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Competency Based Pm

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    COMPETENCY BASEDPERFORMANCE MANAGEMET

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    BASICS..

    Performance Appraisal is the systematic

    evaluation of the performance of employeesand to understand the abilities of a person for

    .

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    A performance management process

    sets the platform for rewarding excellence by aligningindividual employee accomplishments with theorganizations mission and objectives and making theemployee and the organization understand the importanceof a specific job in realizing outcomes.

    includes results, actions and behaviors, it helps theemployees in understanding what exactly is expected out oftheir jobs and setting of standards help in eliminating those

    jobs which are of no use any longer.

    Through regular feedback and coaching, it provides anadvantage of diagnosing the problems at an early stage andtaking corrective actions.

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    Performance Management is both a strategic

    and an integrated approach to deliveringsuccessful results in organizations by

    the capabilities of teams and individuals.

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    PURPOSE OF COMPETENCY BASED

    PERFORMANCE REVIEW

    To provide an OBJECTIVE and CONSISTENT

    performance review process

    To encourage effective performance

    To provide a working management tool not a

    paper exercise

    To link performance clearly to business needs

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    HOW DOES THE COMPETENCY BASED

    REVIEW WORK

    EXAMPLE:

    The Competency Based Performance Review uses

    the competency profile in the job description

    the basis for assessing overall performa

    The Competency Based Review Form, which is

    available on Personnel/Training pages, has three

    parts. A separate form is available for Principal

    Managers.

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    1. Performance Review

    The job holders and line managers joint assessment

    and agreed record of performance during the reportingperiod covering

    Review of targets set in Action Plan and other

    Impact of training & development on performance

    Assessment of core and job specific competencies

    Overall assessment

    Review of personal and professional aims

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    2. Personal Action Plan

    The job holders and line managers agreed

    record of

    Targets for the coming year

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    3. Training & Development Needs

    The job holders and line managers agreed

    record of

    Training and development needs

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    PERFORMANCE REVIEW Review of

    Targets & AchievementsJob holders input

    Job holder to complete the first page of the form and forward tothe line manager. This part of the form should be used by jobholder and line manager to prepare for the performance review

    interview

    Personal Action Plan and to identify other achievements during thereporting period

    Job Holder to identify any training & development (courses, projectwork, on-job coaching) undertaken in the reporting period andcomment on how they have been able to use this in their job

    Job holder to also identify personal and professional developmentaims and needs

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    Line managers comment

    Line manager to add any comment on targets

    and achievements including any factors

    any input from job holder

    Line manager also to comment on the impact

    on performance of any training receivedduring the reporting period

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    PERFORMANCE REVIEW Assessment of CoreCompetencies

    For completion by line manager for discussion &

    agreement with job holderFor each core competency enter the required level

    (1-5) as shown on the competency profile in the

    job holders job description Use competency dictionary and check

    performance descriptions for the level required

    Review performance against the descriptions -taking into account observed actions andbehavior displayed during the whole year

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    PERFORMANCE REVIEW Assessment

    of Job Specific RequirementsFor completion by line manager for discussion and

    agreement with job holder

    List the job specific competencies identified inthe job holders job description

    For each job specific competency enter the level

    required for effective job performance, Primary(P), Intermediate(I) or Advanced(A) as

    shown on the job description

    Assess the level which the job holder is currentlyachieving (P, I or A) using the job specificcompetency descriptors

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    EXAMPLE: Communication Competency

    Components

    Employees often told Communication is imp

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    Contd

    Does it mean written, verbal, body language,

    or all of them?

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    It is all about stated in my list of JD Negotiating: dealing with others in order to

    reach an agreement or solution; for example,consensus building.

    Persuadin : dealin with others to influence

    them towards some action or point of view;for example, recommending an innovativesolution to a problem.

    Routine info exchange: giving or receiving job-related info

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    Public speaking: making formal presentations

    before external and internal audiences

    Writing: writing and editing concise, clear

    , , .

    Effective listening: actively engaging in

    conversations in order to clearly understand

    others message and intent.

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    PERFORMANCE REVIEW Overall

    AssessmentFor completion by line manager

    Assess overall performance on basis of targets and competencylevels achieved as follows

    1. Job holder will have fully met targets within their control andexceeded competency levels required for the job

    2. Job holder will have met key targets within their control andcompetency levels required for the job

    3. Job holder will have met most targets and most of the competencylevels required for the job

    4. Job holder will not have met most of their targets and/or notachieved many of the competency levels required

    Enter the overall rating (1-4) in the box

    Advise the Head of Department of the predicted overall assessmentbefore the performance review interview with the job holder

    Add any additional comments on overall performance which maynot be clear from the review of targets and competencies

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    1.PERFORMANCE REVIEW

    Acceptance

    Job holder and line manager to sign

    acceptance of the review.

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    2. ACTION PLAN Target Setting

    Line manager and job holder to discuss and agree

    Line manager may ask the job holder to complete a draft action plan as abasis for discussion at interview.

    Individual targets should be linked to the departmental business plan

    Targets should be identified under Key Result Areas (KRAs). These areareas where the job holder needs to focus in order to deliver results in the

    job e.g Financial, Professional Standards,

    Resource Development, Quality, Marketing, Special Projects

    arge s s ou e .e

    Specific Measurable

    Attainable

    Results-orientated

    Time-phased Key Results Areas and SMART targets should be entered onto the Personal

    Action Plan with dates for review/completion using the monthly calendargrid

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    3.TRAINING & DEVELOPMENT NEEDS

    Line manager and job holder to discuss and agree

    Line manager may ask the job holder to indicate their suggestedtraining & development needs as a basis for discussion at interview.

    Personal and professional training & development aims should bediscussed with the job holder and recorded, taking into account jobholders comments on page 1 of Performance Review.

    Training and development needed to meet targets set or shortfall incompetency levels should be identified.

    Do remember that training is not just in-house courses - look atother options e.g. special projects, job expansion, coaching - seek

    advice from the training department or training

    Complete the training & development needs schedule - only needsidentified on the form will be addressed in the training plan.

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    Conclusion

    Competencies provide a very valuable addition and enhancementto the typical performance management process, with benefits forboth the employee and the organization.

    For employees, the assessment provides information on how their

    competencies support and contribute to the organization's successas well as a framework for planning learning and development intheir current role and also for their advancement within theorganization.

    ,

    valuable insights on the skills and talent pool resident within theorganization, as well as the competency gaps that need to beaddressed to meet both current and future needs.

    As such, therefore, competency assessment when broadly appliedprovides the foundation for making fundamental human resource

    plans and decisions to move the organization to higher levels ofsuccess.

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