Competency models and performance management
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Transcript of Competency models and performance management
Part Four: Competency Models and Performance Management
Luciano Gregoretti
Consultant
908.897.0924
1 - How to Develop Valid and Actionable Competency Models
2 - Competency-Based Talent Development
3 - Using Competency Models to Hire Top
Talent
4 - Competency Models and Performance Management
7 Steps to Building Top-Performing Organizations Using Competency Models: Progression
5 - Competency-Based Coaching
6 - Competency Models and Leadership
Development
7 - Integrated Talent Management and Cloud Technology
June 10th – 12th June 24th – 26th July 8th – 10th July 22nd – 24th
Aug 5th – 7th Aug 19th – 21st Sep 2nd – 4th
Integrated Talent Management
Recruiting & Selection
Performance Management
Coaching
Training & Development
Career Pathing
Succession Planning
CompetencyModel
Job Descriptions
Talent Management Strategy
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Integrated Talent Management Yields ResultsIntegrated TalentedManagement strategieshave a major impact ontangible businessresults.
Measure Impact*
Talent Retention 38%
Employee Productivity
175%
Employee Engagement
38%
Promotion Rate 76%
Bersin HR Factbook.* Against non-integrated TM
5
Talent Management Systems Need to be:
Simple
Targeted
Actionable
Towards a Definition of Performance Management
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“Performance Management is scientifically-based, data-driven technology for managing both behavior and results, two critical elements of what is known as performance”Dr. Aubrey Daniels
Performance Appraisal
Performance Coaching
Performance Planning
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Effective Performance Management
Manager Focus direct reports on goals and
results Cascade business strategy Empower people Increase focus on development
Employee• Increase clarity around
expectations• Drive engagement• Awareness of contribution to
company's success• Development tool
OrganizationImprove efficiency and effectiveness of
organizational performance
RESULTS
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Managing the “What”
Goals Business Strategy objectives Essential Job Accountabilities (Job
Description) Project related
It starts with establishing the right measurable objectives
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Managing the “How”It continues with focusing of key competencies that allow to achieve goals
Competencies Organizational Competencies Position-relevant Linked to performance
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Why the “How”?
Reduce subjectivity, misunderstanding and defensiveness
Focus employee effortsGain a more comprehensive understanding of top
potential employeeMaximize consistency and integration in managing
people
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3 Tips to Create an Effective Performance Management
1. Involve your people in designing the process
2. Train all new managers and repeat training once a year• Performance Planning• Performance Coaching• Performance Review
3. Provide technology to facilitate the process
• Facilitate on going/year long performance management
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Performance Management Process
Goal Setting
Development Plans
Semi-Annual Review
Self AppraisalManager Appraisal
(and/or 360)
Calibration (optional)
Review Meeting
On-going coaching
On-going coaching
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Performance Management Tools
SMART Goals
Coaching Sessions
Training
Competency Proficiency Assessment
Development plans
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S.M.A.R.T Goals
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Coaching
16
Training
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Competency Proficiency Assessment
Development Plan
Proficiency Assessment
Developmental Discussion
Development PlanImplementation
Multiple Check In Discussions
The Next Webinar…
REGISTER FOR THE NEXT WEBINAR!
Competency-Based CoachingAugust 5th , 2014 at 1:00 - 1:30 PM ET August 7th , 2014 at 3:00 - 3:30 PM ET
Find us at GSC – SHRM 23rd Annual Conference!
TalentFirst Speaking “Got Competencies. Now What?”
Who: Ted Power, Senior Consultant and Partner at TalentFirstWhen: Monday October 20th at 3:15 PMWhere: Atlantic City Convention Center 1 Convention Blvd, Atlantic City, NJ 0840
For more information: http://www.gscshrmconference.org/
TalentFirst Headquarters1011 US Hwy. 22 WestBridgewater, NJ 08807
TalentFirst IndiaB 45 DSIDC Industrial EstateDelhi 1100 95, INDIA
Luciano GregorettiConsultant
908.897.0924 [email protected]