Competency For Student-2019.11.11

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Career Design and Skill
8. Competency
The 8th :2019.11.11
Visiting Professor
Shinichiro Kawaguchi（Dr.)
＝ The contents ＝
Chapter 2：Organizational Behavior in organizations
Competency
1. Competency in organizations
2. What means Competency?
3. Different kinds of Competency
4. What is Competency dictionary?
5. Competency Categories for Competency Dictionary
6. Behavioral Competency Dictionary
7. Performance and Competency Appraisal
8. Recent Strategic HRM/HRD system including Competency
9. Hierarchical KPI development from corporate level to individual level
10. Job analysis and Job description linking to KPI and Competency
11. Performance Appraisal (KPI, Role/Responsibility and Competency)
12. Method to derive Competency in organization
Reference document: Tangible Countermeasures to intensify Competency
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KPI & Competency management as a base of strategic HRM/HRD
Corporate/Business
Vision, mission, core value goals/objectives BSC
・Financial
B.E. analysis SWOT analysis
Corporate/SBU ・Market/Customer
KPI Corporate/business strategy, Strategy map ・Business process
・Growth & HR
Dep/Sec./Team Dep/Sec./Team strategy/tactics
(KPI)
Job analysis HRM/HRD Clarification of roles and
Individual KPI & responsibilities, performance
competency Job description evaluation criteria (KPI and
competency)
Motivation, Matching Matching

leadership, Strategic HRM/HRD PDCA Cycle
revitalization Plan ⇒ Do ⇒ Check ⇒ Action
HRD
Pay, adoption, HRM
Competency, behavior）
promotion
Competency Matching Appraisal of KPI and
development competency 3
Organizational Vision, Value, Mission, Business Goals/Objectives
Organization Goals/Objectives New Tendency

●Innovative
Process Goals/Objectives ●Creative
●Unique/only one
Job Goals/Objectives
What
Individual/Team Performance High Performance
How many & Productivity
(Goals/Objectives)
How much (QCDSME)
Link
Individual/Team Competency
How Major Issue of
(KAS & Behavior) HRM・HRD
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2. What means Competency ?
➢ Competencies are individual characteristics which must be demonstrated to provide evidence of

superior or effective performance in a job --- perspectives from result-based competency.
➢ Competencies are defined in terms of the behaviors exhibited by a persons with those characteristics.
A person in a position normally required proficiency or competence in several competencies before they
can be regarded as effective in their role/responsibility --- perspectives from behavior-based competency.
➢ The complete competency set or model for and individual role identifies all the know ledges, skills,
experiences, and attributes a person should display in their behavior when they are doing the job
productively and effectively.
How to develop Behavior

Competencies, British
Council, Aug. 2004.
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3. Different kinds of Competency
➢ There are many sorts of competencies from different organizations. Such as:
Type-Ⅰ: Management Development Center of Wellington in UK
Core Organizational Competencies, Job Family Competencies, and Job Specific Competencies.
Type-Ⅱ : National Aeronautics and Space Administration (NASA) in USA
Business Related competencies, Engineering Related Competencies, Mission Related competencies,
Scientific Related Competencies, and Technical Related Competencies.
Type-Ⅲ : Second Competency based-HRM workshop in India
Managerial Competency and Functional Competency
Type-Ⅳ: British Council in UK
Behavioral Competencies
= There are many types of competencies =
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➢ A Competency Dictionary is a list of all competencies required for superior performance (high performer)
in a particular job or organization.
➢ A competency dictionary consists of
・ a behavioral guide for job holder
・ a template for personnel selection, succession, planning, training and development, performance appraisal,.
Job rotation, promotion and demotion, etc.
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➢ Competency dictionary adds direct value to organizations in a several ways.
・reinforces behaviors required in the future.
・provides a clear picture of the knowledge, skills, experiences, and attributes necessary for a
person to carry out a job effectively and efficiently.
➢ Competency dictionary is a valuable tool to assist the human resources planning process, long term
succession and career planning requirement.
➢ Competency dictionary is a physical measure of the
organizational values and core competence.
➢ Competency dictionary helps to define ability. Competency
definition in a competency dictionary could identify the ability
to plan. Ability of itself is invisible, but behavior is visible.
➢ Using competency dictionally, we can design effective
HRM/HRD system including fair and transparent
appraisal system . 8
➢ New York State : Department of Civil Service/ Governor’s office in USA-Ⅰ

・Accountability ・Analytical Thinking
・Building Trust ・Change Management
・Coaching ・Communicating in Orally
・Communicating in Writing ・Conflict Management
・Continual Learning ・Continual Improvement
・Decision Making ・Customer Focus
・Delegation ・Developing Others
・Emotional Intelligence
http:www.cs.state.ny.us/announ/mainpages/
Prom%20Test%20Bat%20Guide/
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➢ New York State : Department of Civil Service/ Governor’s office in USA-Ⅱ

・Empowering Others ・Entrepreneurship
・Establishing Focus ・Exercising Self-Control/Being Resident
・Facilitation ・Fiscal Management
・Flexibility ・Getting Results
・Initiative ・Influencing Others
・Innovation ・Interpersonal Skills
・Listening ・Managing Performance
・Maintaining Personal Credibility/
Meeting Ethical Standard
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➢ New York State : Department of Civil Service/ Governor’s office in USA-Ⅲ

・Managing Risk ・Negotiating
・Organizational Communication ・Partnering/Networking
・Political Skill ・Project Management
・Providing Direction ・Providing Motivational Support
・Solving Problems ・Systems Thinking
・Technical Credibility ・Technology Use/Management
・Thinking Strategically ・Valuing and Leveraging Diversity
・Visioning
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●Behavioral Competency Dictionary of The British Council
External Version: 19 August 2012.
Competency Category : Customer Service Orientation

