
51

Major consequences of inflated competency target

 Causes of dissatisfaction due to unattainable/unrealistic target
 Results in an error called ‘Leniency Error’
 A cause of confusion for assessors
 Misleads the plan of related interventions derived from the assessment result
 Leads for incurring additional cost and effort in target setting
CONT’D…COMPETENCY TARGET SETTING
52

Common Errors in competency target setting

 Central Tendency - refer to an average or the middle range of target
distribution regardless of the differences in required competency level.
 Leniency Error - is when a target setters’ tendency is to set all required
competency level at the high end of the scale (higher leniency) or at the low
end of the scale (Lower leniency).
 Considering position incumbents rather than required competency level to
successfully perform responsibilities of the position.
CONT’D…COMPETENCY TARGET SETTING
53

Tips in competency target setting

 Focus on the chair, Not on the chair holder
 Don’t hesitate to invite advisors from the committee members or other
concerned units/experts for further clarification
 To set the target for a unit of competency, it is important to keep in mind that
how the given job is performed at least meet expected level of achievement.
 CONT’D….COMPETENCY ASSESSMENT 54

Select the right competency Assessment Method

 Self-Assessment
 Assessment/Development Centre
 360 Degree feedback
 Psychometrics (Cognitive Competencies, personality, management Style, values & interests)
 Role plays and Case study
 Self Assessment
 Expert or Experienced Operative or Immediate supervisor Assessment
 Simulations/Business Games
 Digital animated interactive (Learning potential | response to training | Work process execution)
 Top Performer Survey
 CONT’D…COMPETENCY ASSESSMENT
55

PRINCIPLES OF COMPETENCY ASSESSMENT

VALIDITY RELIABLITY FLEXIBLITY FAIR ASSESSMENT

the extent to which the assessment the extent to which the
the extent to which the provides similar outcomes for the extent to which the
interpretation and use
interpretation and use of an candidates with equal competence interpretation and use of an
of an assessment
assessment outcome can be at different times or places, assessment outcome can be
regardless of the assessor outcome can be
supported by evidence. supported by evidence.
conducting the assessment. supported by evidence.
In summary, assessment processes used must: Be consistent with the tasks and standards of the
service area; Comply with the relevant assessment guidelines; Use a process that integrates
knowledge and skills with their practical application in a workplace task (holistic approach); Target
the correct qualification level; Be customizable.
CONT’D…COMPETENCY ASSESSMENT 56

Major Factors maximizing the integrity of assessment decisions

Validation processes have
The assessment reflects been used such as:
workplace requirement o Internal assessors’ meetings
o Peer & industry review &
validation
o Participation in industry
forums
o Appropriate records

Evidence is: The assessment is:

o Valid o Valid
o Sufficient o Reliable
o Current Assessment procedures &
o Flexible
o Authentic decisions are recorded,
o Fair
reviewed & Improved
 57
Application of the competency framework
• Process Design
• Job Analysis & Design
• Job Evaluation • Measurement
• Competency based
• HR Planning • Development pay system

Position Performance
requirement Compensation
Management

Position Promotion
Fulfillment

• Recruitment • Training
• Qualification • Career
• Selection • Succession
58
 Competency-Based HRM System – the overall framework
Strategic Needs & Context STRATEGIC ALIGNMENT AND COHERENCE
• Mission
• Vision
• Values Competency Management Organizational
• Strategic Objectives Performance &
Organizational
HR Compensation Excellence
Recruitment HR Planning
Development & Benefit

Mobility Direct Workforce Planning

Recruitment
Rotation Indirect Job Analysis & Design
Selection
Talent Development

Individual Performance

Organization Performance

HR POLICIES AND LEGAL FRAMEWORK

59
 Competency-Based HRM System
 CBHR Management System is a management methodology that standardizes and integrates all HR
Practices based on competencies that promote the development of an organization and their employees
in their interactions with an ever changing external environment.
 Competency Based HR Management plays a key role in:
 Understanding and defining the needed and available talent
 Addressing skills deficiencies
 Matching talent available to performance needs
 Matching the right people with the right skills to the right jobs; And collectively, each is essential to
aligning organizational capability to organizational mission.
 Accordingly, it helps clearly to identify the expectations related to the different positions within the
organization in a proper and understandable way.
 Moreover, opting for a competency-based HRM approach is an interesting way of putting HR processes
in a strategic perspective.
60
Competency Management & HRM Practices – The Link

