Download - Competency Based Pm

7/28/2019 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.