Performance mgt & Competency Mapping

Dr KS Bhat,

Dena, MBA,

Atria Institute of Technology

Bangalore

Introduction: Definition of performance mgt, the PM contribution, dangers of poorly implemented PM systems, aims & role of PM Systems, characteristics of an ideal PM systems, PM process, PM & strategic planning.

Performance appraisal system: Implementation Defining perf, determinants of perf, perf dimensions, approaches to measuring perf, diagnosing the causes of poor perf, differentiat-ing task from contextual perf, choosing a perf measurement approach. Measuring results & behaviors, gathering perf information, implementing perf mgt system. Conducting Staff Appraisals: Introduction, need, skills required, the role of the appraiser, job description & job specification, appraisal methods, raters errors, data collection, conducting an appraisal interview, follow up & validation, present thoughts & future directions.

Performance mgt & employee development: Personal Development plans, 3600 feed back as a developmental tool, PM & reward systems: perf linked remuneration system, perf linked career planning &promotion policy

Performance Consulting: Concept, the need for performance consulting, role of the performance consulting, designing & using performance relationship maps, contracting for performance consulting services, organizing perf improvement department.

RECOMMENDED BOOKS

1. Performance mgt, Herman Aguinis, Pearson Education, 2007.

2. The Talent mgt Hand Book, Lance A. Berger & Dorothy R. Berger, Tata Mc-Graw Hill

1. Appraising & Developing Managerial Performance-.T. V. Rao , Excel Books

2. 3600 feedback & assessment & development Centers, Vol. I, II & III, TV

Rao, Et all, Excel Books

3. Performance mgt, Dixit Varsha, Ist edition, Vrinda Pubilcations

Assignment 1

1.a. Define performance management.

1.b What are the Contributions of Performance Mgt.?

1.c.Explain characteristics of ideal PM system.

2.a.Define performance.

2.b.What are determinants & dimensions of performance?

2.c.Explain various approaches to measure performance. How will you choose an approach?

3.a. what is an appraisal?

3.b. What are aims & roles of PM System?

3.c.Explain different methods of measuring behavior.

Competency method in Human Resource mgt Features of competency methods, historical development, definitions, approaches to mapping & case studies in competency maps.6 Competency mapping procedures & steps- business strategies, performance criteria, criteria sampling, tools for data collection, data analysis, validating the competency models, short cut method, mapping future jobs & single incumbent jobs, using competency profiles in HR decisions.7 Methods of data collection for mapping.-observation, repertory grid, critical incidence technique, expert panels, surveys, automated expert system, job task analysis, behavioral event interview8 Developing competency models from raw data- data recording, analyzing the data, content analysis of verbal expression, validating the competency models. BOOKS1. Competency Based HRM, Ganesh Shermon, TMH, 1st Edition, 20042. A handbook of Competency mapping – Seema Sangvi, Response Books, 20041. Competence at work (1993) by Lyle M. Spencer, Signe M. Spencer. John Wiley & Sons Inc2. 360 Degree feedback, Competency Mapping & assessment Centers, Radha R Sharma, Tata Mc-Graw Hill

DefinitionContinuous process of identifying, measuring & developing the performance of individuals & teams & aligning performance with the strategic goals of organization continuous process: never ending process of setting goals & objectives

Alignment with strategic goals: Managers need to ensure that employee’s outputs are congruent with the organizations goals

Different from perf appraisalThe primary objective of a performance Mgt is to ensure the maximum utilization of every employee’s skills, knowledge, & interests. At first glance, this deceptively simple statement appears to be completely employee-directed. In truth, organizations that focus on the full use of each individual’s abilities & areas of interest have a more motivated workforce; this, in turn, positively affects productivity, thereby increasing the company’s competitive edge. In the end, everyone benefits.

Difference between PA & PM

Performance Appraisal

1.Focus area is PA & Ratings

2.Emphasis on relative evaluation of individuals

3.Its an annual exercise

4.Emphasis on evaluation & ratings

5.Rewards & recognition of good perf is important

6.Designed & monitored by HR department

Performance Management

1.Focus is on P M

2.Stresses on perf. progress of individual , team & orgn.

3.Continuous process

4.Emphasis on planning, analysis, reviews, development.

5.Rewarding may or may not be integral part. Setting Perf standards are integral part.

6.Designed by HR Dept, but monitored by respective Dept .

Difference between PA & PM…. Contd.

Performance Appraisal

7.Ownership lies with HR Dept

8.KRA’s & KPA’s used for brining in objectives

9.Developmental needs are identified at the end of year

10.It is a format driven process with emphasis on the process

11.Linked to promotions, rewards, training & development

Performance Management

7.Ownership is with line Managers

8.KRA’s & KPA’s used as planning mechanism

9.Developmental needs are identified at the beginningof the year

10.It is a format driven process with emphasis on the format as aid

11.Linked to performance improvements

Contribution

Motivation to perform increasedIncreased self-esteemManagers gain insight about subordinatesThe definitions of job & criteria are clarifiedSelf-insight & development enhancedMore fair & appropriateClarity of org goalsMore emp competentBetter protection from law suitBetter & timely differentiation between good & poor performersSupervisor’s view of perf communicated clearlyOrg change is facilitated

Dangers of poorly implemented PM system

Increased emp turnoverUse of misleading informationLowered self-esteemWasted time & moneyDamaged relationshipDecreased motivation to performEmp burnout & job dissatisfactionIncreased risk of litigationUnjustified demand on managers resourcesVarying & unfair standards & ratingsEmerging biasUnclear ratings system

Aims & role of PM Systems The information collected by PMs is most frequently used for

salary administration, performance feedback, & identification of employees strength & weaknesses. PMS serves following 6 purposes:

1.Strategic Purpose : Helps top Management achieve strategic business objective.