HR HR Compensation
Recruitment
Planning Development & Benefit

o Job & Workforce Planning o Recruitment o Training Management o Salary Structure

o Job Analysis & Design o Selection o Performance Management o CB-Pay system

o Human Capital Assessment o Retention o Career Management

o Succession Planning
 Cont’d…Competency Management & HRM Practices
1. Human Resource Planning:
 HR planning has a critical role in informing the design and delivery of a professional,
effective resourcing process for all employees into the organization.
 Organizations have to proactively and innovatively identify the most effective ways to
achieve objectives by attracting the right people, at the right time, in the right place, with
the right skills and competencies.
 HR planning has objectives of several types:
o to ensure that organizations can maximize the use of the human resources at its disposal while providing for
their continuous development;
o to enable organizations to obtain human resources with which it can achieve its strategic objectives, to
implement its operational plans & to depend at the right time on best individuals with valuable competencies
at the lowest possible cost;
o to enable the organization to have the ideal size and quality standard to pursue the organization’s aims with
the aid of scientific tools (workload calculation).
62
Cont’d…Competency Management & HRM Practices
… 1. Human Resource Planning:
Stages in Human Resource Planning
A successful HR planning process depends on rigorous compliance with the following
sequence of stages:
 Stage 1: Analysis of business processes & examination of operational objectives;
 Stage 2: Analysis of the operating environment;
 Stage 3: Analysis and evaluation of discrepancies;
 Stage 4: Devising and introduction of plans and strategies;
 Stage 5: Tracking changes;

63
 Cont’d…Competency Management & HRM Practices
… 1. Human Resource Planning:
Human Resource Planning Strategies
o Manpower reduction through o Recruiting new employees who possess o Working with others on the
termination of employment contracts the competencies required in the future cultivation of tomorrow’s leaders
or natural wastage o Exploring updated career pathing to o sharing the cost of training and
o Job redesigning through distribution engage employees in strategic enabling employee to visit other
of duties
promotion of the new jobs to be companies through internships,
o reorganization of work units for
greater efficiency established. learning placements, etc.

Training &
Restructuring Recruitment Outsourcing Collaboration
Development Program
o Training programs enabling o Systematic decision that enable
employees to perform new tasks in a
framework based on mobility; the organization to focus on the
o Opportunities for development that strategic activities that are directly
enable employees to prepare
themselves for career advancement connected with its raison d’être. 64
 Cont’d…Competency Management & HRM Practices
2. Recruitment:
 Competency-based recruitment is focused on seeking prospective employees who
demonstrate, through their proven qualities, an ability to handle the nature and
requirements of the job and ultimately to perform to a high standard.
 Competency-based recruitment minimizes bad appointments, because it enables the
selection committee or a jury or panel – to assess the attributes of the shortlisted candidates on
the basis of the qualities required for the vacant rather than taking hasty or subjective decisions.

 Competency-based recruitment leads to a standardized and transparent selection process

that is consistent with the principles of fairness and equal opportunities defined in the
recruitment policy.
65
Cont’d…Competency Management & HRM Practices
… 2. Recruitment
Stages in the competency-based recruitment process
Analysis and description of posts: deals with the development and
onboarding of vital tools and other inputs to be used in the competency-
Analysis & based recruitment
description of
the vacant Recruitment: Select the recruitment source, drawing the job
advertisement, select the channel [Be Seen, Be Read & Be Digested)