Definition Why is it important?
Customer Service Orientation is the willingness and In this context the “customer” refers both to internal
ability to give priority to customers, delivering high and external. This behavior is about fully
quality services which meet their needs. understanding customer needs in order to develop
and deliver appropriate services.
Level 1 (Deliver service) Level 2 (Add value) Level 3 (Addressing Level 4 (Serves long
underlying needs) term interests)
・Keeps customers up to date ・Thinks about the customer ・Takes time to question and ・Always works closely with
and informed. when undertaking day-to-day understand the real, customers, developing an
・Act promptly to ensure work. underlying needs of independent view of their
customer problems are ・Questions “how is this customers, beyond those needs and acting in their
resolved. adding value for the initially expressed. long-term interest.
・Makes him – or herself customer?” ・Establishes systems to ・Moves customer thinking
available to the customers. ・Makes decisions with the collect customer feedback. forward,
・Interacts well with all customer in mind. ・Focuses resources without Helping them understand
customers. ・Takes pride in delivering a bias on priority areas and/or issues beyond their day-to-
・Understand that each high quality product or key customer groups. day work.
customer is different. service.
・Delivers what is expected, ・Investigates service delivery
not what they think the and provides solutions to
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customer wants or needs. problems.
Competency Category : Holding People Accountable

Holding people accountable involves the ability to be This is important as it will ensure that performance of
totally clear with others about what has to be individuals or teams supports or contributes to the
achieved, to what standard, by when, within what achievement of our Strategic Objectives. An
budget, and then make clear their accountability. important part of this behavior is monitoring
performance against agreed objectives and
measures, and dealing promptly and effectively with
poor performance
Level 1 (Provides Level 2 (Demands high Level 3 (Holds people Level 4 (Addressed long
direction) standards) accountable) term issues)
・Gives clear instructions and ・Demands high performance ・Holds people accountable ・addresses longer term
let people know what is or results from others by for their actions and performance problems,
expected of them. setting example. performance. removing poor performers
・Accepts accountability for ・Monitors performance ・Challenges individuals from positions when
own actions and performance against clear standards or openly and constructively necessary.
sets limits for others’ deadlines, providing about performance problems, ・Clearly states
behavior. appropriate feedback when adapting a firm but fair consequences, e.g. “if you
・Does not bully or harass required. stance. don’t achieve this goal, this is
and does not tolerate ・Helps individuals to start ・Allows others to take credit what will happen”.
inappropriate behavior in again when setbacks occur. when deserved. ・Provides guidance and
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others. constructive criticism/advice.
Competency Category : Flexibility

Flexibility is a ability to adapt to and work with a This behavior is necessary to respond to different
variety of situations, individuals and groups. It is and changing demands and work across a range of
about being able to think on your feet, and not being activities now and in the future. Flexibility in
disconcerted or stopped by the unexpected. interpreting rules, procedures and policy is required
to deliver focused services tailored to local needs.
Level 1 (Accept needs Level 2 (Applies Level 3 (Adapts Level 4 (Making
for flexibility) procedures flexibly) tactics/approach) organizational culture)
・Demonstrates willingness ・Applies rules or procedures ・Identifies a pragmatic ・Changes the overall plan,
to change ideas or flexibly, depending on the approach in order to get the goals or project to fit the
perceptions based on new individual situation, to job done quickly and situation.
information or evidence. accomplish tasks or activities effectively. ・Creates and supports
・Is open to new ideas and more effectively. ・Uses an awareness of the flexibility by introducing
listens to other people's ・Responds effectively to bigger picture along with procedures which ensure
point of view. changing circumstances. common sense to interpret quick turnaround and
・Remains focused when faced and implement policy. encourage flexibility in others.
with competing demands. ・Is comfortable with
・makes reasonable ambiguity.
adjustments to ensure
maximum effectiveness and
motivation of self and others.
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➢ When appraising managers and employees (merit rating) , there two kinds of appraisal criteria. One
is performance (role/responsibility, KPI, etc..) on each position in an organization, and the other is
competency.
➢ Competency is the generic term including knowledge, skill, attitude, and behavior needed to do jobs
effectively.
➢ Even if numerical/quantitative goals/objectives (ex. KPI) were set, it may completely become impossible by
the change of business environment, or it may become too easy to be attained reverse by contraries.
➢ For the reason, appraising employees and managers only by performance has a dangerous possibility to
occur unfair/unstable result.
Realize fair &

Merit Rating
stable HR appraisal
Performance Appraisal Competency Appraisal
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2. Relation between corporate management and strategic HRM/HRD
Corporate management Strategic HRM/HRD
S Adoption
H
Cross linkage R Job allocation
M
H Appraisal
Corporate
R
・Vision Promotion
D
・Mission
・Core value Pay
S
・Corporate/business
y Incentives
goals/objectives
s
t Training
上記を効果的に実現する為のビジ
e
ネス活動が企業経営である。
m Pension
Strategic HRM/HRD System 16

Corporate Vison, Mission, Core Value, S/M/L-term Business Goal/ Objectives
Select Competency for achieving

Performance Competency
performance effectively P
Merit rating Competency Dictionary
Performance （General) Competency
Goal-setting
（KPI, etc.) Goal-setting
（Technical)
Job implementation by utilizing Competency for achieving Performance
Accordingly
D
Performance & Competency Development by Training
Performance Gap analysis Competency

between goal and achievement
C
fair appraisal fair appraisal
Wage & Bonus Wage, Promotion and HRD
A
Bonus Wage Promotion and HRD
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8. Recent Strategic HRM/HRD system including Competency
Utilization Field of Competency
Capability
Hire peoples Vertical Capability Role &
development Growth for
a company intensification appraisal to responsibility
to achieve the future
wants to hire of capability achieve goals definition
goals
Recruitment Job rotation Capacity Competency Decision of CDP（Career

