Competency Assessment in the Public Sector: The Implementation of a Holistic Competency Assessment Framework in the Indonesian Ministry of Public

Competency Assessment in the Public Sector: The Implementation of a Holistic Competency Assessment Framework in the Indonesian Ministry of Public Works and Public Housing

Chitra Mardi Rahayuningsih is the Head of Competency and Performance Assessment Department in Ministry of Public Works and Public Housing She won an award from National Civil Service Agency on performance management implementation.

Competency Assessment in the Public Sector: The Implementation of a Holistic Competency Assessment Framework in the Indonesian Ministry of Public Works and Public Housing

Chitra Mardi Rahayuningsih Ministry of Public Works and Public Housing

COMPETENCY ASSESSMENT IN THE PUBLIC SECTOR: Implementation of Holistic Competency Assessment Framework in Indonesian Ministry of Public Works and Housing Bali, October 27 , 2016 THE MINISTRY OF PUBLIC WORKS AND HOUSING REPUBLIC OF INDONESIA

I. BACKGROUND (1) • Global competition demands Government of Indonesia to enhance its human capital competitiveness • Government of Indonesia (GOI) vision of “Nawacita” included:  to presence back the role of government in the public  to enhance people productivity and competitiveness at international market  Improve people quality of life, achieve economic independency,  re-build people character by e.g. developing good, effective, transparent and reliable governance.

THE MINISTRY OF PUBLIC WORKS AND HOUSING REPUBLIC OF INDONESIA

I. BACKGROUND (2) • The Ministry of Public Works and Housing has a central role in achieving vision to enhance competitiveness and improve people quality of life by building reliable public infrastructures. • The people of the ministry needs to: - have strong technical expertise in infrastructure development and management - have high integrity - hold their professionalism - inovative in building and managing infrastructure - be able to cooperate and develop partnership with all stakeholders THE MINISTRY OF PUBLIC WORKS AND HOUSING REPUBLIC OF INDONESIA

I. BACKGROUND (3) • To acquire and manage these people the ministry should have competitive and professional approach in managing its people • A more valid and reliable tools for managing ministry’s people is needed, can not only relies on people education and experiences anymore


II.MINISTRY OF PUBLIC WORKS AND HOUSING PEOPLE MANAGEMENT (1) PEOPLE MODEL OF PUPR CAREER MANAGEMENT PEOPLE PLANNING

CAREER MAP

ACQUISITION

PLACEMENT

DISCIPLINARY & CODE OF CONDUCT ACTIONS

TALENT POOL PERFORMANCE MANAGEMENT

1

COMPETENCY ASSESSMENT COMPETENCY & POTENTIAL PROFILE

FAST DEV TRACK PROGRAM

PEOPLE MAPPING

PERFORMANCE

PERFORMANCE EVALUATION


PROMOTION

REGULAR COMPT DEVELOP MENT

ROTATION/ EXISTING POST

HIGH COMP/ PERFORM

2

COMP/ PERFM GOOD

3

COMP/ PERFORM GOOD FAIR

COMPETENCY DEVELOPMENT 4 COMPT LOW/ PERFORM POOR 5

SUCCESION PLANNING

COMPT/ PERF VERY POOR

DEMOTION, EALRY RETIREMENT TERMINATION

II. MINISTRY OF PUBLIC WORKS AND HOUSING PEOPLE MANAGEMENT (2) PEOPLE DEVELOPMENT MILESTONE STEP 3 : 2020 – 2025 FOCUS ON HUMAN CAPITAL MANAGEMENT STEP 2 : 2017 – 2020 FOCUS ON TALENT AND CAREER MANAGEMENT STEP 1 : 2014 – 2017 FOCUS ON PERFORMANCE MANAGEMENT

CAREER MANAGEMENT PERFORMANCE MANAGEMENT

2014


2016

HUMAN CAPITAL MANAGEMENT

TALENT POOL COMPETENCY DEVELOPMENT

2019

COMPETENCE AND HIGH PERFORMING GOVERNMENT CIVIL OFFICER

2025

GOVERNMENT CIVIL OFFICER AS HUMAN CAPITAL

II. MINISTRY OF PUBLIC WORKS AND HOUSING PEOPLE MANAGEMENT (3) PEOPLE DEVELOPMENT PROGRAM 2014 - 2019 • • • •

Competency assessment system preparation Set up Assessment Center Competency and potential assessment Preparing Competency and potential profil for all civil officers

• • • •

Improvement of performance assessment system Assessment of all civil officers performance Feedback of assessment result Monitoring and evaluation of all officers performance

• Development of talent matrix • Preparing career management sytem • Mapping all civil officers performance and competency • Career mapping • Monitoring and evaluation of career management system implementation THE MINISTRY OF PUBLIC WORKS AND HOUSING INDONESIA

Note: REPUBLIC Erlaborasi oleh Pusat 1OF

II. ALIGNMENT OF COMPETENCY ASSESSMENT WITH PEOPLE MANAGEMENT ACTIVITIES (4) VISION-MISSION, ORGANISATION CULTURE,GOALS, OBJECTIVES AND STRATEGIES

THE MINISTRY OF PUBLIC WORKS AND HOUSING PEOPLE MODEL CORE AND MANAGERIAL COMPT

TECHNICAL COMPETENCIES

COMPETENCIES DICTIONARIES AND JOB COMPETENCY PROFILES

SOCIO-CULTURAL COMPT

COMPETENCY ASSESSMENTS

INDIVIDUAL COMPETENCY PROFILE

SELECTION PERFORMANCE MANAGEMENT HUMAN RESOURCES DEVELOPMENT

HUMAN RESOURCES MANAGEMENT CAREER MANAGEMENT

THE MINISTRY OF PUBLIC WORKS AND HOUSING HUMAN RESOURCES REPUBLIC OF INDONESIA

INFORMATION SYSTEM

III. OBJECTIVES OF COMPETENCY ASSESSMENT OBJECTIVES:

To Identify Competency (Knowledge, Skills, Attitude And Behaviour) That Support Government And Candidates Of Government Civil Officers To Be Successfull In Their Job

BENEFITS To Understand The Profile Of Potential, Competency And Area Of Development Of Government Civil Officers For Suitable People Management (Placement, Competency Development, Rotation, Promotion And Career Planning) THE MINISTRY OF PUBLIC WORKS AND HOUSING REPUBLIC OF INDONESIA

IV. COMPETENCY ASSESSMENT PRINCIPLES 1

• Objective

2

• Transparent

3

• Valid

4

• Reliable

5

• Beneficial


V. TYPES ASSESSMENTS 1. TECHNICAL COMPETENCIES ASSESSMENT

Assesment to measure people knowledge and skills in specific field needed by the position such as brigde design, highways construction planning, construction supervision etc.

2. CORE COMPETENCIES AND MANAGERIAL COMPETENCIES ASSESSMENTS

Assessment to measure people main soft competencies needed by the ministry included: Integrity, Service Orientation, Cooperation, Organisational Commitment and managerial competencies needed by posistion level included: Analytical thinking, Strategic Analysis, Quality Orientation. Thinking Flexibility, Ledearship, Strategic Leadership, Oral and Written Communication Skills.

3. SOCIO-CULTURAL COMPETENCIES ASSESSMENT

Assessment to measure people main soft competencies needed based on PUPR Values by the ministry to deal with various stakeholders included: knowledge of stakeholders socio-cultural situation, empathy, negotiation skills etc.

4. POTENTIAL ASSESSMENT

Assessment to measure people potential included intelectual potential, personality, work style and motivation.


VI. ASSESSMENT METHOD AND TOOLS (1) COMPETENCIES

ASSESSMENT METHOD

1. TECHNICAL COMPETENCIES

• Technical Competency Assessment • Job/Technical Experience (Track record)

2. CORE COMPETENCIES AND MANAGERIAL COMPETENCIES

• Assessment center • Behavioral Interview • Track record evaluation

3. SOCIO CULTURAL COMPETENCIES

• Assessment center • Behavioral Interview • PUPR Values


VI. ASSESSMENT METHOD AND TOOLS (2) 1. ASSESSMENT CENTER

2. TECHNICAL COMPETENCIES ASSESSMENT 3. PSYCHOLOGICAL ASSESSMENT/ POTENTIAL ASSESSMENT 4. TRACK RECORD EVALUATION

1. Case Analysis 2. Leaderless Group Discussion 3. In basket simulation 4. Role Play 1. Technical Competency test (written) 2. Technical Competency Interview 3. Laboratorium Practice

computer based will be available in 2017

1. Intelligence Test

2. Personality Test 3. Talent Mapping 4. Work style and Motivation Test Analysis of performance, special achievement, disciplinary actions, etc