2.Administrative Purpose : Furnish valid & useful information for making administrative decisions about employees

3.Information Purpose : To inform employees about how they are doing & about organization’s & superiors expectations.

4.Developmental Purpose : Allow managers to provide coaching to their employees

5.Organizational Purpose : To provide information to be used in work place planning & allocation of Human Resources.

6.Documentation Purpose : To collect useful information that can be used for various purposes

Characteristics of ideal PM systemsStrategic congruenceThoroughnessPracticalityMeaningfulnessSpecificityIdentification of effective & ineffective perfReliabilityValidityAcceptability & fairnessInclusivenessOpennessCorrectabilityStandardizationEthicality

Performance mgt processPrerequisites

1. Knowledge of org mission2. Knowledge of Job in question

Performance planning- results, behaviordevelopment plan

Performance execution-goal commitment, on-going perf feedback, com with supervisor, collect &

share perf data, prepare for perf review

Performance assessment

Performance review

Performance Renewal & re-contracting

PM Process6 closely related components:

1. Prerequisites- Knowledge of org mission & Knowledge of Job in question

2. Performance planning- results, behavior (KSA) development plan: result includes key accountabilities (broad areas for which emp responsible), specific obj for each key accountability & perf stds

3. Performance execution-goal commitment, on-going perf feedback, com with supervisor, collect & share perf data, prepare for perf review.

Supervisor has responsibility- observe, document update goals, feedback, resource, reinforce

4.. Performance assessment - both emp & supervisor must evaluate perf

5. Performance review- appraisal meeting. Present & future6. Performance Renewal & re-contracting- identical to perf plg. May

include new key accountabilities & competencies. May adjust goal upward.

PM & Strategic Planning

Organization’s strategic planMission, vision, goals, strategis

Unit’s strategic planMission, vision, goals, stratgies

Job descriptionTasks, knowledge, skills, abilities

Individual & team performanceResults, behaviors, developmental plan

Link among org & unit strategic plans, job descriptions,

individual & team performance

PM & Strategic PlanningStrategic plg- process that involves describing org destination,

assessing barriers that stand in the way of that destination & selecting approaches for moving forward.

PM must rely on strategic plan to be useful. The behaviors, results & emp development plans must be aligned with vision, mission, goals & strategies of org & unit.

The tasks & KSAs included in individual job description must be congruent with org/unit SP

PM directly affected by Org strategic plan. different vision, mission lead to different PM. E.g. emphasize behavior vs result

PM –primary tool to execute org strategic plan. PM should answer for all org members “what is in it for me?”

PM & Strategic PlanningHR function plays critical role in creating & implementing

strategy to realize mission / visionCommunicate knowledge of strategic planOutline KSA needed for strategic implementationPropose reward systemJob descriptionMgt System design for individual & team performance choices:

• Behavior vs result criteria• Participation –low vs high• Level of criteria- individual vs team• System orientation- development vs administrative• Rewards- pay for performance vs pay for position

Build support Business strategy

HR strategy

Competence

Defining performance Underlying characteristic of a person which enable him to

deliver superior functioning.E.g. works with others within & outside the unit in a manner that improves effectiveness; shares information & resources; develops effective working relationships; build consensus; constructively manages conflicts.

Performance is about what people do & not employees produce of their work.

PM Include behavior & results. However perf definition does not include results of behavior

Behavior- evaluative (outstanding, significantly meets std, fully or does not meet stds, unacceptable- +ve, neutral, -ve) & multidimensional (works with others in a manner that improves effectiveness, shares inf & resources, develops effective working relation, builds consensus, constructively manages conflict)Perf= declarative knowledge x procedural knowledge x motivation. If any

determinant =0, performance=0

Competency in terms of behavior, output, results

People have & acquire

competencies

Applied in theform of behavior

Our behaviorproduces outputs

How this is doneyields results

Determinants Declarative knowledge Procedural knowledge Motivation

Fact cognitive skill choice to perform

Principle psychomotor skill level of effort

Goals physical skill persistence of effort

interpersonal skill

Performance dimension

Task performance contextual performance

Varies across the job fairly similar across job

Likely to be role prescribed not role prescribed

Antecedents :abilities, skill personality

contextual performance

Enthusiasm, volunteering, cooperate, follow rules/procedure, endorsing, support

Approaches to measuring performanceTrait approach- emphasizes individual performer & ignores

specific situation- cognitiveBehavioral approach- emphasizes what employees do.

Appropriate when link between behavior & result is not obvious. Outcomes occur in distant future, poor results due to causes beyond employee’s control.