Building goal-setting promotion Development
& appraisal Plan)
・Qualification ・Job rotation ・Capacity
Test ・Job building by ・Competency ・Criteria- ・Business
・Selection enlargement position appraisal setting for career
interview ・Promotion promotion Development
・Tracking training &
after ・Competency・ related
recruitment Learning Competency
According to these activities, corporation can achieve organizational goals and KPI.
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➢ Relation among strategy & KPI, and HRM/HRD
• Corporate strategies & KPIs are deployed to department (SBU) level strategy & KPI,
then concretize at department / section level tactics &KPI, and finally broken down
into individual role, responsibility & KPI, competency.
• Through this process, corporate strategies & KPIs are ultimately linked with
individual roles / responsibilities, KPI and competency. As a result, corporate upper
goals, strategies, and KPIs are linked effectively with HRM/HRD system, and are
effectively realized.
Formulate Corporate/department (SBU) strategy & KPI
Clarify individual role/responsibility, KPI and competency
Implement structured job analysis
Formulate job description by job analysis
Formulate of process analysis and description
Make KPI & competency based performance appraisal criteria

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➢ Strategy, KPI and Competency for SHRM
Top down Corporate

・P stage Strategy & KPI
Department(SBU)
Strategy & KPI
Section
Strategy & KPI
Individual
role/responsibility,
KPI and
competency
Job analysis
Job description
HRM/HRD
Job process analysis & description system
Bottom-up
・Check stage KPI & competency based performance
・Action stage appraisal criteria
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➢ Deployment table of corporate/SUB/department/section/individual KPIs
Department/Section/Team/Individual KPI deployment linking to corporate strategy & KPI

Department:　　　　　　　　　　　　Section：　　　　　　　　　　　　Team：　　　　　　　　　　　　　　Individual：
KPI deployment
Corporate strategy/SKGI Corporate KPI Delartment strategy/KPI Department KPI SectionＫＰＩ Team ＫＰＩ Individual ＫＰＩ
Action plan to achieve KPI
Item Target Strategy SKGI Item Target Item Target Item Target Item Target
Financial
Market/Customer
Business process
Growth & HR
Others
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➢ KPI deployment of individual role/responsibility, KPIs and action plan
Deployment table of department goals/objectives, role/responsibility, and KPI

Department: ID number:　　　　　 Position: 　　　　　Position-based grade: Name：
Business goals/objectives of the department

1.
2.
3.
4.
5.
Position-based main role/responsibility

1.
2.
3.
4.
5.
Perspective KPI item KPI target Action plan

1.
2.
Financial 3.
4.
5.
1.
2.
Market/Customer m
4.
5.
1.
2.
Business process 3.
4.
5.
1.
2.
Growth & HR 3.
4.
5.
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➢ Six methods of job analysis
There are six typical methods of job analysis, and structured questionnaire
method is widely used. Reinforce the information by other methods in the result.
Observation Technical Conference Individual Interview

）
Job analysis
method
Group Interview Structured Dairy Method

Questionnaire
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3-3. PDCA-based structured job analysis including KPI and competency
➢ Template of structured questionnaire of analysis worksheet
PDCA-based structured Job Analysis Worksheet linking with BSC

Dep/Sec： . Position： . Position (Grade): 　　　　　　　　　 . Name：　 .
Financial: Customer: Business Process: Learning & Growth:

Individual KPI
・・・・
Main Role & Responsibility

・Plan: ・Do:
・Check: ・Action:
・Others
Job Identification Competency Training Working
Degree of Difficulty
Regular Job Irregular Job Imp. Framework Hours
Managerial Technical
Daily job Weekly job Monthly job Yearly/Quarterly Work job Innovative/Kaizen Job Qnt. Qlt. Rank OJT OJT/Oｆｆ－JT
Plan
Do
Check
Action
　　　　　　[Importance ー　◎：very important、　○：rather important、　△：less important],　　　[Rank - (↑)：to superior, （→）：for oneself , （↓）：to subordinate], 　　[Quantity/Quality ー　◎：very difficult、　○：rather difficult、　△：rather easy]
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➢ Typical content of job description （Case of the US)
Job Description
Describe general items about Job

●Job Title, ●Position in charge &
●Supervises, ●Environmental Conditions
Job
Specification Describe job contents
●Functions
●Roles and Responsibilities
●Job Characteristics
Identify necessary conditions to implement the job effectively

●Necessary Knowledge
●Necessary Skills
Job ●Education level
Identification ●Experiences
●Certificate
●Others
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(1/2)
➢ Template of job description including KPI, role/responsibility and competency
KPI & Competency-based Job Specification/Description

1. Name & ID: ( ID ) .
2. Department/Section/Team: / / /.
3. Position & Grade : ( ) Reported To: .
4. Corporate/Department/Section Short-Term Business Goals/Objectives:
Financial Goal/Objectives
Market/Customer Goals/Objectives
Business Process Goals/Objectives
Corporate Growth, HR Goals/Objectives
Other Goals/Objectives
5. Corporate/Department/Section KPI
Corporate/Division/Department KPI
Financial KPI Item KPI Target/goal P.S.
・・
・・
・・
Market/Customer KPI Item KPI Target/goal P.S.
・・
・・
・・
Business Process KPI Item KPI Target/goal P.S.
・・
・・
・・
Corporate Growth & HR KPI Item KPI Target/goal P.S.
・・
・・
・・
Other KPI Item KPI Target/goal P.S.
・・
・・
・・ 26
(2/2)
➢ Template of job description including KPI, role/responsibility and competency
6. Job specification
6.0 Main role & responsibility in line with position & grade Importance
・
・
・
6.1 Individual KPI linking to role & responsibility Importance
・
・
・
6-2. Job Specification (Regular job: Routine job)
6-2-1. Daily Job Importance
　・
　・
　・
6-2-2. Weekly Job Importance
　・
　・
　・
6-2-3. Monthly Job Importance
　・
　・
　・
6-2-4. Quarterly/Half year/ Yearly job Importance
　・
　・
　・
6-3. Job Specification ( Irregular job : Additional/Challengeable job) Importance
　・
　・
　・
7. Necessary Qualification
・
・
8. Necessary Competency (Knowledge, Attitude, and Skill)

8-1. Managerial/General Competency
　　・
　　・
　　・
8-2. Technical/Specific Competency
　　・
　　・
9. Others ( He or She should know.)

