Competency Based Pm
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Transcript of 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.