Results approach-emphasizes outcomes & results produced by employee. Appropriate when- worker skilled. Behavior & result related, result show consistent imp over time & there many right ways to do job.

choosing a perf measurement approachBehavior vs results approach

Behavior approach is most appropriate when Link between behavior & result not obviousOutcome occur in distant futurePoor results due to cause beyond performer’s control

Result approach is most appropriate when Workers skilled in the needed behaviorBehavior & results relatedResults show consistent improvement over timeThere are many ways to do job

Measuring results & behaviorsResult

Determine accountabilitiesDetermine objectivesDetermine performance standard

Behavior Define competency- critical KSADescribe specific behavioral indicators that can be observed during

competency demonstration Describe specific behavioral indicators that can be observed when does

not demonstrate competency List suggestions for developing competency in question

Measuring resultsAsk questions like ‘what are different areas of focus for

the individual? In each area what obj? how do we measure how well result achieved?

1.Determine accountabilities from job analysis/ job description. Group into task clusters.

2.Determine relative degree of imp of accountabilities based on time spent, impact, consequence of error

3.Determine obj. specific, challenging, agreed, significant, prioritized, achievable, time-bound, communicated, flexible, limited in no

4.Determine performance standards Specific, measurable, concrete

Measuring behavior2 types of competencies- differentiating & threshold. E.g communication measured thro indicators. Components

Competency definition & Specific observed behavioral indicators descriptionDescription of specific behavior likely to occur when some doesn’t demonstrate competency

List of suggestions to develop competency2 evaluation systems – Comparative absoluteSimple rank order essaysAlternation rank order behavior check listsPaired comparison critical incidentsForced distribution graphic rating scaleComparative-in simple rank order system, emp ranked from best to worst performer. Paired comparison explicit comparison between all pairs of employees no of comparisons=n(n-1)/2 Forced distribution-emp apportioned normal dist.

Comparative evaluation (Ranking) methods(a)Alteration ranking method

The individual with the best performance is chosen as the ideal emp. Other emp ranked against this emp in descending order of comparative performance on a scale of best to worst performance. Usually involves rating by > one assessor. The ranks assigned by each assessor averaged & a relative ranking of each member is determined. While this is a simple method, it is impractical for large groups. In addition, there may be wide variations in ability between ranks for different positions.

(b)Paired comparison The paired comparison method systematizes ranking and enables better comparison among individuals to be rated. Every individual in the group is compared with all others in the group.

c) Checklist method The assessor is furnished with a checklist of pre-scaled descriptions of behaviour, which are then used to evaluate the personnel being rated (Monga, 1983). The scale values of the behaviour items are unknown to the assessor, who has to check as many items as she or he believes describe the worker being assessed. A final rating is obtained by averaging the scale values of the items that have been marked.

Behaviourally anchored rating scales (BARS)(d) consists of sets of behaviorial statements describing good or

bad perf with respect to important qualities. These qualities may refer to inter-personal relationship, planning & organizing abilities, reliability & adaptability. These statements are developed from critical incidents collected both from the assessor & the subject. E.g.

Project mgt is knowledge of plg, updating status, working within budget & delivering project on time. Rate project mgt awareness using following scale:

BARS include use of graphic rating scale that use critical incident as anchor.

Unaware or not interested

Needs trg Aware of responsibilities

Excellent K, performance of skill

Superior perf of skill, ability to train others

Assessment centre(e) technique is used to predict future performance of employees were they to be promoted. The individual whose potential is to be assessed has to work on individual as well as group assignments similar to those they would be required to handle were they promoted. The judgment of observers is pooled, and paired comparison or alteration ranking is sometimes used to arrive at a final assessment. The final assessment helps in making an order-of-merit ranking for each employee. It also involves subjective judgment by observers.

Absolute SystemEvaluation without direct reference to other employees.Write an essay s,w, suggestion- no quantitative inf, unstructuredCheck from listing behavioral statements e.g emp arrives at

work on time: 1 never, 2-sometimes 3-often, 4-fairly often 5-always overall rating=add all no of checked responses

5 point scales more used than 3/7 ptCritical incident gathers reports of situations in which emp

performed behavior effective or ineffective in accomplishing job.Graphic rating scale may use BAR, may use critical incident as

anchors.

Diagnosing cause of poor performanceAsk poor perf is due to deficiency in declarative or procedural knowledge or motivation?

Methods: InterviewObservationOff-the-shelf questionnaire

What can be done to remedy? Draw an action planImplementReview

Gathering performance informationStudy identified jobsIdentify major categories of skillsIdentify probable competencies

Study identified jobsIdentify exhaustive set of job families e.g. accounting, production mgt, ENGG, treasury, mktg, research etc.

