Competency Based HR Management

Implementation
Kustiawan, SE., MBA.
EVP Human Capital Group
PT Bank Mandiri (Persero) Tbk.

Organization · Recruitment · Competency · Growth · Coaching · Counseling

· Leadership · Learning · Teamwork · Motivation · Productivity
 Transformation Towards Regional Champion Bank

BD
N

“Dominant Multi-specialist Bank”

“Regional
“Merger & “Membangun Champion
Konsolidasi” Universal Bank” Bank
“Back on “Outperform “Shaping The
Track” The Market” End Game”

1998-1999 2000-2004 2006 2007-2008 2009-2010

Menjadi Dominant Bank Merupakan Langkah Awal Menuju Regional Champion Bank
Kapitalisasi Pasar, Juli 2005
USD miliar
USD 10
26.0 miliar
Karateristik Large Regional Players
Kapitalisasi Pasar > USD 10 miliar
21.0
Permodalan > USD 5 miliar
Market Share Revenue Pasar Domestik > 20-30%
16.9 16.6 (posisi dominan)
14.0 13.7
11.7 11.3
8.9 8.4
7.7
6.4 6.4
5.5
4.6 4.5

Hang BOC Bank of Kook- DBS UOB OCBC May SBI China ICICI KEB China Hana HDFC Hua
Seng HK Communi min bank Merc- trust Nan
cation hant
Bank

Sumber : McKinsey
Empat Segmen Utama Untuk Mencapai Visi Dominant Multispecialist Bank

Dominant Multi-specialist Bank Model

Menjadi bank lokal yang dominan, menguasai pangsa pasar revenue 20%-30% di setiap segmen
yang dimasuki dengan distinctive strategies di setiap unit dan synergy capture dari berbagai
segmen yang berbeda

Menjadi bank pilihan nasabah yang utama karena mampu menyediakan the most extensive
products dan the most convenient access

Corporate Commercial Consumer Micro

 Values & Culture
Nilai Budaya 10 Perilaku Utama

1. Saling menghargai dan

KEPERCAYAAN (TRUST) bekerjasama
Membangun keyakinan dan sangka baik di antara
stakeholders dalam hubungan yang tulus dan terbuka 2. Jujur, tulus dan terbuka
berdasarkan kehandalan
3. Disiplin dan konsisten
INTEGRITAS (INTEGRITY) 4. Berpikir,berkata dan
Setiap saat berpikir, berkata dan berperilaku terpuji,
menjaga martabat serta menjunjung tinggi kode etik
bertindak terpuji
profesi 5. Kompeten dan
bertanggungjawab
PROFESIONALISME (PROFESSIONALISM)
Berkomitmen untuk bekerja tuntas dan akurat atas 6. Memberikan solusi dan hasil
dasar kompetensi terbaik dengan penuh tanggung terbaik
jawab
7. Inovatif, proaktif dan cepat
FOKUS PADA PELANGGAN (CUSTOMER FOCUS) tanggap
Senantiasa menjadikan pelanggan sebagai mitra utama
yang saling menguntungkan untuk tumbuh secara 8. Mengutamakan pelayanan
berkesinambungan dan kepuasan pelanggan
KESEMPURNAAN (EXCELLENCE) 9. Orientasi pada nilai tambah
Mengembangkan dan melakukan perbaikan di segala dan perbaikan terus menerus
bidang untuk mendapatkan nilai tambah optimal dan
hasil yang terbaik secara terus-menerus. 10.Peduli lingkungan
 HR Management Architecture Strategy
Management Leadership
V I S I O N
WHATS TRANSLATION HOWS
Quantitative Qualitative
Desired Business
Results

Business Organizational Organization

Strategy Capabilities*) Values

Critical Success Organization Organization

Factors Design Culture

COMPETENCIES
Recruitment Performance Learning & Growth Rewards & Employee Retirement
Development (Career) Mgt. Recognition Relations & Mgt. – Exit
& Selection Evaluation
Union Policy
*) included: HR Information System & Infrastructure
 Human Resources Process Flow