・ 27
・
➢ Appraisal of KPI, role/responsibility and competency achievement
Total Performance Appraisal Sheet (KPI, Role/Responsibility and Competency Appraisal)
Name ｘｘｘｘｘ ID No. EID00010
Position Marketing Manager Department Marketing Department
KPI, Role & Competency Appraisal Appraisal Result*3

*1 *2 l*3
1. KPI Item (Related strategy: To design effective marketing system) KPI target/goal Importance Difficulty Target leve Self Superior
1) To make marketing plan, and get agreement by top management Within the end of Feb, 2013. 3 2 3 3 2
2) To introduce bonus system to customers Within the end of Mar. 2013. 2 2 3 4 2
3) To manage a product life cycle To develop a couple of new products. 2 2 3 3 3
4) To be responsible for making corporate home page Till the end of 2012. 3 2 3 3 2
Appraise result of KPI (Strategy related ) 60 64 44

Weight 40 (%)
2. Main Role/Responsibility Role target/goal
1) To carry out market survey Three targets till the end of 2012 3 3 3 3 3
2) To conduct business promotion & Advertisement 20% increase of market share as a whole 2 2 3 3 2
Appraisal Result of main role/Responsibility 39 39 35
Weight 30 (%)
3. Competency ( 360 degree appraisal) Competency target/goal
1) New idea and proposal 2 ideas per quarter 3 2 3 3 2
80% score by assessment among members of
2) Good manner marketing department 3 2 3 3 2
3) Keeping time, and effective utilization. Total 10 hours non-role activity within a month 3 2 3 4 2
Appraisal result of competency 54 60 36

Weight 30 (%)
Total Appraisal Result 106.00% 76.26%
Ratio between self appraisal and appraisal by superior 30% 70%
Final Performance Appraisal 85.18%
*1
*2
Scale of Importance : Very important = 3, Important = 2, Rather important =1
Scale of Difficulty : Very difficult = 3, Difficult =2, Rather difficult = 1
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*3
Scale of Achievement : Exceed = 4, 90%-100% of target level =3, 70% - 90% 0f target = 2, Less than 70% of target = 1, No touch =0
(pp.259-263: the reference book)
➢ 360 degree Competency appraisal - case

360 Degree Competency-base Behavior/Capability Appraisal Standard
Name Mr. Bean UK EID No EID00010 Job Grade G5
Job Title Section Head Division PC Department Whole sales Section domestic Team
Appraisal*1
Managerial Competency Criteria
Wright Level of Managerial Competency*1 Self Superior Colleague
No.1 Accountability: I can explain our section goals/objectives (KPI) cross-functionally, and responsible for managing our section to achieve our goals/objectives.
30% 3 3 2 3
Communication: I can organize the interactive section meeting with our members to share my opinion & idea cross-functionally, and guide them to follow our
No.2
sectional direction. Also prepare informal sectional communication when necessary 10% 3 3 2 3
Decision-Making: I can make decision tactically regarding the team/group issues by utilizing the statistical and/or logical decision-making tools from short-term
No.3
perspectives, and share the result with our members. 20% 2 3 2 2
Human Relations: I can communicate among section members formally and informally, encourage them to challenge and develop cross-functionally. Also
No.4
conduct/organize sectional counseling when necessary. 10% 3 3 3 3
Problem-Solving: I can solve the problem cross-functionally regarding the section issues by utilizing the systematic and/or optional problem-solving tools
No.5
from short/medium-term perspectives, and share the result with our members. 30% 3 3 3 2
Appraisal Ratio among Self, Superior and Colleague 20% 50% 30%
Achievement level of Managerial Competency by coefficient 22.0% 43.3% 27.0%
Achievement level of Managerial Competency Appraisal by 360 degree evaluation 60% 55.4%
Appraisal*1
Technical Competency Criteria
Wright Level of Technical Competency*1 Self Superior Colleague
No.1 PC architecture: I can explain present the architecture of our new PC product.
30% 3 3 2 2
No.2 SQL data-base: I can assign the IT engineer to design SQL data-base.
30% 3 3 2 3
No.3 IT global standard: I can explain the IT global standard to our client.
40% 2 2 2 2
No.4
No.5
Appraisal Ratio among Self, Superior and colleague 20% 50% 30%
Achievement level of Technical Competency by coefficient 20.0% 40.0% 27.0%
Achievement level of Technical Competency Appraisal by 360 degree evaluation 40% 34.8%
Final Competency ( Managerial + Technical) appraisal (% ) 90.2%
Final Competency ( Managerial + Technical) appraisal (Level :S,A,B,C,D) A
*1
Scale of Appraisal : Perfect = 3, Good = 2 , To be improved = 1
Range of Level
Level
Max Min
S - 100%
A 99% 85%
B 84% 70%
C 69% 50%
D 49% -
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Appraisal of behavior while executing job 【Case: Japanese company】
Position-based behavior appraisal table by hierarchy

Department/Section: Position : Name：
（Section chief）
Self appraisal by superior

【１． Situation of job
Appraisal item and content (Comment when Coordinator
execution】 (Comment when necessary)
necessary)
<1. Formulating action plans: formulate action plans based on the needs of stakeholders (markets, customers, communities), based on departmental
policies>
① Grasp the needs of stakeholders: Accurately grasp the needs and issues of stakeholders.
② Prepare options regarding action plan: Have clear images of outcomes, and formulate optimal action plans from multiple perspectives.
③ Good timing of decision-making: Consider the priority among options, and make decision to decide the best option at an appropriate timing.
<2. Communication: to agree on matters of concern>