Obtain role data for identified job familiesIdentify job roles within job families. Prod mgr, cashier Obtain role data for each job (See role profile format)Review the job roles for its clarity-job purpose, obj, key responsibilities, critical success factor

Review for inadequacies & improve upon role prrofile formConduct a peer review exercise

Gathering performance information-contdSources

Supervisor, Peers, Subordinates, Self, CustomersDisagreement across sourcesRater’s bias- whether rater expects +ve or _ve consequence of

accurate ratings. E.g relationshipRating distortion (higher rating)

Maximize rating to raise rewardsEncourage empAvoid create written recordAvoid confrontation with empPromote undesirable emp out of unitMake the mgr look good to his boss

deflated ratingShock empTeach rebellious emp a lessonSend a message to emp to consider leavingBuild documented record of poor performance

Train raters

Gather inf- Identify major categories of skillsEach job has min skill requirements to establish proficiency level, to

perform roles effectivelyDetermine skills required to perform job effectivelyAssign weights to each of the skills on 5 point scale to establish

relative importanceMap the skill on an inter job family comparable basis, to enable

correlated understanding of the use of each skill in job context.Enable each job family & jobs within each job family to gain

consistency in skills required for the jobSkills required are determined on a functional & mgrl basis &

demonstrate capabilities that would enable a role incumbent to perform job. Consequently every job has its set of critical & supplementary skills. Eg. Problem solving- fact finding, budgeting- plg & forecasting

Identification of such skill sets would establish a boundary within which competencies should be defined. Competencies tend to be articulated from within the defined or pre determined skill sets

Skills could be in some role profile called as abilities etc. differentiate those & delineate skills.

Gather inf-Identify probable competencies

List the skills & evaluate which of them needs to be emphasized behaviorally

Evaluate the relative important scores that have been given to each skill or skill sets.

Add or eliminate skills that appear to overlap & cause conceptual confusion

Clarify additional skills & reason for placing those skills in relation to a particular job

Re look at role profile & evaluate whether adequate skills defined to fulfill expectations

Evaluate any competencies already mentionedList critical competenciesCheck whether all competencies listed

Implement PM SystemAnalyze dataReview & finalize competency listConduct competency definitionAssign proficiency levelsValidate Reinforce proficiency levels of critical competenciesRefine, redefine competency definition if reqd.Run a pilot focus group

Implementing performance management systemImportant steps before pm implementation:

Implement communication plan: to gain support for the system. Questions to be addressed:

• What is PM? Goals? How in other organizations?• How it fits with org strategy?• What are tangible benefits?• What are the steps? How it works?• What are ind responsibilities?• How related with promotion, compensation?

Training programme for raters: Minimize errors, take care of bias• Raters’ error training, Behavioral observation training• Self-leadership training

Cover what is PM, how it fits strategy, what’s in there for me, how it works, responsibility, relation with other initiative

Pilot testing the systemImplement & evaluate the system.

Confidential employee survey. No of employees evaluated, distribution of performance rating, quality of inf

gathered & perf meetings, overall cost/benefit ration, unit & org level perf indicators

TrainingsRaters’ TRG areas includeReasons for implementing PMAppraisal form & system mechanicsIdentifying & ranking job activitiesHow to observe, record & measure perfHow to minimize errorsConducting appraisal errorsHow to train, counsel, coach

Frame of reference trgEvaluate 3 empGive appraisal form & read instructionsDiscuss emp behaviors that illustrates perf levelShow videoDiscuss videoGive feedback

Behavioral observation trg to minimize unintentional errorsUse of notes & dairies Record sample of incidentsDo not depend on memory alone

Self leadership trgObserve & record beliefs & assumptions, analyze, develop more

constructive belief, substitute dysfunctional thoughts with functional thinking, continue monitor

Pilot testImplement system entirely without recordingMeeting takes place, data gathered, dev plan designed,

feedback providedNote difficulties encounteredCorrect flawsReview how well system worksCommunicate

Selection of emp for pilot test important. Unidentified group. Select common jobs.

Pilot test can provides huge savings. Early revision possible. trg

Ongoing monitoring & evaluationAfter implementation, measurement system should evaluate

results: Emp surveys trend in perf scores over timeNo of individuals evaluatedDistribution of performance ratingsQuality informationQuality of performance discussion meetingsSystem satisfactionOverall cost/benefit ratioUnit-level & org level performance

Minimize –ve impactInvolve employeesUnderstand emp needsStrike firstProvide facts & consequencesPut in writingUse multiple channels of communicationUse credible communicatorsSay it & say it again

CMP

Determine competency expectations

Supportingcompetency

Rewarding & appraising competency

Managing Competencystandards

Performance AppraisalAfter employee selection, performance appraisal is arguably the most important management tool employer has at disposal. When properly carried out, can help to fine tune & reward the perf. of employees. (1) Select what performance data to collect (2) Determine who conducts the appraisal (3) Decide on a rating philosophy (4) Overcome rating deficiencies (5) Create a rating instrument (6) Deliver useful information to employees

Performance AppraisalReviews each individual’s perf against objective & standards

against trading period, agreed at previous appraisal meetingNeed

MotivationAttitude & behavior developmentFostering +ve relationship between mgt & staffPromotion, increments, trg, feedbacks are based on paPressurizes emp to perform

Essential of good performance appraisalReliability & validityJob relatednessStandardizationPractical viabilityTrg to appraiserOpen communicationEmp access to resultsPost appraisal interviewPeriodic reviewNon vindictive nature

Key elements5 key elements of the performance appraisal are: Measurement – assessing performance against agreed targets and objectives. Feedback – providing information to the individual on their performance and progress. +ve reinforcement – emphasizing what has been done well & making only constructive criticism about what might be improved. Exchange of views – a frank exchange of views about what has happened, how appraises can improve their perf, support they need from their managers to achieve & their aspirations for their future career. Agreement – jointly coming to an understanding by all parties about what needs to be done to improve performance generally and overcome any issues raised in the course of the discussion.

