Competency Based memiliki tujuan yang memang terlihat di keseharian kita sebagai pekerja dan harus get thing done serta proven execellent job. Untuk bisa mencapai tujuan tsb, tentunya harus dibangun sebuah pola pengembangan SDM dengan basis kompetensi pada semua job yang ada sehingga akhirnya dapat terciptanya job certification yang berstandar international. Kompetensi itu sendiri mengacu kepada Knowledge, Skills dan juga Attributes (attitude, behavior, traits, etc.) dan diharapkan setiap job dapat membuat kriteria-kriteria kompetensi yang dibutuhkan sehingga si pemegang pekerjaan tsb dapat bekerja dengan baik dan bisa lulus job certification level international.

Pembahasan – Budhi, Swastioko (Singgar Mulia)

Migas Indonesia,

Terlampir adalah Paper No. 13 Jurnal KMI Volume II Tahun 2006 “Strategic Competency-Based Human Resources Development” yang ditulis oleh Moderator KBK SDM Milis Migas Indonesia Sdr. Pungki Purnadi. Silahkan bila ada yang ingin ditanyakan langsung diajukan ke milis karena beliau juga memonitor Milis Migas Indonesia secara aktif. Apabila anda ingin memiliki Jurnal KMI Volume I – 2004 dan Volume II – 2006, silahkan mendownloadnya dari situs www.migas-indonesia.net halaman “download”. Jurnal KMI Volume III – 2007 akan kita luncurkan pada Bulan Juli 2007.

Why is competency-based human resources management strategic? Because through the use and application of competencies, your company can lay the foundation for organizational change through supporting the development of all company employees. Competencies force companies to identify what is important and to indicate why competencies are important. Competencies differentiate between mandatory requirements such as ability and attitude which are less changeable and knowledge and skill which can be more easily changed –given the proper foundation of ability.

Competencies are economical since they help to avoid duplication of work while also helping to focus effort more effectively. Competencies are useful because they tell us what is required to implement the tasks and activities which drive the results in our positions and thereby in our companies. Finally, competency based systems foster teamwork because they require top management to support these systems, human resource professionals to act as facilitators and consultants of these systems and line managers, through their active involvement, to define the competencies upon which these systems are based. This is the ultimate example of integration—people integration throughout your company.

If learning organizations are based upon transparency, sustainability and institution building, we can also say that competency based systems are based upon the same principles. Without transparency as to the competencies required, these systems would ultimately fail. Without the building of employee strength through a focused, systematic manner, sustainable growth and development of your company would not occur. If your managers, employees and leaders do not share what they know and define what is needed in clear, understandable terms, your company will not improve and institution building does not occur. Competencies link directly to the learning process and from it help to establish the future strength and competitiveness of your company.

Attachment : (KMI) Jurnal KMI Vol II – 2006 #13 ‘Strategic Competency-Based HRD-Pungki Purnadi

Tanggapan selengkapnya dari Rangkuman Diskusi Mailing List Migas Indonesia pembahasan Bulan Juni 2007 ini dapat dilihat dalam file berikut: