Human Resource Competency Development Strategy for Becoming the Social Bank

Abstract

The objectives of this research study were 1) to study and synthesize the contexts of human resource management and human resource competency development for becoming the social bank; 2) to examine the competency-based human resource management; 3) to study the future employee skill development; and 4) to create the human resource competency development strategy for becoming the social bank. The finding researches were found that 1) Government Savings Bank prioritized its employees, which can drive any mission to the success according to the visions of the organization. The competency-based human resource management consisted of 3 aspects, namely, Core Competency, Leadership Competency/Managerial Competency, and Functional Competency. Moreover, the future employee skill development consisted of 3 aspects, including Cognitive Skill, Business Skill, and Technological Skill. 2) In terms of the competency-based human resource management, the Functional Competency affected the efficiency and effectiveness of becoming the social bank with a statistical significance level of 0.05. 3) The future employee skill development affected the efficiency and effectiveness of becoming the social bank with a statistical significance level of 0.05. 4) The human resource competency development strategy for becoming the social bank consisted of Strategy 1: Organization Competency Development, Strategy 2: Employee Competency Enhancement for Competitiveness, Strategy 3: Knowledge and Innovation Management Development, Strategy              4: High-Potential Employee Development for Position Replacement and Future Leader Preparation, Strategy          5: Organizational Culture Development and Employee Engagement Building, and Strategy 6: HR Infrastructure Capacity Optimization.