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1、Competency based performance systems: best practice guidelines,R. Palan Ph.D.,1,Preparation for change,A squirrel survives the winter not because of its severity but because of its preparation for the winter.,2,Competency based performance,Human Capital as a competitive advantage Maximising the valu
2、e and R.O.I.,3,Useful,Current environment of change, process jobs and self managed teams,4,Performance current position,Current systems research base They make no difference to the R.O.I of the company What is missing?,5,Performance management - current,Strategy Planning, Coaching, Review What happe
3、ned Now the focus is on future & development,6,Competency based performance,New perspective Make a difference to the bottom line Process competencies Achieve job results,7,Key goals,Aligning employees with organisational vision, mission, values and strategies. Distributing “just in time” learning op
4、portunities. Integrating performance systems Building and retaining intellectual capital,8,Framework for the session,Competency in practice today. Competency based performance management systems (PMS) practices today. Competency approaches Best practices Implementation strategies SMR experience,9,Th
5、e ice-berg model,10,The ice-berg model,Visible Hidden,11,Causal flow model,IntentActionOutcome MotiveKnowledgeJob output TraitSkill Self concept,12,What are competencies?,Core Functional Behavioural,13,The debate,Behavioural Vs Cognitivists,14,Core,Distinctive properties of the organisation Strength
6、s of the organisation Core competence e.g. FEDEX distribution and service,15,Behavioural competencies,Properties of the person What people ARE? Underlying characteristics of an individual that is causally related to criterion-referenced effective and/or superior performance in a job situation. e.g.
7、achievement orientation,16,Functional competencies,Properties of the job What people do? The demonstration of knowledge, skill and attitude required to do the job to a required standard. e.g. Able to perform TIG welding,17,Motives,Achievement orientation,18,Traits,Physical characteristics,19,Self co
8、ncept,Self confidence,20,Knowledge/Skill,A surgeons knowledge of the human body. A surgeons physical skill to operate ensuring the patient is well and alive.,21,Characteristics included in competency models,22,Develop Vs Hire,You can teach a turkey to climb a tree, but it is easier to hire a squirre
9、l.,23,Framework for the session,Competency in Practice today. Competency based performance management systems (PMS) practices today. Competency approaches Best practices Implementation strategies SMR experience,24,Performance Management Systems,Appraisals driven. Focus on Traits, Behaviours, Results
10、.,25,Performance,Each approach requires a different intervention,26,Behaviour and Competencies,Performance is not outputs or results Behaviour is one of the causes of output,27,The argument,Performance not within the control of the individual Behaviour is within the control of the individual,28,Best
11、 practices - effective performance,Mean,29,Best practices - superior performance,One S.D. above the mean,30,The picture,Chart,31,Psychologist William James,A difference which makes no difference is no difference.,32,Framework for the session,Competency in Practice today. Competency based performance
12、 management systems (PMS) practices today. Competency approaches Best practices Implementation strategies SMR experience,33,Two approaches,Threshold minimum acceptable level Differentiating superior performers,34,Threshold,Purely knowledge and skills driven. Easier to develop. Skill the masses to a
13、minimum standard Government initiatives to develop local expertise,35,Threshold/Functional,Ensuring the minimum is in place before you talk about superior performers.,36,Behavioural,Differentiating. Superior performers relates to top 1/10. Used by companies with adequate expertise but desire to push
14、 up the performance bar.,37,Framework for the session,Competency in Practice today. Competency based performance management systems (PMS) practices today. Competency approaches Best practices Implementation strategies SMR experience,38,Best practices Competency focus,Driven by the goals of the organ
15、isation. Functional approaches civil aviation, manufacturing Behavioural approaches oil companies Integrated models airlines, utilities, transportation,39,Best practices - competency models,Assessment is the key. Applications usually at Job: Person match,40,Best practices - behavioural,Develop a com
16、petency model. Establish criterion samples Compare high performers with low performers. Behaviour event interviews Expert panels Studying incumbent/future jobs.,41,Best practices - design approaches,Behavioural model define performance criteria criterion sample collect data develop model validate prepare applications,42,Best practices -functional models,Position Person Audit Gap Programme Performance,43,Best practices scalable models,Catalogue of Comp