Appraisal methodsAppraisal methods

Traditional methods modern methodsConfidential report Mgt by objectives approachFree from Essay method assessment centerStraight Ranking BARSalternation Ranking method self appraisalGraphic rating scale human asset accountingForced choice distribution rating3600 appraisalCritical incident appraisalForced distributionPaired comparison methodsGroup appraisal methodChecklist & weighted checklist

skills required, Appraiser’s role Skills requiredListening skillsCoaching Giving feedbackCommunicationConflict MgtGoal SettingProblem solving

Role of AppraiserListenProvide informationStructured advice to achieve specific goals Feedback about professional statusIdeas & suggestions for development activitiesWorking with individual on these activities

BarriersFaulty assumptionsPsychological blockTechnical pitfalls

Listening SkillsActive listeningExpressionVerbal/non-verbal cuesDistractionsRetention

Active ListeningReflectionReiteration/ParaphraseBody LanguageElaborationAcknowledgement

Coaching SkillsObservationCounselConditionCriteriaResponse

Solutions AgreementFollow throughAdjustmentFollow-up

FeedbackPurposeSettingTimingForward focusedTwo-wayResponsive

AccurateBalancedRelevant ComprehensionAgreementFollow-up

Giving Feedback

• Professional

• PurposeListening vs. talkingPerformance, not

personalitySupport Privacy

Start with positive“I” vs. “you” statementsFactualStrategizeGoal setting focusResolution

Receiving FeedbackHave an open mindAvoid defensivenessListen for meaningSeek out resolutionGive guidanceUtilize effectively

Communicating Effectively• Preparation

• Professionalism

• Matching body language to messageTone awarenessScriptingFocusingResponsiveness

Problem SolvingDefineBrainstorm alternativesIdentify causesCollect/analyze infoConsensusAction plan

Goal SettingSMART Goals:

Specific

Measurable

Attainable

Relevant

Time sensitive

Destructive Conflict

Adversarial positionsRight vs. wrongNo listeningNo alternatives offeredUnyielding

– Issues/problems not defined

Breakdown in communicationWin/lose, lose/lose

Constructive Conflict

Focus on issueAcknowledge Allow for ventingSeparate feelings from issuesActive listening

Allow reflectionRepeat backBrainstorm alternativesObtain agreementWin/win

Appraisal Appraisal forms: components

1. Basic employee information, 2.Accountabilities, objectives, standards3. Competencies & indicators 4. Major achievements & contributions5. Developmental achievements 6. Developmental needs, plans & goals7. Stakeholder input 8. Employee comments, 9 Signatures

Characteristics of appraisal forms Simplicity Relevancy Descriptiveness Adaptability Comprehensiveness Communication Time orientation

PA Systems can include 6 meetings System inauguration, self-appraisal, classical perf review, merit/salary

review, dev plan, obj setting

Appraisal interviewAppraisal discussion & feedback is provided to employees thro’

formal interview.Feedback is provided on past performanceDiscuss any problem & invite response3 types:

Tell & sell, Tell & listen, Problem solving interview+ve feedback increases emp involvement & confidenceFear about -ve feedback due to emp reaction in the past. Sends

wrong message. Delay in –ve feedback escalates situation punitive stage

Employee may become defensive observed thro’ fight or flight of response. Minimize by:Establishing & maintaining rapportEmpathyObserving verbal & non-verbal cuesMinimizing threatsEncouraging emp participationIf intolerable, rescheduling meeting

Preparing for the meetingConsider how well the individual has performed since the

last meeting. Consider to what extent any agreed development plans

from the last meeting have been implemented. Think about the feedback to be given at the meeting and

the evidence that will be used to support it. Review the factors that have affected performance both

those within and outside the individual’s control. Consider the points for discussion on the possible actions

that can be taken by both parties to develop or improve performance.

Consider possible directions the individual’s career might take.

Consider possible objectives for the next review period.

points to be considered by appraise What they have achieved during the review period, with examples & evidence.

Any example of objectives not achieved with explanation

What they most enjoy about job & how they might want to develop role.

Any aspect of the work in which improvement is required and how this might be achieved.

Their learning & development needs with arguments to support their case for specific training.

What level of support and guidance they require from their manager.

Their aspirations for the future both in the current role and in possible future roles.

Objectives for the next review period.

What a good appraisal looks likeA good and constructive appraisal meeting is one in which: appraises do most of the talking appraiser listen actively to what they say there is scope for reflection and analysis performance is analysed not personality the whole period is reviewed and not just recent or isolated events

achievement is recognised and reinforced ends positively with agreed action plans. A bad appraisal meeting: focuses on a catalogue of failures and omissions is controlled by the appraiser ends with disagreement between appraiser & appraise.