① Build trust relationship: Build trust with external and internal stakeholders.
② Negotiation / Adjustment: negotiate and coordinate the content of job/task with responsible stakeholders.
③ Collaborate with other departments: Keep in touch with other departments from day to day, and build cross-functional relation among departments.
<3: Execution of responsible job/task: perform job/task as a person in charge of responsible work>
① Responsibility awareness: As a responsible person in charge, challenge on issues and solving problem.
② Flexibility: In case of occurring emergency or a unpredicted change, respond flexibly according to the situation.
③ Efficient management of job/task operations: Based on the purpose and the level of achievement regarding responsible job/task , proceed efficiently from time and
labor cost.
<4. Management of the workplace and human resources: effectively manage the workplace and personnel, and attain goals/objectives of section in charge>
① Job/task Allocation: Assign job/task appropriately of subordinates in the workplace , taking into consideration the importance of job/task, the role, motivation, ability,
experience etc. of them.
② Progress management: Monitor and feedback the progress (achievement of KPI and competency, budget consumption) of job/task execution through information
sharing among section members, and realize job/task execution in his/her section in charge effectively and efficiently.
③ Performance management: Share performance indicators such as KPIs and competency, appraise the result of achievement fairly, and reflect it to the HRM/HRD
system.
<5. Human resources development and workplace revitalization: train subordinates and provide activity to promote growth and revitalization of section in
charge>
① Capability development of subordinates: Utilize OJT and Off-JT to promote development of human resources that motivates subordinates by promoting their
skill/knowledge development.
② Revitalize the workplace: Actively promote the proposal system and QCC to foster an open and challenging workplace climate, and revitalize it.
③ Organizational Capacity Development: Support standardization and Kaizen activities, and accumulate knowledge and know-how of the entire workplace.
【２．Total appraisal of
behavior Rater Coordinator
when excuting job/task】
(Comment) (Raing score） (Comment when necessary) (Raing score）
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11. Salary design by Performance Appraisal (KPI and Competency)
➢ Wage and bonus design linking to the achievement level of KPI and Competency
Postion-based pay sstructure, utilizing the achievement of KPI and competency

Table 1. Appraisal level and range
Appraisal level of
achievement Range of appraisal
S Moer than 100%
A （The renge is decided by HRM/HRD policy of the company）
90% < A <=100%
B 75% < B <= 90%
C 50% < C < =75%
D Less than 50%
Table 2. Coefficient of KPI & competency appraisal on each position-based grade

Coefficient on each position-based grade
Postion-based grade
G1 G2 G3 G4 G5 G6 ・・・ G11
Junior Senior Team Section Acting Head of Department Division Vice
Position
employee employee leder head department head head president
Table 4. Position-based monthly salary (base salary, performance-based salary, and total salary)
Coefficient of
KPI appraisal
Position-based grade and salary
90% 70% 40% 50% 60% 70% 80% 90%
Coefficient of competency
G1 G2 G3 G4 G5 G6 ・・・ G11
appraisal 10% 30% 60% 50% 40% 30% 20% 10% Grade
Acting Head of Department
（The % is decided by HRM/HRD policy of the company） Position Junior employee Senior employee Team leder Section head
department head
Division head Vice president
Base salary 100,000₮ 200,000₮ 300,000₮ 500,000₮ 1,000,000₮ 1,500,000₮ 2,000,000₮ 4,000,000₮
Table 3. Decision of total achievement level by Table 1 and Table 2 S 120% 120% 120% 120% 120% 120% 120% 120%
Total achievement = (KPI achievement (%) x Coef. of KP(%)) + (competency achievement(5) x Coef. of competency(%)) Coefficient for A 100% 100% 100% 100% 100% 100% 100% 100%
Total achievement level : Categolize the total achievement into S,A,B,C,D performance-
B 70% 70% 70% 70% 70% 70% 70% 70%
based pay
C 50% 50% 50% 50% 50% 50% 50% 50%
D 20% 20% 20% 20% 20% 20% 20% 20%
S 108,000₮ 168,000₮ 144,000₮ 300,000₮ 720,000₮ 1,260,000₮ 1,920,000₮ 4,320,000₮
KPI achievement level A 90,000₮ 140,000₮ 120,000₮ 250,000₮ 600,000₮ 1,050,000₮ 1,600,000₮ 3,600,000₮
Pay by KPI B 63,000₮ 98,000₮ 84,000₮ 175,000₮ 420,000₮ 735,000₮ 1,120,000₮ 2,520,000₮
C 45,000₮ 70,000₮ 60,000₮ 125,000₮ 300,000₮ 525,000₮ 800,000₮ 1,800,000₮
Performance-based D 18,000₮ 28,000₮ 24,000₮ 50,000₮ 120,000₮ 210,000₮ 320,000₮ 720,000₮
pay S 12,000₮ 72,000₮ 216,000₮ 300,000₮ 480,000₮ 540,000₮ 480,000₮ 480,000₮
Competency achievement level A 10,000₮ 60,000₮ 180,000₮ 250,000₮ 400,000₮ 450,000₮ 400,000₮ 400,000₮
Pay by
B 7,000₮ 42,000₮ 126,000₮ 175,000₮ 280,000₮ 315,000₮ 280,000₮ 200,000₮
competency
C 5,000₮ 30,000₮ 90,000₮ 125,000₮ 200,000₮ 225,000₮ 200,000₮ 200,000₮
D 2,000₮ 12,000₮ 36,000₮ 50,000₮ 80,000₮ 90,000₮ 80,000₮ 80,000₮
S 220,000₮ 440,000₮ 660,000₮ 1,100,000₮ 2,200,000₮ 3,300,000₮ 4,400,000₮ 8,800,000₮
Base salary + A 200,000₮ 400,000₮ 600,000₮ 1,000,000₮ 2,000,000₮ 3,000,000₮ 4,000,000₮ 8,000,000₮
performance-based Total pay B 170,000₮ 340,000₮ 510,000₮ 850,000₮ 1,700,000₮ 2,550,000₮ 3,400,000₮ 6,720,000₮
pay C 150,000₮ 300,000₮ 450,000₮ 750,000₮ 1,500,000₮ 2,250,000₮ 3,000,000₮ 6,000,000₮
D 120,000₮ 240,000₮ 360,000₮ 600,000₮ 1,200,000₮ 1,800,000₮ 2,400,000₮ 4,800,000₮
31
12. Method to derive Competency in organizations
➢ Utilization of strategy map

