Relationship Development and Maintenance

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Draft Competency Model for the Head of Youth and Sports Division of Youth and Sports Department in Binjai City

Introduction

The Binjai City Youth and Sports Agency is a government institution responsible for managing various activities related to the development of youth and sports in this city. Unfortunately, the performance of this institution is classified as poor, which is evident from the lack of routine activities and direct interaction with the community. This problem is largely caused by the inability of the head of youth to carry out their duties optimally. One of the main reasons for this is the placement of employees who do not possess the required competencies, resulting in a negative impact on their performance.

The Need for a Competency Model

In order to improve the performance of the Binjai City Youth and Sports Agency, it is essential to design a competency model for the head of youth and sports division. This model will serve as a reference for the selection of employees who will occupy the position, ensuring that they possess the necessary skills and competencies to carry out their duties effectively. The competency model designed in this study refers to the theory put forward by Loma (1998), which explains how to build a competency model for a specific position.

Methodology

The method used in this study was qualitative research, which involved observation techniques, interviews, focused group discussions, and document collection from the Binjai City Youth and Sports Agency. This approach allowed for a comprehensive understanding of the requirements and competencies necessary for the head of youth and sports division.

Core Competencies

The proposed competency model consists of five core competencies, which are essential for the head of youth and sports division to possess.

Organizational Knowledge: A deep understanding of the structure, function, and policies of the organization is crucial for the head of youth and sports division to make informed decisions and carry out their duties effectively.
Communication Skills: The ability to communicate effectively with various parties, both orally and in writing, is essential for building relationships and achieving the goals of the organization.
Relationship Development and Maintenance: The ability to establish and maintain good relations with society and stakeholders is critical for the head of youth and sports division to build trust and credibility.
Flexibility: The ability to adapt to changes in situations and needs is essential for the head of youth and sports division to respond to emerging challenges and opportunities.
Creativity: The ability to develop new ideas in the management of youth programs is crucial for innovation and improvement.

Specific Job Competencies

In addition to the core competencies, the proposed competency model also includes six specific job competencies, which are essential for the head of youth and sports division to possess.

Leadership: The ability to lead and motivate the team is critical for achieving the goals of the organization and building a positive work culture.
Planning: The ability to plan activities and programs well is essential for ensuring that the organization's goals are achieved and that resources are used effectively.
Ingenuity (Resourcefulness): The ability to overcome problems in innovative ways is critical for responding to emerging challenges and opportunities.
Problem Analysis: The ability to analyze various problems that arise in the field is essential for identifying solutions and making informed decisions.
Decision Making: The ability to make the right decisions and have a positive impact is critical for achieving the goals of the organization and building trust and credibility.
Team Orientation: The ability to work together in the team and prioritize the interests of the team is essential for building a positive work culture and achieving the goals of the organization.

Conclusion

The proposed competency model for the head of youth and sports division of the Binjai City Youth and Sports Agency is designed to improve the performance of the institution and enhance the quality of services to youth. By selecting employees who possess the necessary competencies, the organization can ensure that its goals are achieved and that youth programs run more optimally. The application of this model can also be a strategic step in improving the overall performance of the institution, which in turn will have a positive impact on the development of youth in the City of Binjai.

Recommendations

Based on the findings of this study, the following recommendations are made:

The Binjai City Youth and Sports Agency should adopt the proposed competency model as a reference for the selection of employees who will occupy the position of head of youth and sports division.
The organization should provide training and development programs for employees to enhance their competencies and improve their performance.
The organization should establish a performance management system to monitor and evaluate the performance of employees and ensure that they possess the necessary competencies to carry out their duties effectively.

By implementing these recommendations, the Binjai City Youth and Sports Agency can improve its performance and enhance the quality of services to youth, ultimately contributing to the development of youth in the City of Binjai.
Frequently Asked Questions (FAQs) about the Draft Competency Model for the Head of Youth and Sports Division of Youth and Sports Department in Binjai City

Q: What is the purpose of the draft competency model for the head of youth and sports division?

A: The purpose of the draft competency model is to provide a reference for the selection of employees who will occupy the position of head of youth and sports division, ensuring that they possess the necessary skills and competencies to carry out their duties effectively.

Q: What are the core competencies included in the draft competency model?

A: The draft competency model includes five core competencies, which are:

Organizational Knowledge
Communication Skills
Relationship Development and Maintenance
Flexibility
Creativity

Q: What are the specific job competencies included in the draft competency model?

A: The draft competency model includes six specific job competencies, which are:

Leadership
Planning
Ingenuity (Resourcefulness)
Problem Analysis
Decision Making
Team Orientation

Q: Why is it essential to have a competency model for the head of youth and sports division?

A: A competency model is essential for ensuring that employees possess the necessary skills and competencies to carry out their duties effectively. This, in turn, will improve the performance of the organization and enhance the quality of services to youth.

Q: How can the draft competency model be used in the selection of employees?

A: The draft competency model can be used as a reference for the selection of employees who will occupy the position of head of youth and sports division. This will ensure that employees possess the necessary skills and competencies to carry out their duties effectively.

Q: What are the benefits of implementing the draft competency model?

A: The benefits of implementing the draft competency model include:

Improved performance of the organization
Enhanced quality of services to youth
Increased efficiency and effectiveness
Improved employee morale and motivation
Better decision-making and problem-solving

Q: How can the draft competency model be used in the development of employees?

A: The draft competency model can be used as a reference for the development of employees, ensuring that they possess the necessary skills and competencies to carry out their duties effectively. This can be achieved through training and development programs, coaching, and mentoring.

Q: What are the next steps in implementing the draft competency model?

A: The next steps in implementing the draft competency model include:

Reviewing and refining the competency model
Developing a training and development program for employees
Establishing a performance management system to monitor and evaluate employee performance
Providing coaching and mentoring to employees
Continuously evaluating and improving the competency model

Q: Who should be involved in the implementation of the draft competency model?

A: The following individuals should be involved in the implementation of the draft competency model:

Senior management
HR department
Training and development team
Employees who will occupy the position of head of youth and sports division
Stakeholders, including community leaders and youth organizations

Q: What are the potential challenges in implementing the draft competency model?

A: The potential challenges in implementing the draft competency model include:

Resistance to change from employees
Limited resources and budget
Difficulty in measuring and evaluating employee performance
Limited access to training and development opportunities
Difficulty in maintaining a positive work culture

Q: How can the potential challenges be addressed?

A: The potential challenges can be addressed by:

Communicating the benefits of the competency model to employees
Providing training and development opportunities to employees
Establishing a performance management system to monitor and evaluate employee performance
Providing coaching and mentoring to employees
Continuously evaluating and improving the competency model