VI. ASSESSMENT METHOD AND TOOLS (3) EXAMPLE MATRIX OF JOB AND ASSESSMENT TOOLS MANAGERIAL

INDIVIDUAL CONTRIBUTOR (FUNCTIONAL)

LEVEL

HR ACTIVITES

EXPERT

I

II

III

IV

Promotion

A,C,D

A,C,D

A,D,E

A,D,E

Internal Re-placement

A,C,D

A,C,D

A,D,E

A,D,E

Selection

A,C,D

A,C,D

A,D,E

A,D,E

Grade promotion Competency Mapping

C,D

C,D

B,D,E

B,D,E


SKILL WORKER

UTAMA

MADYA

MUDA

PERTAMA PENYELIA

MAHIR TERAMPIL PEMULA

A,C,D

A,C,D

A,D,E

A,D,E

A,D,E

A,D,E

A,D,E

A,D,E

A,C,D

A,C,D

C,D

C,D

B,D,E

B,D,E

B,D,E

B,D,E

B,D,E

B,D,E

A: Assessment Center B: Behavioral Interview C: Technical Test and Presentation D: Psychological Assessment E: Technical Test

VII. COMPETENCY ASSESSMENT COMPONENTS 1. 2. 3. 4. 5. 6. 7. 8.

Assessee Assessor Job Qualifications Job Competency Standard Competency Assessment Model Compency Dictionary Competency Assessment Instruments Competency Assessment Infrastructure


VIII. PROCESS IN SETTING UP ASSESSMENT CENTER A. PREPARATION Identifying needs and objectives Process for getting commitment from top management

Planning an AC and Person in charge

B. SET UP PROCESS Building Competency Model Design tools and try out Determining rating methods Preparing infrastructure Select and train Assessors


C. RUNNING PROCESS Socialisation to users Assessment center operations Assessment center evaluation Review based on feed back Evaluationg tools validaties after 2 years period Improvement design

IX. ASSESSMENT DIVISION HUMAN RESOURCES (1) 1. ORGANISATION CHART CHIEF OF HUMAN RESOURCES DEVELOPMENT HEAD OF COMPETENCY AND PERFORMANCE ASSESSMENT DEPARTMENT

Budgetting and General Affairs Section Head

Competency Assessment and Evaluation Section Head

Career Mapping and Evaluation Section Head


Performance Monitoring and Evaluation Section Head

Competency Assessment Implementation Section Head

IX. ASSESSMENT DIVISION HUMAN RESOURCES (2) 2. HUMAN RESOURCES COMPETENCY ASSESSMENT IMPLEMENTATION

COMPETENCY ASSESSMENT PLANNING AND EVALUATION

• Competency model development/improvement • Assessment tools development and evaluation, • Assessor selection and development 1. Section Head 2. 2 Competency Assessment Analists

•

•

Conduct assessment of all civil officers competency and potential Assessment center administrator

1. Section Head 2. 2 Competency Assessment Analists 3. Assessors


THANK YOU THE MINISTRY OF PUBLIC WORKS AND HOUSING REPUBLIC OF INDONESIA

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THE MINISTRY OF PUBLIC WORKS AND HOUSING

QUALIFIED HUMAN OF PUBLIC WORKS AND HOUSING is a Public Servant Who’s Qualified, Innovative, And Sticking To The Principle Of Integrity, Cooperation, And Partnership With All Stakeholders For The Development Of Public Work And Public Housing’s Infrastructure That Reliable, Sustainable And Competitive. In realizing the model, all the Human of PWH must animate the culture value of

WORK HARD, MOVE FAST, ACT RIGHT And has the characters of

COURAGEOUS VIGOROUS, ARTISTIC Jakarta, December 2nd, 2015

MINISTER OF PUBLIC WORKS & HOUSING

Dr. Ir. M. Basuki Hadimuljono, M.Sc


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COMPETENCY STANDART Position: Kepala SNVT PJPA