FUNCTIONS Evaluating
Planning Acquiring Maintaining Developing Retaining

• Manpower • Hiring & • Job Grading • TNA • Reward & • Survey /

Planning Recruitment • Training Design Recognition Benchmarking
• Compensa-tion
• Training Delivery • Growth & • Overall
• Retirement • Outsourcing / (Pay, Salary,
Bonus) • Training Evaluation Promotion Effectiveness
Contracting
• Termination • Certification
• Benefit (Loan, • Assignment/Attach • Employee • Scorecard /
• Growth Plan ESOP, Comm. & Metrics
ment/Mov’t/Placemt
KEY • Organization Healthcare) • Target Setting / Relation
ACTIVITIES Design Performance Plan • Ethical
• Coaching/Counsel Conduct
• Perf. Evaluation /
Appraisal • Excellence
• Compt. Profile Culture
/Dev’t • Knowledge
• Assessment Mgmt
• Perfm.
• Learning Org.
Improvement /
Development
• Organization
Development

KEY
RESOURCES
HR-IT INFRASTRUCTURE
 Competency Based Organization Design Identification Flow
Activity Flows
Strategy Formulation (Vision & Mission
Based)
Define Group Strategy
Define Effective & Suitable Biz Model
Define Organization Structure
Define Job/ Position & Manning
Define Function, Roles & Responsibilities for
each Position / Job
Identify Competency Profile for each Position / Job
Deliverables
• Corporate Vision & Mission
• Corporate Grand Strategy
• Strategy map
• Corporate 3/5 years Business Plan
• Yearly Business Plan
• Group 5 years Business Plan
• Group Yearly Business Plan
• Group Yearly KPI
• Group Business Model (Value Chain,
Product Group Based)
• Group Organization Structure
• Departmentization
• Organization Structure into Clerk level
• Group Manning
• Each Job/Position Job Description
• Job / Position Competency Profile
Qualification as the basis for Competency
Based HR management
 Overall Strategic Planning Process
1 2 3 4

Strategic
Planning
Steps Environmental Strategy Strategy
Evaluation
scanning Formulation Implementation

Directing Bank-wide & groups business model

for:
Bank-wide & groups Organization Structure

Groups competency qualification

Position / Job Competency profile required

 Competency as Basis For HR Management System

Competency Profile For Every Job / Position

Planning Acquiring Maintaining Developing Retaining Evaluating

• Competency • TNA • Growth & • Competency

• Competency • Competency Promotion Based
Based Based Hiring Based Comp. • Movement
& benefit • Employee Comm. Performance
Growth/ & (Promotion/
& Relation Management
Career Plan Recruitment Assignment/
• Align Ethical System
Attachment)
Conduct & TIPCE (CBPMS)
• Assessment Values with
Competency
• Individual profile (Behavior)
Development • Competency
Plan based e-Learning
 The Success Profile (Competency Profile Dimensions)
Bank Mandiri using 4 (four) aspects to identify a job requirement that
some one had to have in order to be successful in their jobs/ roles:

Success Profile Description Evaluation Tool

Track Record
Organizational Knowledge What I know Career Highlight
Technical Tests
Track Record
Experience (Job Exposure) What I have done
Career Highlight
Dimensions:
Assessment Center
-Behavior
What I can/will do Multi-Rater Survey
-Technical
-Motivations

Personality Profile Who I am Personality Inventory

 Working Process Flow For Competency Profiling & Growth Model Design

Data Collection

Interview Integration
Planning

Validation &
Job Desc Analysis

Final Competency
Direct Superior

Questionnaire

Interpretation
Group Head Confirmation

Analysis &
Job Holder

Profile & Growth Model

Director

Deliverables:
1 Competency Profile: 2 Growth Model:
• Organizational Knowledge • Roles & Goals, Job Requirement, Competencies
• Technical Competency Required, Time Management & Working Values
• Major Growth, Significant Turn, Career Passage, Step
• Behavior Competency
Promotion
• Job Exposure • Training & Development Needs, Specific Job
Assignment, Evaluation & Qualifying Tools
Recommendation
 Sample of Generic Competency Model at Corporate Banking
Profil Sukses/ Model Kompetensi untuk Bank Mandiri
Pengetahuan Organisasi/ Pengalaman/ Job
Perilaku Kompetensi Kompetensi Teknis
Organizational Knowledge Exposure
Planning Organizing Accounting Visi, Misi dan Budaya Pengalaman
kerja perusahaan dalam
Operational Analysis mengelola
Capital Market
Decision Making skema kredit
SE yang berhubungan
Building Comprehension
Pengalaman
Partnerships SOP yang berhubungan
dalam
Gaining Trade Finance mengelola tim
Commitment (fungsional atau
Contractual lintas fungsi)
Developing Others
Agreement
 Sample of People Career Movement (Growth Model)
Business Cluster Support Cluster