• Clarify Competency to the strategy map, and set the competency linked with strategy and KPI
Corporate Upper Goals, business plan, strategy, and KPI
Strategy, KPI & Strategy, KPI &

Financial competency competency
Strategy, KPI & Strategy, KPI &

Market/
competency competency
Customer
Business process Strategy, KPI & Strategy, KPI &

Growth & HR Strategy, KPI &

Strategy, KPI &
32
➢ Utilization of business process analysis

• KPI and competency are the Key Success Factor to control each business process effectively.
Business process 1 Business process 1 Business process 1 Business process 1
Department 1
Department 2
Department 3
NO YES
Department 4
Select necessary competency to control each

Control point ・－－－－ process・－－－－・－－－－
effectively, and achieve KPI ・－－－－
KPI ・－－－－・－－－－・－－－－・－－－－

・－－－－・－－－－・－－－－・－－－－
Competency ・－－－－・－－－－・－－－－・－－－－
・－－－－・－－－－・－－－－・－－－－
33
➢ Utilization of job analysis
• Identify the necessary competency to execute job/task effectively through job analysis
PDCA-based structured Job Analysis Worksheet linking with BSC

Dep/Sec： . Position： . Position (Grade): 　　　　　　　　　 . Name：　 .
Financial: Customer: Business Process: Learning & Growth:

Individual KPI
・・・・
・Plan:
Main Role & Responsibility
・Do:
Detecting part of competency
・Check: ・Action:
・Others
Job Identification Competency Training Working
Degree of Difficulty
Regular Job Irregular Job Imp. Framework Hours
Managerial Technical
Daily job Weekly job Monthly job Yearly/Quarterly Work job Innovative/Kaizen Job Qnt. Qlt. Rank OJT OJT/Oｆｆ－JT
Plan
Do
Identify the necessary
competency to execute
job/task effectively
Check
Action
　　　　　　[Importance ー　◎：very important、　○：rather important、　△：less important],　　　[Rank - (↑)：to superior, （→）：for oneself , （↓）：to subordinate], 　　[Quantity/Quality ー　◎：very difficult、　○：rather difficult、　△：rather easy]
34
➢ Utilization of job process analysis
• Identify the necessary competency to operate job/task process effectively through job process analysis
Section： Baking section

Job/Task process analysis & description
Section chief： xxxx
Group：
Group leader：
Person in charge:
Main job/task： Preperation of raw material
Goals Job/Task symbol Job/Task process flow

Job/Task step Control point Human error Countermeasures
KPI （OITDS） IN Raw material preparation process OUT Photo
Place all the
The 1st step
5S: 90% equipment in the Preparation of 5S management manual
Check of shop-floor environment Check the environment
specified place
Confirm whether the
　　The 2nd step Turn on the screen machine
screen machine is Blunder
Turn on the screen machine
grounded
　　The 3rd step Precise quantity of Flour Put flour in a screen machine Flour
Flour: 3.5t total Count mistake Confirmation of production volume
Put the flour in a screen machine flour
Screen operation
The 4th step Proper operation of Check the state and amount of flour screened
time: 2 hours/ Incorrect setting of operation time Maintenance of inspection manual
Check the state and amount of flour screened screen machine Time and quantity
1 time
The 5th steep Sugar Carry sugar to the second floor
Sugar: 1 ton total Safe movement Accident / injury during movement
Carry sugar to the second floor with an elevator
The 6th step
Carry sugar from the elevator to the vicinity of the Safe movement Accident / injury during movement Transport aisle check Carry sugar to the vicinity of the bunker Sugar
bunker
The 7th step Check the state and quantity of sugar
Zero impurities Impurity management Overlooking impurities Maintenance of inspection manual
Check the state and quantity of sugar Time and quantity
The 8th step Combine 10 bags of flour and sugar

90 bags total Quantity management Count mistake Reconfirmation of quantity
Combine 10 bags of flour and sugar
The 9th step Flower

Flower oil: 4 ton total Safe movement Accident / injury during movement Transport aisle check oil Carry flower oil near the elevator
Carry flower oil near the elevator
Detecting part of competency

The 10th step
Put the flower oil in a pot
190kg per pot Quantity management Count mistake Reconfirmation of quantity Put the flower oil in a pot
Flower
oil
The 11th step

Store drums at the stock yard
Store drums at the stock yard
　　The 12th step

Quantity management Count mistake Maintenance of inspection manual Check the quantity of drums
Check the quantity of drums Time and quantity
Raw material Prepare raw materials for the next day

　　The 13th step
required the following Quantity management Mistake of data input The section chief regularly manages it
Prepare raw materials for the next day
day: 100% secured
Kaizen of work environment, cleaning,

