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    Materi Presentasi DDI

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    ANNISA FARADIBA
    This document discusses competency-based HR and outlines challenges in implementing such programs. It provides: 1) An overview of the business challenges facing organizations that drive the need for competency-based HR, such as growth demands, cost pressures, and industry changes. 2) A framework for competency-based HR architecture organized around visions, capabilities, competencies, and systems to measure performance. 3) Common challenges in implementing competency-based HR programs, such as over-reliance on plans over action, rigid thinking over flexibility, and fear over knowledge. 4) Guidelines for effective implementation, including establishing urgency, empowering broad action, generating short-term wins, and anchoring new

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    Materi Presentasi DDI

    Uploaded by

    ANNISA FARADIBA
    58 views14 pages
    This document discusses competency-based HR and outlines challenges in implementing such programs. It provides: 1) An overview of the business challenges facing organizations that drive the need for competency-based HR, such as growth demands, cost pressures, and industry changes. 2) A framework for competency-based HR architecture organized around visions, capabilities, competencies, and systems to measure performance. 3) Common challenges in implementing competency-based HR programs, such as over-reliance on plans over action, rigid thinking over flexibility, and fear over knowledge. 4) Guidelines for effective implementation, including establishing urgency, empowering broad action, generating short-term wins, and anchoring new

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    This document discusses competency-based HR and outlines challenges in implementing such programs. It provides: 1) An overview of the business challenges facing organizations that drive the need for competency-based HR, such as growth demands, cost pressures, and industry changes. 2) A framework for competency-based HR architecture organized around visions, capabilities, competencies, and systems to measure performance. 3) Common challenges in implementing competency-based HR programs, such as over-reliance on plans over action, rigid thinking over flexibility, and fear over knowledge. 4) Guidelines for effective implementation, including establishing urgency, empowering broad action, generating short-term wins, and anchoring new

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    58 views14 pages

    Materi Presentasi DDI

    Uploaded by

    ANNISA FARADIBA
    This document discusses competency-based HR and outlines challenges in implementing such programs. It provides: 1) An overview of the business challenges facing organizations that drive the need for competency-based HR, such as growth demands, cost pressures, and industry changes. 2) A framework for competency-based HR architecture organized around visions, capabilities, competencies, and systems to measure performance. 3) Common challenges in implementing competency-based HR programs, such as over-reliance on plans over action, rigid thinking over flexibility, and fear over knowledge. 4) Guidelines for effective implementation, including establishing urgency, empowering broad action, generating short-term wins, and anchoring new

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    of 14

    Competency-based HR:

    Design and Implementation


    Today’s Business Challenges
    The Pressure to The Demand for The Pace of Industry The Emphasis on
    Grow Cost Reduction Consolidation Speed & Cycle Time
    > Investor demands for > Global > The acquisition frenzy > Increasing workloads
    higher that average competition > Offsetting the due to downsizing
    returns > Over capacity premium paid over > Lean manufacturing
    > Ownership by > Commoditization market value > Reengineering
    venture capitalists & > Deregulation
    > Higher installed > The rise of service
    private equity firms
    base of products > Shrinking customer convenience as a
    > Maturing industries, base differentiator
    & flat market growth

    Less Time to Do More Work with Fewer Resources

    Misguided Responses to the Demand for Better Performance


     Succumbing to Growth Traps and Managerial Pitfalls
     Over Relying on External Change Programs
     Implementing Comprehensive Change Efforts & Total System’s Solutions
     Minimizing Risk & Acting Defensively
    Competency-Based HR Architecture
    Management Leadership
    V I S I O N
    WHATS HOWS
    Quantitative Desired Business Qualitative
    Results
    Business Strategy Culture Strategy
    Organizational
    Strategic Priorities Capabilities Values/Principles

    Function/Dept Goals Job/Role Competencies


    Organization
    Design
    Individual Objectives On-the-job behaviors

    COMPETENCIES
    Recruitment Performance Learning & Talent Rewards & Industrial
    & Selection Management Development Management Recognition Relations
    S Y S T E M S, P R O C E S S E S A N D M E A S U R E M E N T S
    Organization Design:
    The Framework
    HR Roles and Accountabilities
    STRATEGIC