Appointment
Decision Recruitment Screening: The step in the recruitment process where we filter out the less
promising applications for the vacant post and retain only the candidates
with the best potential.
Assessment and selection of candidates: deals about assessing candidates
Assessment Screening competence through appropriate methods. Like; competency Based
& Selection Interview, Assessment of the candidates,…
Appointment Decision: The appointment decision is taken on the basis of
the documents provided by the candidates and the results of their
interviews and tests.
66
Cont’d…Competency Management & HRM Practices
(+) Retention Management:
 Employees leave the organization for a number of reasons, and lack of career pathing
and development opportunities is one of them.
 Employees want to grow in their work and will continually search for opportunities for
growth. If the organization does not provide for these opportunities, employees will begin
to look elsewhere or hesitate to join your company.
 Employees need to be made aware of the opportunities that exist for career growth and
other critical organizational facts at this early stage.
 The growth opportunities might not always mean upward mobility, For instance, some
employees may be satisfied through job enrichment or job enlargement programs.
67
Cont’d…Competency Management & HRM Practices
3. HUMAN RESOURCE DEVELOPMENT

Training Management

HRM HRD
Performance Management
Routine, Maintenance Continuous, Development
Oriented, Administrative function
Career Management
Independent function
Sub System of a large
with Sub-functions

Reactive Proactive
Succession Management
Responsibility of HR Unit Concern of all line managers
68
Cont’d…Competency Management & HRM Practices
… 3. HUMAN RESOURCE DEVELOPMENT
3.1 Training Management:
 The goal of competency-based training is to focus on specific competencies that an individual
must attain or enhance.
 Training and competency development of human resources are important means of securing
the acquisition, maintenance and renewal of competency capital. Organizations have to deal
with numerous changes, both within and outside their sphere, which have the effect of further
increasing the importance and relevance of the training and development of the human capital.
 It therefore constitutes a value added activity fostering individual and organizational
performance that represents an investment and not a cost center!
69
Cont’d…Competency Management & HRM Practices
… 3. HUMAN RESOURCE DEVELOPMENT
3.1 Training Management:  With a competency framework in place for the job area, the
process of identifying learning needs is half-way done.
Knowing what learners need to do and how they need to fulfil
their job responsibilities eliminates guesswork.
 Training Needs Assessment (TNA) is the process of
determining when training is needed and what learning
outcomes it should try to achieve. Given the resources and
time involved in implementing a competency assessment
and training program, the TNA should include a prioritization
of the needs it identifies.
70
Cont’d…Competency Management & HRM Practices
… 3. HUMAN RESOURCE DEVELOPMENT
…3.1 Training Management:

Compare the desired Determine the sources

Identify the desired Determine training
competency to existing of competency gaps
competencies priorities
performance

The existence of a This step is completed by This step is always important In most cases, it might not
competency framework performing comprehensive to verify the gap is isn’t be possible to address all
doesn’t quite eliminate or pre-training competency related to lack of effective performance gaps. So,
this step, organization assessment tools, lack of motivation, priorities must be
might still need to decide poor processes and established.
how the framework procedures,….
applies to its own case.

Recommended process for a training needs analysis 71

Cont’d…Competency Management & HRM Practices
… 3. HUMAN RESOURCE DEVELOPMENT
3.2 Performance Management:
 The Performance Management System is utilized to manage an employee’s performance and

development directly related to achieving organizational objectives.

 Each individual’s performance in the organization should be assessed within a one year

performance cycle based on the performance outputs of the job.

 Through a performance-feedback process employees are able to create, in conjunction with their

supervisors, an individual development plan and career plan to help them focus their efforts on

areas that need the most development so that they can enhance and improve their performance.

 The plan should reflect on what competencies will be developed, the rationale for why it is

important to develop these areas and a list of activities that will be done to achieve the goals.
72
 Cont’d…Competency Management & HRM Practices
… 3. HUMAN RESOURCE DEVELOPMENT
3.2 Performance Management:
 Employee performance management is a set of management practice that set measurable goals

and objective, asses the achievement of objectives, improve performance through different

development and recognition interventions. Measure Performance

Track strategy execution
CBPMS - Framework
Cascade Strategies - Select KPIs
- Conduct & provide regular
Strategy - Monitor actions
- Solve challenges measurement & feedbacks
- Provide effective orientation
- Capture thoughts into - Provide timely feedbacks, - Analyze and identify strong
and discussion
strategy coaching & Training and weak sides
- Engage employee
- Set clear plans & target supports - Relate with compensation
- Avail resource
and rewards

73
Cont’d…Competency Management & HRM Practices
… 3. HUMAN RESOURCE DEVELOPMENT
3.2 Performance Management: CBPMS - TREND ANALYSIS