The 14th step handover
Perform 5S activities.
Improvement of work environment, cleaning, Accurate handover
Thoroughly management by position.
handover
Necessary skill/Competency by OJT (On-the-Job training) by Off－JT: (Off-the-job training : seminar, in-house training, etc.)
#1：Inspection skill OJT by direct superior
#2: Responsibility awareness According to rules and guidance, the section chief will conduct training
#3: Machine operation skill The equipment repair division conducts training. 35
➢ Identification of PDCA-based competency
PDCA Managerial competency Technical competency

Cycle
Plan ・・
stage ・・
・・
・・
Do ・・
stage ・・
・・
・・
Check ・・
stage ・・
・・
・・
Action ・・
stage ・・
・・
・・ 36
36
➢ Behavior-based competency dictionary (case: The British Council)
Competency Category : Team Working

Team working is about co-operatively, across Our organization works across department, organizations and
cultures and organizational boundaries to achieve cultures. Stuff must work co-operatively together sharing best
shared goals. practice, breaking down departmental barriers, and
communicating fully on new initiatives and priorities.
Level 1 (Works co- Level 2 (Involves others) Level 3 (Builds the team) Level 4 (Creates team
operatively) working)
・Willingly co-operates. ・Actively includes ・Proactively shares information and ・Creates new opportunities
・Is not afraid to seek individuals from diverse learning with colleagues. for individuals to work
advice from others. backgrounds in team ・Addresses conflicts or issues within the together, breaking down
・Puts in extra effort when activities. team in a positive and open manner. barriers that many get in the
needed to help others. ・Capitalizes on diverse skills ・Provides clear feedback to team members. way of effective team
and ideas. working.
・Recognizes that the ways ・Uses understanding of different interests
of getting things done in ・Spends time helping others and agendas to achieve positive outcomes. ・Challenges others to do the
different departments, think through issues. same.
・Uses Emotional Intelligence to understand
organizations and ・Speaks positively of others team dynamics and to harmonize and ・Is a model of co-operative
communities are not the ・Takes the time to learn synergize energies of the team . behavior.
same. about and understand other ・Commits time and
organizations and culture. resources to team-based
projects.
37
➢ Design the Competency Dictionary for the student of FTU
Competency Category : .
Level 1 ( 1st grade student ) Level 2 ( 2nd Grade student ) Level 3 ( 3rd grade student ) Level 4 ( 4th grade student )
38
Refence documents
Tangible Countermeasures to intensify Competency
・Action Learning
・Competency 360°multi-dimensional Feedback
・Competency Appraisal Interview
39
9. Necessity and Countermeasures to Intensify Competency
➢ Features and necessary condition of Competency
“Competency” is not merely the latent, capability and trait to do jobs. Competency means the package of
"knowledge, skill, attitude and behavior needed to achieve high level of outcome through doing jobs“, and
must define the level of tangible content of action in line with actual jobs.
➢ Countermeasures to intensify Competency
In order for intensifying Competency, not only conventional IQ-based training, but also EQ-based training
and circumstance arrangement are needed to introduce participant's behavior modification. Tangible
countermeasure for this purpose are as follows:
・Competency (Action) learning
・Competency 360°multi-demensional Feedback
・Competency appraisal interview
・Organizational activation & Competency intensification
40
10. Framework of Countermeasures for Competency development
➢ Framework of Countermeasures for Competency development
Feedback Gap-analysis
（Goal - Current）
Competency (Action) learning Learning

(Simulation of issue-solving, group exercise） effect
Needs Analysis
Competency 360°multi-dementional
In case of: Feedback ・Behavior
・Promotion （Appraisal gap elimination training among superior, modification
・Competency colleagues and subordinates）・Business
appraisal Competency Interview process
・Organizational Appraisal Interview for behavioral capability, task efficiency
activation achievement, and problem-solving, also feedback. ・
・Competency Achievement
intensification Organizational activation & Competency of role/resp.
intensification & KPI
（Workplace activation for Promotion of
Competency utilization, support of issue-solving
Input Conversion Process Output 41
Countermeasures to intensify Competency-3
・Competency Interview
42
Competency interview & intensification-case study（1/4)
Competency interview is a assessment method to see eye to eye between interviewer and interviewee,
analyze 1) the type of person, 2) knowledge, skill, and behavioral trait to achieve their
role/responsibility/objectives , and judge the level of capability such as positive action, problem-solving &
decision-making, and others. By feeding back the result of Competency interview, Intensification of
Competency can be realized.
< (A) Interviewer （B）Interviewee >
1. A→B： I heard that you are a member of ITC Project. Please let me know your role in the project.
B→A: My role in ITC project is to assist leader, and plan and execute the annual program of ITC
project as a sub-leader. Moreover, I advice on the trouble and challenge in the present ITC project
implementation, and strive to promote discussion and information sharing among the project members. To get
agreement regarding the future direction of the project from project members is rather difficult, but also
challenging for me.
★ Point of interview: confirm the environment and role of (B).
2. A→B： Let me know the background that you are selected as a sub-leader.
B→A: It is the commendation from a project leader. My role in the previous project is to realize the
wide-range communication among project members. The project leader recognized my positive and
open-wind attitude, and recommend me to be a sub-leader. I decided to accept the new role.
★ Point of interview: evaluate the [Relation management capability] in a process selected as a sub-
leader in the previous project.
3. A→B： Did you have an experience to take pains for coordinating the relationship among stakeholders
while implementing project activities?
B→A: I proposed an idea of carrying out the workshop including all project members and external expert
about “Visualization of progress" which is an important theme of Project Management for the purpose of
acquisition of project management capability for deploying ITC Project effectively. There were different ideas and
opinions among project members, and it was difficult to have obtained unification of purpose.
★Point of interview： Episode should be asked concretely as much as possible, and confirm the “Awareness
of role achievement" by delving into an interviewee's behavior and a thought.
4. A→B： What point was concretely difficult?