No 1 2 3 4

Kompetensi Inti Integritas Berorientasi pada Pelayanan Kerjasama Komitmen Organisasi

Manajerial 1 Berfikir Analisis 2 Berorientasi pada Kualitas 3 Kepemimpinan 4 Komunikasi Lisan 5 Komunikasi Tertulis 6 Perencanaan dan Pengorganisasian 7 Pengaturan Kerja 8 Pengambilan Keputusan Strategis 9 Mengarahkan / Memberi Perintah 10 Negosiasi

Standar 3 3 3 3

No

Kompetensi

Standar

Teknis 4 3 3 3 3 4 3 3 3 3


1

Pelaksanaan Konstruksi

4

2

Pengawasan Konstruksi

4

3

Pengelolaan Hidrologi

3

4

Perencanaan Teknik SDA

3

5

Pengelolaan Sumber Daya Air Terpadu

3

6

Socio Engineering

3


Back

ASSESSMENT RESULT Position: Kepala SNVT PJPA

No 1 2 3 4

Kompetensi Inti Integritas Berorientasi pada Pelayanan Kerjasama Komitmen Organisasi

Manajerial 1 Berfikir Analisis 2 Berorientasi pada Kualitas 3 Kepemimpinan 4 Komunikasi Lisan 5 Komunikasi Tertulis 6 Perencanaan dan Pengorganisasian 7 Pengaturan Kerja 8 Pengambilan Keputusan Strategis 9 Mengarahkan / Memberi Perintah 10 Negosiasi

Standar

Pribadi

GAP

3 3 3 3

2 3 3 3

-1 0 0 0

4 3 3 3 3 4 3 3 3 3

4 3 2 3 3 3 3 4 3 3


0 0 -1 0 0 -1 0 0 0 0

No

Kompetensi

Standar Pribadi GAP

Teknis 1

Pelaksanaan Konstruksi

4

4

0

2

Pengawasan Konstruksi

4

4

0

3

Pengelolaan Hidrologi

3

3

0

4

Perencanaan Teknik SDA

3

2

-1

5

Pengelolaan Sumber Daya Air Terpadu

3

3

0

6

Socio Engineering

3

3

0

How to improve

Catalog Examples (1) Kepemimpinan

Definisi Tindakan meyakinkan, mempengaruhi dan memotivasi orang lain dalam tim kerja dengan tujuan agar mereka mengikuti atau mendukung rencana kerja unit/organisasi Level Cara Berunjuk Kerja Aktivitas Pengembangan Program 3 - Melakukan pendelegasian tugas dan - Analisis informasi yang Anda kumpulkan Mentoring untuk memberikan umpan balik secara wewenang. Objective/Sasaran Evaluasi positif atas perilaku yang tidak konsisten Pemahaman praktik pendelegasian tugas dan - Evaluasi tugas dan wewenang dan Umpan balik dari mentor memetakannya ke dalam pendelegasian terhadap etika dan tata nilai organisasi wewenang yang berlaku, carilah trends dan tugas dan wewenang. Pelatihan dalam kelas - Identifikasi keberhasilan dan kegagalan keterkaitannya. Kemudian diskusikan hasil Objective/Sasaran Evaluasi pendelegasian tugas dan wewenang yang analisis anda dengan kolega yang anda Pelatihan kepemimpinan III: cara memimpin Pre test (uji sebelum) dan post test (uji setelah) terjadi percaya untuk mendapatkan informasi dari bawahan berdasar kompetensi dan kinerja pelatihan perspektif yang lain. bawahan, couching, counseling & mentoring - Identifikasi solusi dan rekomendasi delegasi umpan balik secara positif atas pendelegasian tugas dan wewenang agar Bimbingan (Coaching) kinerja-kinerja selanjutnya dapat mencapai Objective/Sasaran Evaluasi sasaran/target organisasi yang telah Umpan balik dari atasan langsung dan pair/mitra ditetapkan atau outcome yang anda Membimbing cara atau teknik mendelegasikan kerja inginkan untuk anda pilih. kemudian tugas dan wewenang cobalah untuk menjelaskan secara ringkas Assignment sementara dalam kurun waktu tertentu dan mudah dimengerti dan dipaham Objective/Sasaran Evaluasi kepada forum Pemahaman melalui praktik langsung Pre test (uji sebelum) dan post test (uji setelah) pendelegasian tugas dan wewenang assignment sementara dalam kurun waktu tertentu