Top-Down Rating Feedback Centric, developmental and often

rating-less model
HC Consulting

Top-Down Rating/Bell Curve ‘Continuous touch points’ b/n managers &

employees that focus on people connection,
Conglomerate inspiration & development

Rating & Ranking approach Regular ‘Check-ins’

Software Co. Consulting

Annual Performance Review Fluid system that allows immediate and

Consulting/Technology ongoing feedbacks for employees

74
 Cont’d…Competency Management & HRM Practices
… 3. HUMAN RESOURCE DEVELOPMENT
..3.2 Performance Management: CBPMS - TREND ANALYSIS
The focus has shifted from talking about people to talking with people and competencies in open
conversations

Real time priority setting Real time data-evaluation

Weekly/Monthly goal setting Connection, inspiration
development planning

Frequent Feedback & Check Ins

forward-looking coaching for
Simple and less costly
development rather than backward-
Easy and simple - touch automation
focused rating
point evaluation system 75
2-way feedbacks
Cont’d…Competency Management & HRM Practices
Components of a competency- based performance management system:
Operational objectives: these
identify and assess the principal
work objectives, representing an
outcome measure. 01
Competencies: competency appraisal is Operational objectives
linked to better performance at work;
this is a measure of behavioral
characteristics that have an impact on
02
Competencies
outcomes.
Development: this involves drawing up
individual development plans to improve 03
employee strong points & fill gaps in Development
performance identified by the competency
assessment.
The appraisal process: this sets out the activities,
04
The appraisal process
procedures, roles and responsibilities of each
stakeholder in the performance management system.
76
3.3 Career Management:

77
CAREER MANAGEMENT - CONCEPT
What is career?
Any sequence and variety of jobs
or work related experiences and
It has survived not only five centuries, but alsowhich
occupations the leap
one undertakes
into electronic typesetting, remaining essentially
throughout a lifetime.
unchanged. (An organizational context)

78
Traditional Vs. Contemporary Career

Dimension Traditional Career Protean Career

Goal Promotions- Salary Psychological Success
increment
Psychological Contract Security for commitment Employability for flexibility
Mobility Vertical Lateral
Responsibility for Management Company Employee

Pattern Linear & Expert Spiral & Transitory

Expertise Know how Learn how
Development Heavy reliance on formal Great reliance on relationship
training & job experience

79
 Establishing a Career Management System
 Career Management is the process through which employees become aware of their own interests,
values, strengths and weaknesses, Obtain information about job opportunities within the company,
Identify career goals and establish action plans to achieve career goals.
 To be effective, career management efforts must strike a balance between the organization's needs
and employees’ career goals.

Organization's needs
Individual’s needs
Strategic:
Personal:
Current and future competencies
Age/ tenure | Family concerns | Mobility
Environmental changes (legislative, economic, etc)
Professional:
Innovation | Reorganizing
Career stage | Training and development
Operational:
Progression aspirations | Performance
Performance | Talent retention
Potential | Career path
Competent workforce

To implement career management effectively, a number of activities, systems and processes should be taken
into consideration: Career Planning, Career Path, Career Progression and career development.
80
 Cont’d…Establishing a Career Management System
Career Planning Career Path

Employer’s perspective – Strategic Workforce An avenue that reflects what is required to

Planning & Succession Planning progress from job to job throughout a

Employee’s perspective – individuals’ professional career within an organization & objectively
development plan based on the employee’s ensure that the employer retains,
professional aspirations and competence, available develops, measures & motivates current
career paths and Organizational requirements
employees and attract new talent.

Career Progression Career Development

The upward progression from a lower to a higher grade/level) CD is a continuous process and to be effective, it is
where the employee has acquired & demonstrated the important to ensure that any career development
requisite competencies to perform the job. initiatives are integrated with other existing HRM&D
81
practices. 70:20:10
CAREER PLANNING
Career Planning from an employee’s perspective career planning is based on:
o The employee’s professional aspirations and competence
o Available career paths
o Organizational requirements
 Career planning is an ongoing process, often runs in cycles and includes a number of
specific steps that help to identify personal skills and attributes.
 Finding out how those skills can be utilized in the job is accomplished by researching a
number of career fields that are of interest to an employee and then by gaining
experience in those fields and/or speaking to people currently working in the field.

82
Cont’d….CAREER PLANNING
Career planning from an employer’s perspective often means planning for succession,
considering that approaches are changing and moving towards developing generic pools
of talent.
• The employer aimed to develop a group of high potential candidates for undefined jobs at

senior management level. So that, it enables to identify, foster & develop middle managers

in order to create a pool of management talent for future senior management roles.

• Furthermore, the employer enables to ensure leadership continuity and encourage

individual growth by building talent from within the organization, through planned

development activities in an integrated manner.

83
CAREER PATHING
A career path reflects what is required to progress from job to job throughout a career

within an organization. The aim of career pathing is to objectively ensure that the employer

retains, develops, measures and motivates current employees and to attract new

competent and committed individuals. Career paths should:

o Represent real progression possibilities,

o Be responsive to changes in job content, work priorities and organizational needs.

o Specify requisite competencies required to perform work at each level along the path.

o Not necessarily define any required standard speed of progression.

84
 Cont’d…CAREER PATHING
 A career path is a sequence of job positions involving similar types of work and
skills that employees move through in the company
 Traditional career path - Employee progresses vertically upward in
organization from one specific job to the next.
 Dual career path - Technical specialists contribute expertise without having
to become managers. The dual approach says that you can move up the
specialist track and be paid at an equivalent level to a supervisor or a
manager by being a really excellent specialist and bringing value through
innovation, ideas, and scientific leadership.

85
CAREER PROGRESSION
Career Progression is the progression from a lower to a higher grade (salary
level) where the employee has acquired and demonstrated the requisite
competencies to perform the job.
The aim for using the career progression/dual career path approach is:
o To retain the best professional or technical people.
o To create a career path for those not interested in a management career stream.
o To increase the morale of professional/technical employees.
o To create a more equitable non-management compensation structure.

86
CONT’D…CAREER PROGRESSION
CAREER PLATEAU is the point where the likelihood of additional hierarchical promotion is very
remote, the point where there are few internal opportunities for advancement, a period in which an
individual's learning rate does not improve or a time of perceived or actual professional stagnation.

87
CONT’D…CAREER PROGRESSION
Types of Career Plateau
 Structural Plateau: When one has progressed to a point where the organizational structure
prevents him or her from moving up, due to non-availability of vacancies in higher grades.
 Content Plateau: When one has mastered the job & there is no longer a sense of challenge in
the current position.
 Contribution Plateau: When one has ceased growing and searching for learning opportunities to
develop competencies and add value, becoming unable to respond to changing situations or to
keep up with technological changes.
 Damaged Reputation Plateau: When critical behaviors or events put a temporary stall on career
progression.
 Life Plateau: When one experiences a loss of identity, direction, meaning or self-esteem, or
when one undergoes self-doubt in his or her life, not just in the job.
88
CONT’D…CAREER PROGRESSION
People respond to career plateaus in different ways.

Losing enthusiasm for and interest

Despairing that nothing will
in work
change

Feeling angry, bored, and Blaming the Organization

frustrated

Accepting the plateau and Resorting to unhealthy behaviours

using it as a motivator for

change
89
 CAREER DEVELOPMENT
 Career development implies opportunities for growth and enhanced skills, which will open up

the possibilities for progression. It implies more of a role for the employee and it is about

individuals taking responsibility for developing and progressing in their careers with support

from the organization.

 The employee should be proactive about personal career development and understand where

she/he currently fits within the organization and how that role affects the overall success of the

organization.

 The process of career development is continuous and to be effective, it is important to ensure

that any career development initiatives are integrated with other existing HRM&D practices,

e.g, training and development, performance, etc.

