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Using Performance Competencies to Drive Results
Presented By:
Jerry Van Oort, Gary Gardner, Ron Strand
Objectives of Today’s Meeting Introduce Competency-Based
Performance Evaluation Explain components of an Effective
Employee Development Program Understand the importance of Just-in-Time
training in achieving corporate results Discuss Check-for-Understanding Tools
What Determines Success or Failure?
All corporations deal with adverse situations & crisis.
Success or Failure is NOT determined by WHAT
happens.
Success or Failure IS determined by how the corporation RESPONDS.
Successful Corporations…
Have the Organizational Depth to deal with crisis and growth!!
Have the ABILITY TO RESPOND with SPEED!! Have invested in their most
important resource…their people!!
Successful Corporations… Can’t anticipate every business issue and
crisis!
Understand the value of employee development.
Can ensure they have properly developed their employees.
Think of the worst employee you ever
worked with!
Why did the employee fail at
their job?
Be specific.
Sell $1 MM Account
Negotiating SkillsProduct KnowledgeMarket Knowledge
Interpersonal Skills Influencing SkillsCommunication Skills Teamwork
Planning and Organization Skills Presentation Skills
Objective: Sell a NEW $1 Million Account
RESULTS
SKILLS
COMPETENCIES
Discussing Competencies…
Is Judgmental. Requires Data. Can be Confrontational. May be Sensitive. Requires a lot of work to do it right!
Why do Managers not discuss competencies with employees?
Discussing Competencies
If Employees are FIRED because of their COMPETENCIES, shouldn’t bosses talk about competencies?
YES…But the organization needs to give managers and employees the tools.
Effective Performance Management Programs are… Anchored in corporate values and beliefs. Job Family specific. Results-Focused. Competency-Based. Linked to Employee Development.
Performance Improvement Plan Just-in-Time Training Check for Understanding Longer Term Development
Performance Management Program Components
Anchored in Company Values and Beliefs
Will be a program de jour and lack credibility.
Will not be a long term contributor to improved corporate results.
Will be a “Personnel” program.
Performance Management Program Components
Which approach has greater credibility and likelihood of use?
Generic list of Employee Attributes and Values.
List of available company training programs.
Job Family Specific Evaluation Process. Objectives Competencies Accountabilities Training Plan Employee Development
Plan Just-in-Time Training Check for
Understanding
Performance Management Program Components
Job Family- A group of occupations performing work requiring similar skills, education, training and credentials.
What are examples of Job Families?
Performance Management Program Components
Examples of potential Job Families: Director / Manager Supervisor Professional Administration Sales Representative Chemist Laboratory Technician Customer Service Representative Administration Support Hourly Associate
Performance Management Program Components
Job Family specific Performance Evaluation
Contributes to increased credibility and use of the program.
Enables the Company to “tailor” training programs to the needs of a group (as opposed to one size fits all).
Defines the jobs in a manner that improves communication between Manager and Employee.
Performance Management Program Components
Performance Measurement must be… Results-Oriented
SMART Performance Objectives: Specific – Describe precisely what is to be
achieved. Measureable – Quantified. Achievable – Are you attempting too much? Realistic – Have sufficient resources have been
provided? Timed – Specific due dates.
Accountabilities Clearly defined Job Performance Expectations.
Performance Management Program Components
Admin Prof
Supervisor Manager Director
Ethical Behavior X X X X
Organizational Development
X X
Making Tough People Calls
X
Presentation Skills
X X
Data Management
X X
Competencies… Are defined for each job family. Define the skills, values and behaviors critical
for success on the job.
Performance Management Program Components
Individual Development Plan… Job Family specific evaluation ensures the
employee knows what is expected for “On Target” performance.
Job Family defined Competencies and Accountabilities help the employee evaluate the skills needed for advancement.
Individual Development Plans ensure the employee is continually improving his/her skills.
Performance Management Program Components
Employee Development
Performance Improvement Plan- Specific plan to improve performance for any Accountability/Competency where the employee is “Below Target”.
Developmental Training - Job Family specific training ensures employees are trained on skills critical to their job.