Allocate inter times for all employees Encourage the employee to prepare for the session Prepare yourself for the session Establish rapport Reach agreement on past and present performance Acknowledge employee successes Assess progress fairly Identify and agree on areas needing improvement Stay focused List future directions Close on a positive note Monitor outcomes

Job descriptionProcess of describing jobs in terms of common std factors known as job factors.

common factors Skills requiredResponsibilityPhysical capacityMental capacityWorking conditions

Format containsJob identification, summary, duties, supervision, relation with other jobs,

m/c, tools, mat, working conditions

Example

Summary, origin of work, most difficult duty, after completion job destination, decisions taken, approval of supervisor, problems associated, m/c operated, physical effort, dept structure, dealing required, interruptions, contacts made

job specificationProcess of determination of abilities & requirements which an employee

should have to perform a job. IncludesJob identification Human requirement like age, sex, personality, sth, height, weight

Useful for selection, recruitmentDetermined on the basis of judgment, statistical analysis Judgment Reliability brought about by consistency of judgment by same

judge. Subject the data to tests of statistical significance

Physical & Job variables

Situational variable Individual variable

Method of work Aptitudes

Design condition Personality charateri

Work space arrangement Physical characteristics

Physical env Internal & motivations

Org & Social variables

Character of org Age & sex

Type of trg Education

Type of incentive Experience

Social env Other personal var

Performance review formEmployee name: Designation Date:

Emp no: Scale: Basic: Last promotion:

Reporting officer Name & designation:

1.Job description/key responsibilities

2. Accomplishments expected vs actual

3. Areas emp excelled:

4.Area of development for next period:

5.Goals for nest period:

Average performance score =

Employee use: Please provide comments & examples of behaviors to describe performance during the period:

Signature with date: Mgr Employee

Area Did not meet expectation

Achieved mostly

Achieved Exceed a few

Significantly exceeded expectation

Teamwork

Leadership

Business acumen

Customer service

Project Mgt

Raters’ errorsSimilar to me errorContrast errorLeniency errorSeverity errorCentral tendency errorHalo errorPrimacy errorRecency errorNegativity errorFirst impression errorSpillover errorStereo type error

Narratives. As compared to the critical incident, narratives provide a broader outlook on worker performance. Narratives work best when raters have the skills and take the time to provide a thorough, analytical report while maintaining a positive tone.

Predetermined anchors. Appraisals where raters simply check or circle the most appropriate answer can potentially make for more standardized evaluations than either the narrative or critical incidents and are less time consuming for the supervisor. Their ease in use may be deceiving, and raters may give the appraisal less thought than it deserves. Anchor-based appraisals include rating factors with a numerical scale (e.g., 0 to 3), or an adjective-descriptive scale (e.g., superior, good, below average)

Type Features Advantages Disadvantages

Confidential report

May include rating scale Forum between emp & mgr

misuse no follow up Insufficient preparation

self appraisal

Used as preparation for

LM involvement leads to commitment

Makes 2-way process no halo effect

Lack of obj

Excess or lenient

3600

appraisalInd focus, improves org performance

Totality of indcan be incorporated into others

Q/accuracy imp, design questionnaire imp

Team review

Aids team building, cooperation

Complements ind perf

-no ve feedback

job analysisDetermines dimensions, competencies, attributes & job

performance indices important to job successType & extent depends on purpose, job complexity, adequacy &

appropriateness of prior information about job & similarity of new job to jobs studied earlier.

When job currently dies not exiat, analysis can be done of projected tasks/roles that will comprise new job, position, level, values, strategies, org obj

Employee Development Process

Set developmental goals

Identify developmental resources & strategies

Implement strategies

Observe & document Developmental behavior

Give feedback

Personal Development plansKey component of PM.PDP includes

Developmental objectivesMethod of acquiring skill/kTime frame Standards used to assess whether obj achieved

Objectives of Perf Dev PlansImprove performance in current jobSustain performance in current jobPrepare employee for advancementEnrich the employee experience

Obj achieved by:On-the-job trgCoursesSelf-guided readingMentoringAttending conferenceGetting a degreeJob rotationTemporary assignments &Membership in professional/trade organizations

Development PlansAll employees entitled to development

Plan must be made for every employeeManagers to involve with assessment of obj, monitor progress towards achievement of obj

Mgrs, commitment to emp displayed by helping them to achieve career aspirations.

Development plan is integral part of PMPerf of mgr evaluated in part based how well they manage emp dev process

360o feed back as a developmental toolTools to help emp build new skills, imp perf by gathering &

analyzing inf from several sources including peers, subordinates & oneself

Own inf is compared with inf from other sources to analyse gap Used to create developmental planOften done electronically to facilitate data collectionComputer packages availableBenefits

Decreased biasIncreased awareness of performance expectationsIncreased commitment to improveImproved performanceReduction of undiacussableIncreased career control

RisksHurt feeling by –ve feedbackDistortion Overloading of raters

Information providers SupervisorsPeersSubordinatesSelfCustomers

3600 characteristicsAnonymityObservation of emp perfFeedback interpretationFollow-upUsed for development plansAvoidance of survey fatigueEmphasis on behaviorsRaters go beyond ratingRaters are trained

performance mgt & reward systemsKey to achieve org purpose is HR which has cost attached to itOrg reward for perf for high commitment loyalty3 components of rewards