91
CONT’D…CAREER DEVELOPMENT
Commonly used programs that can be implemented to support career development;
o Career Development Workshop: is a platform where employees obtain self knowledge
(insight into their strengths and weaknesses) and are introduced to progression
opportunities within their domain.
o Career discussions: This is a planned discussion between the manager and the employee
to jointly attempt to clarify developmental options in the employee’s current job, examine
career issues in light of current job performance and goals of the organization and to clarify
future career options.
o Career information/ Resource centers: A career center is a place in the organization
where employees can obtain information on career opportunities and study different
materials to assist them in career planning. Organizational career paths, self-assessment
exercises and job search strategies, etc, 92
 CONT’D…CAREER DEVELOPMENT
o Self assessments: An assessment (whether formal or informal) is an important step in
the career development process helps employees to develop viable and realistic career
development plans that will result in a rewarding work life for the individual and
identification of areas for growth and improvement or development.
o Mentoring and Coaching: provides for competency transfer so that selected individuals
can acquire the required competencies, work and life experiences under the formal
guidance of selected and competent role models who act as mentors.

93
Responsibility Matrix in Career Management
Accountable/Primary owner
Employee
Proactive

Facilitate implementation
HR Unit Consult
Advice & support line managers & employees

Career Coaching

Immediate Supervisor Mentoring

Create Learning opportunities

Provide strategic direction

Company
Create an enabling environment

94
CONT’D…Responsibility Matrix in Career Management
HR roles and responsibilities:
 Ensuring that career management policy is available
 Developing & maintaining the work unit’s career paths in conjunction with line
managers
 Facilitating the implementation of career development programs within the work unit,
which supports employee retention, career progression and succession practices in
line with the HR plan of the work unit and in compliance with applicable prescripts.
 Advising and providing support to line managers on career management matters.
 Facilitating formal career development discussions or counseling and workshops

95
CONT’D…Responsibility Matrix in Career Management
Immediate Supervisor’s roles and responsibilities:
 Holding career development discussions with the employees
 Assisting employees in formulating realistic career goals that are linked to the
organizational goals
 Sensitizing employees about the opportunities available in the organization and their
potential fit for them
 Creating opportunities for exposure within the organization
 Providing performance feedback
 Supporting employee development plans
 Motivating employees to enhance their competencies and thereby their performance in
relation to the goals of the work unit
96
CONT’D…Responsibility Matrix in Career Management
Employee’s roles and responsibilities:
The employee is the primary driver and owner whose role involves:
 Assessing their own skills, interests, abilities and development needs
 Acting on their career goals and action plans
 Remaining open, realistic and flexible
 Taking responsibility for developing and maintaining their competencies
 Adding demonstrable value to the organization
 Understanding the nature of the organization and their job related competencies

97
Career Management with other HRM functions: The link
The main HR management and development practices that are directly associated
with career management can be illustrated as below;

CAREER MANAGEMENT

TRAINING & DEVELOPMENT

98
3.4 Succession Management:

99
 Succession Planning Vs. Talent Pool Management



Succession management is a process that Talent Pool Management - is a process of

involves an integrated, systematic approach to building a teams of high-performing, high-
identifying, developing & retaining employees in potential employees who are being developed to
line with current & projected business objectives. assume to greater responsibility in a particular
positions that are critical to the organization.
100
 OBJECTIVES
Setting an effective succession & talent pool management policy enable

Organizations to;
ENGAGEMENT
Encourage employee motivation, collaboration and mentorship

RETENTION
Preserve legacy of achievements and experiences  Bench Strength

TALENT MANAGEMENT
Build pools of talent capable of competing for essential positions

COMPETITION
Taking competitive advantage of talent reservation in the new market structure change

BUSINESS CONTUNITY
Ensure Business continuity through smooth employee transitions Long-term Growth
101
WHY SUCCESSION PLANNING?
The following reasons are the major business cases that can drive organizations to respond for the
application of succession and talent pool management.
Major business cases
Departures and retirements

Competition for skilled Workforce

Need to retain corporate knowledge and Employee Talent

Successors Leave

Change in the Market Structure

102
 CONT’D…WHY SUCCESSION PLANNING?

 As retirements will occur over a period of time, it can be considered as easily manageable
case; however, it badly requires strategic planning especially on key positions.
Departure &
 In addition, successful talent transition for any other form of departures can be guaranteed
Retirement
when we are being proactive in establishing an effective succession planning system.

 Naturally, competition of skilled manpower is constant on areas where current or expected

talent shortages are observed/presumed.

 In addition, when changes in the national economic policy towards the level that badly

Competition for demands the technocrat leadership quality, devising an effective succession planning and
skilled Manpower talent pool management provides an irreplaceable advantage in winning such “war for talent”

103
CONT’D…WHY SUCCESSION PLANNING?
 If knowledge in any form is not maintained before retirement/resignation, we will face a critical
challenge in competition through exposed company knowledge or secrete that can be taken as
a means of having competitive advantage.
Need to retain
 Dealing employees with opportunities to develop their careers are the key among the win-win
corporate Talent
strategies for high level engagement report & corporate talent retention.

 Succession planning will be essential in managing the “brain drain” that is expected to occur as
the incumbents of key positions leaves for any reason.
 Although, organizations always go through turnover, restructuring & changes in business strategy,
Successors
they aren’t adequately ready in high potential pools preservation to ensure bench strength.
Leave

 Market structure shifts will have an impact on the nature and degree of competition among
players in one or the other way.
 From the talent perspective, a proactive intervention (like; succession management) to coup
Change in the
up with the labor market competition is vital - perhaps more rapidly or gradually than
Market Structure
anticipated, but inevitably. 104
BENCHMARKING

From fragmented to integral insights

From a rigid to a flexible process

From a focus on positions to a focus on talent pools

From secret to transparent

From committee's directive to an increased employee involvement

From gut feel to data driven

From subjective to objective

105
MAJOR DIMENTIONS OF SPTPM
 Succession plan cannot be developed in a vacuum. So,
Organizations’ strategic plan is a crucial point to start succession
ALIGNMENT
planning process.

 Alignment of succession planning with organizations’ Mission,

strategic themes and strategic Objectives are the critical initial step.

 From the HR perspective, alignment with the Human Resources

strategy, work force planning and compensation philosophy of the
organization is also a plus area of attention.

 Basically, it the perfection in the alignment step that determine the

success of our plan.
106
CONT’D…MAJOR DIMENTIONS OF SPTPM
o Identification of key positions: identification of key positions that are high-level
leadership positions and/or require specialized job expertise → positions that are

ANALYSIS considered as “mission-critical” to an organization.

o Identification of key Competencies/Profile Development: Key competencies that

allow for the competent and efficient performance of the functions shall be identified.

o Identification of Talent Pool: deals about managing the group of candidates that have
already been deemed qualified for a particular position or role that satisfy organization’s
short-term or long-term employment need.

o Assessment of key talents: this is a phase that enable to clearly identify the potential
successors and learning & development focus areas. (e.g.- performance review, 9-box
matrix,…)

o Label the successors' readiness: based on the assessment result of key talents,
labeling the successors' readiness will be made for appropriate development interventions.
107
CONT’D…MAJOR DIMENTIONS OF SPTPM
o Once the relevant candidates have been identified, based on their
STRATEGY interest and potential for success in a key position, the organization
must ensure that these candidates have access to focused learning
and development opportunities.

o The development strategy should focus on decreasing or eliminating

the gap between expected and actual competencies of candidates.

o There are a wide range of learning and development opportunities to

be considered in strategy development. These may include:
 Self Study  Professional Certification
 Job rotations  Mentorship or Coaching

 Formal training  Action learning projects,…

108
CONT’D…MAJOR DIMENTIONS OF SPTPM
Implementation of Roadmap and Development plan: focus on
IMPLMENTATION Implementing the development plan and knowledge transfer
actions to candidates after having the timely conformation of
interest from the candidates. The development plan interventions
can be practiced through various ways;

 Assigning on special projects  Seminar and conference

 Task force participations  e-learning

 Committee assignments  Short term trainings

 Working with Mentor/coach  Formal Education….

109
CONT’D…MAJOR DIMENTIONS OF SPTPM
 Evaluation and Monitoring: Once a succession plan has been
established, an evaluation framework will be essential in order to
EVALUATION
monitor the progress and the overall success.

 Continuous and periodic review and status check shall be done through
application of different parameters.

 Keep the succession plan current : Develop recurring time frame to keep
update the current and future needs to determine the effectiveness and
efficiency of the succession plan.

 Assess and develop new potential candidates as with the initial plan to
foster competition.
110