Just-in-Time Training - Enables employees to develop or reinforce skills when needed & at the lowest possible cost.
Objectives of Today’s Meeting Introduce Competency-Based
Performance Evaluation Explain components of an Effective
Employee Development Program Understand the importance of Just-in-Time
training in achieving corporate results Discuss Check-for-Understanding Tools
Individual Development Plan1. Measure/Assess Need2. Plan3. Appropriate pre-work 4. Training5. Individual Development Plan 6. Apply Learning7. Interactive Peer Learning 8. Measure
Individual Development PlanCase Example
Case Example Bill is a chemist. Jane is his manager. Nancy is the
Learning and Development Specialist.
Jane would like Bill to serve as a team lead on an upcoming project.
Step 1 – Measure/Assess Need
Case Example Competency-Based
Performance Evaluation
identified a need.
Competency to be
developed – Interpersonal
Skills.
Step 2 - Plan Employee Development Plan
Bill meets with Jane to agree on the objectives for his Interpersonal Skills training experience.
Are you requiring managers to meet with the person who will be taking the training prior to
the training?
Is each manager and the person taking the training agreeing on objectives for his/her
training experience?
Step 3 - Appropriate Pre-Work
Possible pre-work: Pre-test Reading Definitions Core concepts Manuals Targeted 360
Nancy identified a targeted 360 as the most effective method.
What are you doing to help people prepare to maximize their learning experience?
Step 4 - Training
Nancy recommended a blended approach.
Blended Learning E-learning course
On-the-job application with self-reflection
Check for understanding
Peer learning discussion groups
Measurement
Step 4 - Training
Effective Learning Design… Places responsibility
for learning on the learner Activity Guide directs the
learner and incorporates 8 easy steps.
Increases assurance of application on the job
Increases retention People retain 80 – 100%
of what they DO!
Checks-for-understanding
Includes interactive peer learning Participants tell us the best
part is learning from other learners.
Measures results Test for understanding. Test for knowledge. Demonstrating. Targeted 360.
Step 5 - Update Individual Development Plan
Bill meets with Jane to update his Individual Development Plan.
Some of the components are: Competencies and Skills In order to improve these skills,
I will need to… Do More of… Do Less of… Begin doing…
“Payoffs” for doing this include…
Overcoming obstacles Obstacles or barriers, which could
prevent me from making these changes…
Strategies/tactics for removing obstacles and barriers…
Support How could my manager help me make
these changes? Who else in my organization can
support my efforts to improve? How would they be of help?
Step 6 - Apply Learning
Bill applies learning on the job!
Reflect on results of applying learning.
For instance, use CRO: Circumstance – What was the situation? Response – What skills did you use and how did you
use them? Outcome – What was the end result? What is going
to happen next? How will he use what he has learned in future
situations?
Step 7 - Interactive Peer LearningBill participates in a peer learning or virtual learning session.
He presents his answers to(on-the-job application assignment).
Share success Learn from failures Best practices of peers Identify what he needs to do better or
differently.
What are you doing to reinforce new learning?
Step 8 - Measure
Jane asks regularly: Bill, how have you used the
skills from the “Interpersonal Skills”
course today?
90 days after course – Targeted 360.
Measurement tools: Test for knowledge Test for
understanding Demonstrating Targeted 360What are you doing to measure?
“People respect what you inspect; so inspect what you expect!
Individual Development Plan1. Measure/Assess Need2. Plan3. Appropriate pre-work 4. Training5. Individual Development Plan 6. Apply Learning7. Interactive Peer Learning 8. Measure
Objectives of Today’s Meeting Introduce Competency-Based
Performance Evaluation Explain components of an Effective
Employee Development Program Understand the importance of “Just in
Time” training in achieving corporate results
Discuss Check-for-Understanding Tools
Check-for-Understanding Tools
Online Testing
DVD-Based Systems
Competition and Game-Based Systems
Job knowledge and skills-based observations and evaluations
What Determines Success or Failure?
All corporations deal with adverse situations & crisis.
Success or Failure is NOT determined by WHAT
happens.
Success or Failure IS determined by how the corporation RESPONDS.