1.Compensation

2.Benefits

3.Work expereince like acknowledgement balance of work /ife, culture, development

1st identify unique external & internal influencesInventory all elements of compensation Assess total reward mixListen emp regarding relative importance of reward elementsMap interrelationship of components based on aspiration

strategyCreate the mix of components that ensures behavior & culture to

achieve strategy

Business objectives & desired cultures

Total reward opportunity

Individual Group

Compensation

Attract & retain ind perf

Capability dev ind align with org needs

Recognition

reinforce process

Group incentive imp org perf, reward org unit

Project team incentive engage & involve emp, reward

Cost of doing Results business business attributed to plan results

performance mgt & reward systemsRewards include tangible base pay, DA, incentive, benefits &

intangible like learning, status, recognition, employment securityDefine & measure perf 1st,then allocate rewardsUse only rewards that are availableMake sure all employees are eligibleMake rewards visibleMake rewards contingentMake rewards timelyMake rewards reversibleUse non-financial rewardsAdvantages of perf based reward

Improve ind & org perfIdentification of trg & development needsIncreasing emp involvementEstablish a foundation for correlation between perf & remunerationEncouraging open communication mgr & empTo act as a base for potential career development & succession planning

perf linked remuneration systemTraditional pay plans do not link with perf. Pay & other rewards

allocated based on position & seniorityContingent pay plans allocate rewards wholly or partly based on

job perf making perf taken more seriously. Force org to define effective perf factors leading to it. Effective tool to recruit & retain top performers

Enhance emp motivation to accomplish goals & match org needs. Clear link between emp effort & perf & between perf & rewards

Possible problemsPoor PM system in placeFolly of rewarding A while hoping for BRewards not considered significantMgr not accountableExtrinsic motivation at expense of intrinsic motivationDispprotionate rewards compared to to others

Select a contingent planPiece rate-sales commission, group incentiveProfit sharingSkill based pay

performance linked career planning & promotion policy,

Career review meetings conducted similar to perf review meeting handled on career-plg basis where ind is keen to learn to build career. Involves realistic appraisal of current job perf, promotes commitment of sub enhancing likelihood of their future improvementSet +ve & learning climatePrepare exclusively & individually, clearly state objectiveListen, help ind to construct career planHelp understand where opportunities can befound for dev & learning

Rewards those emp whose perf achieves goalMotivates all emp to performSupports perf oriented approach to workPromotes forward plg & objective settingEncourages use of work systems appropriate to org

Development planDevelopment

to close perf gapTo enhance job skills & perfFor career advancementFor career exploitation

Contingent pay plansStrategic business obj CP

Employee development skill/comp based payCustomer service gain sharing

Ind productivity piece rate, sales commission

Group productivity gain sharing, group incentive

Teamwork Team sales commission, gain sharing, comp based pay

Overall profit executive pay, profit sharing ESO

Implications to mgt:Scientific management

Deployment of compensation specialist

Human Relation Mgt

Mgt systems

Work design

Demonstrate advantages perf related remuneration

Performance based contractingstructuring all aspects of an acquisition around the purpose of the

work to be performed, with the contract requirements set forth in clear, specific, and objective terms with measurable outcomesPinpoint roles and responsibilities to ensure that the Request For Proposals (RFP) clearly conveys the differentiated functions of the contractor vs. the government during contract execution

Clearly define and identify the relationships between outcomes, outputs, processes, inputs, and governance processes that will lead to successful performance on the contract

Develop critical performance measures Design effective incentives systems Effectively communicate through RFP documents including the

SOO, PWS, and Sections M & L Support evaluation of performance-based features of the

proposals Establish post-award governance models Assist with contract surveillance, reporting, and ongoing

measurement, which are used to inform incentive decisions Train teams on performance-based contracting to promote a

performance culture

Workplace ProblemsWhat do you do if you’re experiencing a work process problem that neither you nor anyone else in the department can solve? Do you hire a consultant?

Several billions $ spent on training. Does it link to business performance?

Need: perf reqd for competitive advantage, traditional trg is not system oriented

Need is to develop collaborative working relation after identifying perf reqd, change work condition if reqd for perf to take root, work with people to determine all interventions reqd for perf. These are outside traditional trg process. PC- Process by which we can work with mgt & others to identify & achieve perf excellence linked to business goals.

What is a consultant?

A consultant is simply someone who gives advice & counsel.

We train your Human Resources personnel to be in-house consultants, with the ability to choose between performance strategies to address problems in the organization.

Human Resources Consultants

Using an in-house consultant gives you the advantage of having someone from the outside looking in.

Often it’s easier for someone outside a department to pinpoint the reality of a situation vs. viewing the situation as we want to see it.

We give your HR employees the skills & tools they’ll need to address different kinds of organizational problems.

With the tools we teach, these HR employees can assess a situation arising from any department. The tools aren’t specific to one area, e.g., line assembly problems.

RoleTrainer

Focus address learning need

Output structured learning experience. If learnt, role achieved.

Accountability: accountable for trg.