Function A Function B Function C Function D LEVEL

Senior Level
A

A
Mid-Level
B

First Line
B C

A : Step Promotion B : Major Growth C : Significant Turns

Diagnosing Development Needs – The Assessment Tools

• Career Record • Assessment Center

• Interview • 360 Survey
• Questionnaire • Coaching Data
Exposure/ Behavioral
Experience Competencies
Personal
Attributes
Personality Test

Knowledge
 Technical
 Organization

• Test/Simulation
• Career Record
• Interview
• Questionnaire
• Training Record
 Objectives & Benefits of Assessment Center
OBJECTIVES
• To identify dimensions/competencies that are critical to successful
performance for different roles within Bank Mandiri.
• Bank Mandiri would like to have a clear picture on areas of strengths and
development needs of its leaders and professional staffs.
• Bank Mandiri would like to have a focus in developing it’s leaders and
professional staffs, therefore assessment program is designed for their current
profile.

BENEFITS
• Measurement Tools (variable & reliable assessment method)
• Potrait /Description Report (individual & group report)
• Development Guide
• Input dalam CBHRM (pengembangan, penilaian, promosi, dll)
• Optimalisasi manajemen biaya untuk program pengukuran kompetensi perilaku
pegawai.
 Assessment Center Utilization

Pengembangan: - Pengembangan: - Pengembangan: -

Level GH Level GH Level GH
- Level DH - Level DH - Level DH
- Level SH - Level SH - Level SH
- Level PS - Level PS - Level PS

Promosi: Promosi: Promosi:

SDP SDP SDP

Rekrutmen: Rekrutmen: Rekrutmen: Rekrutmen: Rekrutmen:

Spec Hiring Spec Hiring Spec Hiring Spec Hiring Spec Hiring

Rekrutmen: Rekrutmen: Rekrutmen: Rekrutmen: Rekrutmen: Rekrutmen:

ODP ODP ODP ODP ODP ODP

2000 2001 2002 2003 2004 2005

 Jobs Movement And Feedback Drive Development
Percentage of Top 200 executives
80 Stretch/
developmental jobs
Company
effectiveness Way jobs structured
Special Project
Excellent or assignment
very good
Speed of Job Rotation

Role models
Formal Training Told strengths/
Formal 360 degree
weaknesses
Traditional training performance feedback Informal
outside company evaluation coaching/
feedback

Individual Job rotation Being mentored

Training within company learning
Testing/
assessment
outside Non traditional Feedback /
learning programs Development mentoring
Plans
0 80
Importance to my development
Absolutely essential or very important
People Mapping (Potential-Performance Matrix)
Major Leaguer
•Plan next move
Solid pro •Provide extra coaching
Keep in Place •Move to the next development
opportunity
Superstar
•Plan multiple
High fast moves
High Flyers/ High •Ensure
Solid Professional Promotable compensation is
Talented
sufficient

Consider for
Solid Contributor Promotable
Development
Performance
• Based on job
performance
evaluation rating, Failure Manage Out
A/B/C rating, or Concern Diamond in the rough
quinting
(FMO)

• Emphasizes actual
result / achievement,
since competencies Low
are captured by the Low High
potential axis
Potential
• Can be simply “has ability to move 2
levels up” Underperformer
• Can explicitly include traits such as •Give warning
leadership, intelligence, values, other •Provide targeted development support
“competencies”
 Strategic Leaders & Operational Leaders Talent Management:
size, number & type of the pool
The size (number) of potential members, depend on the Bank expl: limit the initial number of
participants to 120, divided into 2 (two) pools

Operational Leaders Strategic Leaders

Size appr. 90 members appr. 30 members

Directors

Pool 1 Section Head & Department Head &

Entry Levels
Professional Staff Senior Prof Staff*
Strategic Group Head
Leader Department Head & Group Head &
Target Growth
Group Head Director
Operational Dept Head
Leader
Pool 2 Mentor Group Head Directors

People Section Head

• HR Director
Leader
• HR GH • BOD
• Selected GHs • SEVP
ERB • Director in charge by • Pres. Commissioner*
Staff
invitation with 5 quorums
(appr 10 members)

ERB’s PIC • HR Group Head • HR Director

Thank You