[F:\AP009.ppt] Eastern Regional Health Authority Údarás Réigiúnda Sláinte an Oirthir CIPD Using...

$: [F:\AP009.ppt] Eastern Regional Health Authority Údarás Réigiúnda Sláinte an Oirthir CIPD Using competencies and business values to build a performance.$
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Eastern Regional Health Authority Údarás Réigiúnda Sláinte an Oirthir

CIPD

Using competencies and business values to build a performance management system that’s linked to business objectives.

John Loughran

November 2003

PEARN KANDOLA

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OVERVIEW

Performance management - the first of the fundamentals.

Competencies in performance management - a lot done…

Values in performance management - making a good tool sharper.

Discussion points.

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Practice of occupational psychologists Founded in 1984 54 staff, 30 occupational psychologists Dublin and Oxford Focused expertise

PEARN KANDOLA

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EXPERTISE AND VALUES

Act with integrity Always deliver Work in partnership Apply psychology Push the boundaries

AssessmentDevelopment

Diversity

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KEY PSYCHOLOGICAL PRINCIPLES

“What gets measured - gets done”.

“You get what you pay for”.

“You can take a person out of the bog, but can’t take the bog out of the person”.

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PERFORMANCE MANAGEMENT

THE FIRST OF THE FUNDAMENTALS

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To create organisational success by optimising the individual’s contribution over time.

PERFORMANCE MANAGEMENT - THE RATIONALE

What gets measured - gets done.

Align contributions Clarify expectations Facilitate equitable recognition and feedback Ensure personal and career development Assist with organisational agility

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FIRST OF THE FUNDAMENTALS

Employee engagement

Innovation

Work-life balance

Ethical practice

Talent management

Managing diversity

Performance Management Capability

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COMPETENCIES IN PERFORMANCE MANAGEMENT

A LOT DONE...

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The ideal framework: making it real; how many levels? how many competencies?

Linked to reward or not? Coping with the complexity. Supporting processes.

COMPETENCIES - KEY ISSUES

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Tailored to your organisation Future proofed Multiple levels as appropriate

THE IDEAL FRAMEWORK

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MULTIPLE LEVELS

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Level 1

Level 2

Level 3

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Tailored to your organisation Future proofed Multiple levels as appropriate

THE IDEAL FRAMEWORK

Optimum competencies to ensure precision

Complimented with a thorough expertise directory

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LINKED TO REWARD OR NOT?

Cons Discourages

acknowledgement of development needs.

Inappropriate context for learning.

Unreliable

Pros Encourages impassioned

discussion of objectives.

Shows that the organisation takes development seriously.

You get what you pay for.

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COPING WITH THE COMPLEXITY

1. Diagnosis

2. Objective setting

3. Ongoing activity and review

4. Repeat diagnosis

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Development directories Coaching Mentoring Manager 1:1s Assignments 360° feedback

SUPPORTING PROCESSES

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COMPETENCIES IN PERF. MGMT. CRITICAL SUCCESS FACTORS

Shared understanding of the benefits Top level commitment Tolerance of management discretion Management competence Development focus

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VALUES IN PERFORMANCE MANAGEMENT

MAKING A GOOD TOOL SHARPER

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VALUES DEFINED

“While the vision of the organisation tells the team in which direction the organisation is going and what it plans to accomplish, the organisation’s values tell the team how to

accomplish the vision. Values are the subtle control mechanisms that informally sanction

or prohibit behaviour”.

Wellins, Byham and Wilson (1991).

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Walt Disney (excerpt) No cynicism; Creativity, dreams and imagination.

SONY (excerpt) Being a pioneer - not following others; doing the

impossible.

VALUES - SOME EXAMPLES

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Lloyds TSB (excerpt) Accessibility - Being approachable,

honest, straightforward and welcoming whenever, wherever and however customers want us.

VALUES - SOME EXAMPLES

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COMPETENCIES & VALUES

Represent the true identity of the organisation

Explain the “WHY” behind our actions

Remain fixed over time

Are non-negotiable

Represent the desired style of behaviour of the organisation

Explain the “HOW” of our actions.

Must change over time.

Must not be prescriptive

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Customer Focus Respect for each other Teamwork Initiative Professionalism Quality

VALUES - DISTINCTIVE?

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Environment

HOW IT ALL COMES TOGETHER

Performance

CompetenceValues

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Individual and organisational values - a battle for dominance?

Are values-driven organisations experiencing the benefits?

Values in performance management. Supporting practices.

VALUES - KEY ISSUES

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Organisational behaviour Personal values

“I believe this is right”

“It’s important to me to do it this way”

A BATTLE FOR DOMINANCE?

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Organisational values

“This is what is important around here”

“From experience, if I were you I’d do it this way”

A BATTLE FOR DOMINANCE?

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For the individual: More powerful psychological contract Less need for personal branding

For the organisation: Powerful organisational branding Clarity of focus over time Consistency of behaviour Setting higher standards

THE BENEFITS

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Review objectives Review values Establish the profile Link to the competencies

VALUES IN PERFORMANCE MANAGEMENT

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SAMPLE PRO-FORMA

Times when it was evident:

Times when it was not evident:

On target�

Some progress�

Little progress�

Act with integrity

4 or 5 indicators• • • • •

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More insightful / personal conversations More meaningful benchmark Establishes links between competencies Clearer focus on consequences of

behaviours

THE BENEFITS

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VALUES IN PERF. MGMT. CRITICAL SUCCESS FACTORS

Clear set of values Widely understood Widely lived Managers as coaches

Shared understanding of the benefits

Top level commitment Tolerance of management

discretion Management competence Development focus

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Power structures Metrics Role modelling People processes Messages Rituals Artifacts

SUPPORTING PRACTICES

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CIPD

Using competencies and business values to build a performance management system that’s linked to business objectives.

www.pearnkandola.com

John Loughran

PEARN KANDOLA

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