HANDOUT 2

KONSEP DASAR
DAN MODEL
KOMPETENSI
JOHNY RUSDIYANTO, MSDM DI ERA REVOLUSI
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 KONSEP DASAR KOMPETENSI
DIERA RI. 4.0
1. ISTILAH TENTANG SDM BERKOMPETENSI
DAN BUKAN SDM BERKUALITAS
2. KOMPETENSI ADALAH KAPABILITAS
INDIVIDU/SDM UNTUK MENYELESAIKAN
PEKERJAAN
3. SEMUA AKTIVITAS MSDM HARUS BERBASIS
KOMPETENSI
4. PENGGUNAAN DENGAN TEKNOLOGI
TERKINI (Digital, IoT, AI, CPS dan DT)

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TECHNOLOGICAL COMPETENCES AND IT’S
TYPE
• TECHNOLOGICAL COMPETENCE: capability to
create and use a particular field of technology effectively,
which is gained through extensive experimentation and
learning in its research, deve-lopment and employment
in production (Fai & von Tunzelmann, 2018).
• The Rise of HOLOGRAM TECHNOLOGY
Competencies
• 4 K (ULTRA HIGH) TECHNOLOGY Competencies for
presenting visualization things and imagination creatures
• The need of VIRTUAL REALITY AND AUGMEN-TED
REALITY TECHNOLOGY Competencies

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 TAMPILAN HOLOGRAFIS

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 4 K (ULTRA HIGH) TECHNOLOGY

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 VIRTUAL REALITY TECHNOLOGY

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 COMPETENCY DEFINITIONS

SECARA UMUM PENGERTIAN

KOMPETENSI ADALAH KAPABILITAS
YANG DIMILIKI SDM UNTUK
MENYELESAIKAN PEKERJAAN

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 COMPETENCY DEFINITIONS
1. The Enduring traits and characteristics that deter-mine
performance (by Recruitment Specialist)
2. A written description of measurable work habits and
personal skills used to achieve work objectives (Paul
Green)
3. As a combination of skills, knowledge and beha-viors
that is important for the success of the organization,
personal performance, and enhanced contribution
(O’Neal and White)
4. Competency describes what outstanding perfor-
mance is in a given job. They mark the difference
between average job performance and outstanding
performance (McBeer)
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 COMPETENCY DEFINITIONS
5. A cluster of related knowledge, skills, and attitu-de
that affects a major part of one’s job (a role or
responsibility), that correlates with performance on the
job. (Scott Perry)
6. An underlying characteristics of a person which
results in effective and/or superior performance in a
job (Boyatzis)
7. The state of quality of being properly or well
qualified (The American Heritage Dictionary)
8. Keterpaduan antara kemampuan (ability), ke-ahlian
(skill), pengetahuan (knowledge) & sikap
(attitude) yang dilakukan SDM untuk menghasilkan
kinerja terbaik.(Rusdiyanto)
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 JR COMPETENCE MODEL
ABILITY

KNOWLEDGE

SKILL ATTITUDE
Competencies serve as the bridge to move the organization from ‘AS IS’ to ‘TO BE’ processes

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 CORE COMPETENCE
Is a unique bundle of technical know-how that is central to
the organization purpose (Hammel and Prahalad)

Competency Categorization

THRESHOLD COMPETENCIES: These are the essential

characteristics (usually knowledge or basic skill) that everyone in a
job needs to be minimally effective but that do not distinguish
superior from average performers.
DIFFERENTIATING COMPETENCIES: These factors
distinguish superior from average performers. This is a competency
that differentiates superior from average performers
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 COMMON MISTAKE AND TRAPS
1. COMPETENCE IS NOT A TRAIT
 A trait is a distinguishing characteristic of per-sonality: in
the work world there are a number of common traits that creep into
competency model lists: confidence, loyalty, assertiveness,
detail orientation, openness, valuing people, etc
 Personality traits are formed at an early age, and some
researchers believe that certain elements of personality may
have a generic factor. Personality is hard to change, even
with help of a trained therapist. So traits end up being what
someone brings to the job. Once people are on the job, typical
develop-ment activities have little chance of changing
personality
 “Hire for Traits, train for skills” competency projects deal
with performance issues only. Consequent-ly traits have no
place in a competency model

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 COMMON MISTAKE AND TRAPS
2. COMPETENCE IS NOT A MOTIVATIONAL
ATTITUDE
 The final mistake often made in defining competence is to in-
clude motivational element. The reason these should be
excluded from a discussion of competence is similar to that for traits
 Motivational attitudes are integral to the personality of a worker,
such as: assertion, decisiveness, aggression, ambition,
commitment, self-confidence, dedication, focus, etc
 A popular performance analysis tool that allows this approach is
THE CAN DO or WILL DO CHART. CAN DO refers to
the employee’s qualification to do the job, and WILL DO
refers to the employee’s motivation to perform

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 COMPETENCY GROUPING (Tucker and Cofsky, 1994; Spencer,
1990)

1. SKILLS: the demonstration of expertise (e.g., the skill to

make effective presentations, or to negotiate success-fully)
2. KNOWLEDGE: information accumulated in a particular
area of expertise (e.g. accounting, management, etc)
3. SELF-CONCEPTS: attitudes, values and self-image
4. TRAITS: a general disposition to behave in certain ways
(e.g. flexibility, serious, lazy, etc)
5. MOTIVES: recurrent thoughts driving behaviors (e.g.
drive for achievement, affiliation, etc)

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 COMPETENCY GROUPING (Rusdiyanto,2001)
1. KNOWLEDGE (PENGETAHUAN): akumulasi peng-
etahuan tentang sesuatu hal yang dikuasai benar oleh individu
untuk menyelesaikan pekerjaan
2. ABILITY (KEMAMPUAN): kapabilitas individu yang
berkait dengan pola berpikir untuk bertindak dalam
menyelesaikan pekerjaan (misal: berpikir, menganalisis, dll)
3. SKILL (KEAHLIAN): kapabilitas individu yang bersifat
teknis aplikatif dan bersifat repetitif dalam menyelesaikan
pekerjaan (misal: presentasi, memasak, mengemudikan mobil, dll)
4. ATTITUDE (SIKAP): perilaku, respon dan tindakan yang
diperlihatkan ketika berinteraksi dengan orang lain atau
lingkungan dan didasarkan pada norma-norma dan nilai-nilai
yang berlaku

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THE FUTURE OF JOB COMPETENCY
REQUIREMENTS

THE NEED OF 4 D IN WORK

ENVIRONMENT

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 COMPETENCY DEMAND , 2018 VS 2022

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 LATIHAN !!!
• Lakukan Analisis Kompetensi dan Teknologi yang
mencakup variabel KNOWLEDGE, ABILITY,
SKILL, dan ATTITUDE untuk beberapa jabatan
berikut:
• Manajer Pemasaran/SDM/Produksi/Finansial
• Sales Promotion Girl
• Kasir
• Koordinator Wilayah
• Petugas Keamanan

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