Belajar sendiri (self learning) : membaca buku/artikel, e-learning/webminar, diskusi kelompok pembelajaran Objective/Sasaran Mengorganisasi tim lintas satuan kerja

Evaluasi Umpan balik dari atasan langsung dan pair/mitra kerja

Catalog Examples (2)

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Perencanaan Teknik SDA (Sungai, Pantai, Irigasi, Rawa, Drainasi, dan Polder) Definisi Kemampuan mengumpulkan dan mengidentifikasi informasi dan data terkait, menyusun usulan, mengevaluasi penyusunan, serta memastikan perencanaan teknis (Sungai/Irigasi/Rawa/Pantai/Air Tanah/Air Baku/Bendungan), afar dapat dilaksanakan sesuai dengan prasarana SDA yang dibutuhkan Level Cara Berunjuk Kerja Aktivitas Pengembangan Program Mentoring 3 Menyusun dan menyiapkan spesifikasi teknis - Analisis informasi yang lebih mengenai dan/atau Kerangka Acuan Kerja serta usulan spesifikasi teknis dan /atau Kerangka Acuan Objective/Sasaran Evaluasi perencanaan teknis berdasarkan analisis. Kerja serta usulan perencanaan teknis Pemahaman praktik penyusunan dan penyiapan Umpan balik dari mentor berdasarkan analisis yang Anda kumpulkan, spesifikasi teknis dan/atau Kerangka Acuan - Pahamilah saat anda membutuhkan informasi carilah trends dan keterkaitannya. Kemudian Kerja serta usulan perencanaan teknis yang lebih mengenai spesifikasi teknis dan/atau diskusikan hasil analisis anda dengan kolega berdasarkan analisis Kerangka Acuan Kerja dan usulan perencanaan yang anda percaya untuk mendapatkan Pelatihan dalam kelas teknis berdasarkan analisis informasi dari perspektif yang lain. Objective/Sasaran Evaluasi Pemahaman praktik penyusunan dan penyiapan Pre test (uji sebelum) dan post test (uji - Integrasi dan evaluasi spesifikasi teknis dan - Identifikasi penyusunan dan penyiapan setelah) pelatihan /atau Kerangka Acuan Kerja. Tentukan apakah ada spesifikasi teknis dan/atau Kerangka Acuan Kerja spesifikasi teknis dan/atau Kerangka Acuan Kerja serta usulan perencanaan teknis pola dalam penyusunan dan perencanaan teknis serta usulan perencanaan teknis berdasarkan berdasarkan analisis SDA. analisis sesuai dengan peraturan untuk Anda pilih atau outcome yang anda inginkan untuk - Dokumentasikan agar dapat digunakan sebagai dicapai bagi kesempatan yang telah Anda pilih. Assigment sementara dalam kurun waktu tertentu Objective/Sasaran Evaluasi dasar penyusunan dan penyiapan spesifikasi teknis Kemudian cobalah untuk menjelaskan secara Pemahaman melalui praktik langsung Pre test (uji sebelum) dan post test (uji dan/atau Kerangka Acuan Kerja serta usulan ringkas dan mudah dimengerti dan dipahami penyusunan dan penyiapan spesifikasi teknis setelah) assigment sementara dalam perencanaan teknis berdasarkan analisis kepada forum dan/atau Kerangka Acuan Kerja serta usulan kurun waktu tertentu perencanaan teknis berdasarkan analisis


Belajar sendiri (self learning) : membaca buku/artikel, elearning/webminar, diskusi kelompok pembelajaran Objective/Sasaran Evaluasi Umpan balik dari atasan langsung dan Pemahaman penyusunan dan penyiapan pair/mitra kerja spesifikasi teknis dan/atau Kerangka Acuan Kerja serta usulan perencanaan teknis berdasarkan analisis melalui praktik diskusi kelompok pembelajaran

Competency Assessment in the Public Sector: The Implementation of a Holistic Competency Assessment Framework in the Indonesian Ministry of Public

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