B→A: Team members who were not interested in "Visualization of progress" and had low motivation showed
their opinions to implement more pleasant program. It was difficult to have arranged and summarized such
opinions.
★Point of Interview： identify the topic under the difficult situation, and confirm the
[Corresponding capability].
5. A→B： How many members are having opposed?

B→A: around ten. Five members had complained to introduce new method of progress management
regarding the project. Others were approved.
★Point of interview： listen carefully, and predict the difficulty of implementation. 44
6. A→B： How did you solve the problem/issue ?

B→A: The common ownership awareness that biggest problem was preventing of the progress delay
was fixed among all project members. For the reason, we clarified the main cause of the problem by brain-
storming. Then, we examined the solutions to solve the main cause of this problem by using thinking tools
(specifically Cause and Effect Diagram, and others. According to the result, we prepared optional solutions,
screened and set priority on each the solution from "cost-performance", "immediate effectivity", "urgency"
perspectives. Finally we selected the priority No.1 solution :"
introduction of Progress Management Software" which is the effective tool of "Visual Control“. By utilizing
the software, we could confirm the progress of the project among members visually. And accordingly we
could expect the impact of preventing the progress delay.
★Point of interview： confirm the tangible capability such as : [Logical thinking
capability],[Problem-analysis capability], and [Problem-solving capability], being utilized
under the difficult situation.
7. A→B： Did you utilize these countermeasures for other cases ?

B→A: No I did not.
★Point of interview： After probing one episode deeply, then ask whether he/she took the same action
under other situation. Accordingly confirm the [Repeatability & consistency of the capability
demonstration]. 45
■ Summary of the result of Competency interview against an interviewee[B]

・Autonomy and positiveness were recognized, always considered activating project teams, and took action
him/her-self.
・Relationship management capability, involving capability of team members by good proposal, tenacity,
and leadership were recognized.
・Problem-solving capability which deliver the tangible solution are already acquired. For the reason, it is
expected that he/she can take the same action in the future.
・ However, there was no other case where experiences and knowledge acquired through the previous case
were utilized. Coaching to let him/her utilize their past experiences and knowledge is important without
finishing transient (evoke the further behavior modification).
■Key Success Factor of Competency interview

・Attend the Competency interview by being conscious of the Competency category which is used for
evaluating interviewee.
・Let interviewee look back upon the past specific scene of problem-solving, and listen the concrete
behavior he/she took on that occasion.
・Just hear the behavior itself interviewee performed, and avoid the way of hearing which guides
interviewee by interviewer's influence.
・Change the way of question, when interviewee is in trouble by counterreply and/or the content of answer
46
is ambiguous. Move to the following topic, If it seems that counterreply still does not change.
Assessment Result of Competency Interview
Assessment of Competency Interview

Competency Score
1. Relation management capability 4
2. Awareness of role achievement 4
3. Corresponding capability 3
4. Logical thinking capability 4
5. Problem-analysis capability 3
6. Problem-solving capability 4
7. [Repeatability & consistency of the
2
capability demonstration
47

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1

Career Design and Skill

The 8th :2019.11.11

Motivation, Matching Matching

Organizational Vision, Value, Mission, Business Goals/Objectives

Organization Goals/Objectives New Tendency

➢ Competencies are individual characteristics which must be demonstrated to provide evidence of

How to develop Behavior

➢ New York State : Department of Civil Service/ Governor’s office in USA-Ⅰ

➢ New York State : Department of Civil Service/ Governor’s office in USA-Ⅱ

➢ New York State : Department of Civil Service/ Governor’s office in USA-Ⅲ

Competency Category : Customer Service Orientation

Competency Category : Holding People Accountable

Competency Category : Flexibility

Realize fair &

Performance Appraisal Competency Appraisal

Strategic HRM/HRD System 16

Select Competency for achieving

Performance Gap analysis Competency

Utilization Field of Competency

Recruitment Job rotation Capacity Competency Decision of CDP（Career

Formulate Corporate/department (SBU) strategy & KPI

Clarify individual role/responsibility, KPI and competency

Implement structured job analysis

Formulate job description by job analysis

Formulate of process analysis and description

Make KPI & competency based performance appraisal criteria

➢ Strategy, KPI and Competency for SHRM

Top down Corporate

➢ Deployment table of corporate/SUB/department/section/individual KPIs

Department/Section/Team/Individual KPI deployment linking to corporate strategy & KPI

➢ KPI deployment of individual role/responsibility, KPIs and action plan

Deployment table of department goals/objectives, role/responsibility, and KPI

Business goals/objectives of the department

Position-based main role/responsibility

Perspective KPI item KPI target Action plan

➢ Six methods of job analysis

Observation Technical Conference Individual Interview

Group Interview Structured Dairy Method

PDCA-based structured Job Analysis Worksheet linking with BSC

Financial: Customer: Business Process: Learning & Growth:

Main Role & Responsibility

➢ Typical content of job description （Case of the US)

Describe general items about Job

Identify necessary conditions to implement the job effectively

KPI & Competency-based Job Specification/Description

8. Necessary Competency (Knowledge, Attitude, and Skill)

9. Others ( He or She should know.)

KPI, Role & Competency Appraisal Appraisal Result*3

Appraise result of KPI (Strategy related ) 60 64 44

Appraisal Result of main role/Responsibility 39 39 35

Appraisal result of competency 54 60 36

11. Performance Appraisal (KPI, Role/Responsibility and Competency)

➢ 360 degree Competency appraisal - case

Position-based behavior appraisal table by hierarchy

Self appraisal by superior

<2. Communication: to agree on matters of concern>

Postion-based pay sstructure, utilizing the achievement of KPI and competency

Table 2. Coefficient of KPI & competency appraisal on each position-based grade

➢ Utilization of strategy map

Corporate Upper Goals, business plan, strategy, and KPI

Strategy, KPI & Strategy, KPI &

KPI ・－－－－・－－－－・－－－－・－－－－

　　The 12th step