    Strategic Partner Change Agent

    PROCESS PEOPLE

    Administrative Employee
    Expert Champion

    OPERATIONAL
    Dave Ulrich, Human Resource Champions, Harvard Business Press, 1997
    Challenges in Implementing Competency
    Based HR Programs

     When Talk Substitutes for Action :

    Making Decisions
    Making Presentations
    Preparing Documents
    Using Mission Statements
    Planning
    Challenges in Implementing Competency Based HR
    Programs
     When Memory Is a Substitute for
    Thinking:

    Conventional Wisdom and Pressure for


    Consistence
    A Strong Culture as a Double Edged
    Sword
    Rigidity as a Reaction to the Threat of
    Change
    Challenges in Implementing Competency Based HR
    Programs
     When Fear Prevents Acting on Knowledge
    :

    Fear as a Deliberate Management


    Technique
    The Pervasiveness of Fear-Based
    Management
    Challenges in Implementing Competency Based HR
    Programs

     When Measurement Obstructs Good Judgment

    Measures That Create Problems


    Focus on Short-Term Financial Performance
    Overly Complex Measurements
    In-Process versus Outcome Measures

     When Internal Competition Turns Friends into


    Enemies
    Guidelines For Action

    1. Why before How


    2. Knowing Comes from Doing and Teaching Others
    How
    3. Action Counts More Than Elegant Plans and
    Concepts
    4. There Is No Doing Without Mistakes
    5. Drive out Fear
    6. Fight The Competition, Not Each Other
    7. Measure What Matters and What Can Help
    8. Leaders as Role Models
    The 8 Stages Process of Change Implementation
    1. Establishing a Sense of Urgency

    2. Creating a Guiding Coalition

    3. Developing a Vision and Strategy

    4. Communicating the Change Vision

    5. Empowering Broad-based Action

    6. Generating Short-terms Wins

    7. Consolidating Gains and Producing More Change

    8. Anchoring New Approaches in the Culture


    Developed by Prof. John P Kotter, “Leading Change”, Harvard Business School Press, 1996
    Implementation Plan

    Establishing a Consolida- Anchoring


    Sense of Creating a Developing a Communi- Empowering Generating
    ting Gains and New
    Phase Urgency Guiding Vision and cating the Broad-based Short-terms
    Producing Approaches in
    Coalition Strategy Change Vision Action Wins
    More Change the Culture

    Improve Identifying Defining clear Intensive Empowering Defining short- Continue Align the new
    productivity champions goals & benefits socialization people to term wins & implementation behavior
    level and (management & for to drive the through various identify barriers determine in other with corporate
    reduce cost functions) with change modes & measurement business units success
    enough power & channels tools
    Encourage
    commitment
    Activities Develop strategy innovativeness Use credibility Create
    & action plan and risk taking Reward from short term leadership
    Encourage them contributors wins to change development
    to work as a systems, plan consistent
    team structures that with the new
    undermines the vision
    vision
    HR as Strategic Partner and Change Agent
    Conventional Role New Role
    1 Defining the project
    Project goals are defined in terms of the solutions, Project are defined in terms of measurable
    systems, recommendations, or techniques to be improvements in clients’ bottom-line results.
    provided by the HR team
    2 Determining the project’s scope The project’s scope is determined by assessing what
    The project’s scope is determined by the systems or the client will be willing and be able to absorb and
    technical issues to be studied. implement.
    3 Designing the project Projects are divided into steps to produce rapid results
    Projects are large-scale, with long cycle times and the and to gain the experience that enables further
    speed and maneuverability of a glacier. progress.
    4 Working on the project
    First the client passes the problem to HR team; then The client and HR work together as partners at every
    HR does the job and passes the results back to the stage of the project.
    client.
    5 Deploying project leader and team
    HR Team provide focused support to the client teams,
    Large project team do the work, with little client who take major responsibility for the project.
    involvement.
    Consequences Low risk, high returns; HR time highly leveraged; short
    Big up-front investments and long cycle times before value cycle time, so there is little investment before seeing a
    can be assessed; high risk and frequently low returns; may payoff; client capabilities expand with each cycle.
    be little or no client learning.
    Final Tip

    “ Design your system around human behavior”


    Douglas McGregor

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