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ROAD MAP PENGEMBANGAN KAPASITAS
PEGAWAI LEMBAGA ADMINISTRASI
NEGARA DAN APARATUR NEGARA
Sri Handayani
PUSAT PROMOSI INOVASI DAN PENGEMBANGAN KAPASITAS
22 October 2014
CAPACITY BUILDING DEFINITION
Capacity: the ability or power of an organization to apply its skills, assets and resources to achieve its goals.
ƒCapacity Building: an on-going evidence-driven process to improve the ability of an individual, team, organization, network, sector or community to create measurable and sustainable results
Organizational Capacity Building: the strengthening of internal organizational structures, systems and processes, management, leadership, governance and overall staff capacity to enhance organizational, team and individual performance.
PRINCIPLES CAPACITY BUILDING
Principles in the design, implementation and monitoring of organizational capacity building initiatives and programs is critical to successful capacity building processes and sustainable results : Ownership and Leadership
Demand-driven Technical Support
Participation
Context-specific
Evidence-based capacity building practices: (approach, tool, and methodologies)
Results-oriented capacity building (develop and used indicator to measures)
Learning and knowledge exchange
FRAME WORK DATA AND INFORMATION CAPACITY AND INTEGRITY
PERSONAL AND TEAM
KAPASITAS
PERSONAL
VISI DAN MISI
LAN
KAPASITAS
PERSONAL KAPASITAS UNIT
KERJA
(KEBUTUHAN
ORGANISASI)
GAP KAPASITAS
SHARE VALUES
PENGEMBANGAN
KAPASITAS
INCREASING
PERFORMANCE
ORGANIZATIONAL
PROGRAM ROAD MAP
EXISTING CONDITION OBJECTIVES
FUNCTIONAL NEED
HIGH IMPACT BUSINESS PROCSSES
ORG & COMPLEXITY DRIVERS
TRAINING & KAJIAN (OUTPUT)
FUTURE CONDITION TARGET KINERJA
REKOMENDASI AWAL
GUIDING PRINCIPLES
GAP ANALYSIS ORGANIZATIONAL INITIATIVE
FUNCTIONAL INITIATIVE
ARCHITECTURAL IMPERATIVES
PROCESS INITIATIVES
TECHNOLOGY INITIATIVES
OPTIMIZATION
PLANNING PROGRAM ROAD MAP PROCESS WILL BE FOCUS ON PLACING
BUSINESS OBJECTIVES, INITIATIVES, AND PROJECT ON THE ROAD MAP.
COMPETENCE
Definition
People’s ability, alone or in organization, to solve situational and
targeted tasks
Learning gives new Competence, attitude, and knowledge controls our
actions
Competence mapping connection between what the company needs,
and what worker can perform and eventually detect a gap.
Competence Gap ( the companies and institutional Gap) existing
knowledge in the organization and needed knowledge.
Gap has come into being because demanding and only institutional that
adapt to these higher demand will survive.
GAP ANALYSIS
Strategi-strategi
dan Rencana
Pengembangan
Kapasitas
GAP
Analysis
Evaluation/Continuing Improvement
Vision / Values
Existing Condition
Bussiness plan
PERSONAL GAP ANALYSIS
Evaluate different dimensions self assessment
Repeat evaluate again alignment with vision, mission department;
Evaluate the Organizational’s current capabilities;
Resulting gap analysis alignment with vision, mission organization.
ORGANIZING COMPETENCE DEVELOPMENT
Competence alignment with COMPANY’S goal
and strategic planning
Core competence of company
Arrange program for development
competence
Individual/personal to make following question
(what kind of competence is valuable for me;
both in the context of the challenges of the
company and for the general development of
society; and obtain the ”asked for” competence
and how can I implement in the practical
working?)
Mapping competence: individual perspective, the
business perspective, the challenging world
perspective, collaboration, learning in network.
POTENTIAL GAPS
MITIGASI RISK “GAP COMPETENCIES”
Methode mapping competence : Created procedure for personal interviews collect data from worker; check information with public
demands change regulation; customer satisfaction, and impact global environment;
Discussed all aspects about day to day management of company and development for the future strategic created action plan; preparing company meeting to meet public oriented to increasing customer satisfaction;
Discuss competence with board management 4 aspects be evaluate (problem insight, type of knowledge base, organizational conditions for learning, positive, and negative relations, important methods for learning in the chosen process;
Report back to the company how the process has effected the competence generally and how identified initiative s have adapted.
Another method : Organizing the work of mapping look at the strategy of the company, describe to make master get
success;
Mapping critical competence areas describe future demands, gap between the worker current competence and future demand;
Mapping current competence and find each worker job content and current demand to skills;
Identifying gap between current status and critical competence areas. clarifying company regularly , worker wants and ambition related company ‘s need;
Make a priority list shoeing next and related budget and measure criteria;
Establishing procedures systematic and continuing supervision;
Make sure that increasing competence really contributes to better day to day management of the company;
Make sure increasing competence makes the company more ready for future demands.
COLLABORATION Collaborative and learning and collaborative work
tools : E-mail
FGD
World wide web
Chat
Desktop videoconference
Share documents
Lack in competence following areas IT, using collaborative tools
Future Methods training based on in-house training. Company discover training needs to address identified
competence gap;
Continually focus on improvement areas company undertake regular self assessments or independent external institutions
GAP ANALYSIS AND ACTION PLAN REPORT
Model action plan for mitigate gap competence