Axiom-’more is better

Measures: evaluation for participant reaction, learning

Assessment: trg needs

Relationship to org goal: limited linkage to goals

PC Role

Identify & address Perf need

Assist in chg & imp perf including trg, perf model(perf needed to achieve business goal) & guidance in address-ing work env obstacle. When perf changed, role fulfilled

Held accountable for partnership to imp perf

Performance change & cost benefit

Perf gaps & reasons

Measurable result cost saving. High goal linkage

It’s a Joint Effort

A skilled group of in-house consultants can benefit your organization by working with line units to diagnose & fix work problems, which translates into improved performance for the entire organization.

What else?

In-house HR consultants build credibility within the organization.Using in-house consultants helps you in achieving your business objectives through improved individual, group, & organizational performance.

Performance Mapsperformance relationship map is used by perf consultants to focus data collection effort; it identifies what information must be collected when analyzing business, perf, trg & work environment needs, way to display data

The design of an organization allows the goals to be met. The main tool used is a relationship map that looks at the flows among major groups, rather than specific activities. That is, it creates a broad picture of the organization. The map is constructed by identifying the various units, functions, departments, or individuals expected to participate in or impact the process.

used to help understand how the work is currently getting done so that "disconnects" can be discovered and fixed. Disconnects are missing, confusing, unneeded, or misdirected inputs or outputs.

ContractingOrg perf imp dept

Contracting involves setting mutual expectations, negotiating time resources & developing ground rules for working together

Assignment 2

1.What are the skills of appraiser?2.Explain appraisal methods.3.What are the roles of performance

consultant?4.What are the advantages of performance

based reward?5.What are characteristics of good appraisal

system?6.Define Competency. Compare core &

workplace competencies.

CompetencyCharacteristics of mgr that leads to demonstration of skills & abilities which

results in effective perf in an occupational areasCharacteristics

MotivesTraitsSelf-conceptKnowledgeSkill

Types core workplace

Scope org individual

Purpose strategic tactical

Participant business unit worker

Tasks process activities

Competencies global position

Job requirement

Job Fulfillment

Skill Management

Promotion

Core competenciesResult orientationCustomer service orientationValuing diversityContinuous improvementTeamwork & collaboration

Job specificAnalytical thinkingChange leadershipConceptual thinkingDeveloping oneself & othersFlexibility/ adaptabiltyImpact & influenceInitiativeInterpersonal understandingOrganization awarenessRelationship buildingSelf-confidenceStrategic orientationSystem thinkingTeam leadership

Competency Types

Technical & non technical (working well with others, serving customer well)

Conceptual competencies (logical analysis, problem solving),

Interpersonal competencies (team focus, effective, collaborative),

Personal competency (work ethics, transparency, sets examples, risk taking)

Managerial competencies & business competencies

Interface between competence & competency

Competence CompetencySkill based behavior basedStandard attained manner of behaviorWhat is measured how std is achievedCompetences is range of skills satisfactorily performedCompetencies refers to behavior adopted in competent

performancee.g. car driving:

knowledge- reading Skill- practicing Competence-applying

FeaturesCharacteristics of a personMust be demonstrated & observableLeads to effective performanceEmbodies capacity to transfer skills & abilities from onne area to another

HistoryIn beginning of 20th century work brought complex skills to the

jobFrederick Taylor & Henry Ford’s assembly line shifted

competencies from worker to time-motion studyIn 1960, McClelland –IQ & personality tests are predictors of

human performance. He found pattern of competenciesMcClelland in 73 asked USIA names of outstanding & not

outstanding managers. He found out pattern of what competencies outstanding performers had which others had not.

In 1986, 1st version of job competency survey produced- Dulewicz & Fletcher

Approaches to mappingThere are various approaches for issues related to human

resourcesJob competence assessment method- interviews/ observation to

differentiate in critical incidentsModified job competence assessment metod- interviews provide written

account of critical incidentsGeneric model Overlay method- purchase off-the-shelf generic

competency modelCustomized generic model methodFlexible job competency model methodSystems methodAccelerated competency systems method

Approaches to mapping-contdCompetency mapping identifies an individual’s strengths,

weaknesses in order to help them better understand themselves & to show them where career development efforts need to be directed. Process of identifying key competencies of an organization & or job 7 incorporating competencies throughout various process (job evaluation, trg, recruitment) of org.

Job evaluation based competency mapping-conduct job analysis by asking incumbents a roll profile questionnaire RPQ) or 1-on-1 interview using RPQ as a guide. Gather the key behaviors necessary to perform job. Convert input into std competencies. Continue throughout HR process. Identify what additional competency needed. Develop trg.

Role profiling or job analysis extracts knowledge of core competency requirements from internal experts to rate on std comp scale. Expert panel may be VP(Sales),

3600 multifactor feedback org surveys using repertory grid system or BEIRank order

business strategiesAgree organization Mission

Specify organization strategy

Design organization to deliver strategy

Specify competencies & tech skills of people for high perf at different levels in org for specific jobs

Design & operate

Procedure to determine design & operatewhether people have development &attribute for immediate training system

Job & potential/aspiration

To perform higher jobs

Career path/succession plgKey to gain competitive edge is emp competency

Personal competency framework stems from the findings of JCS. Consists of 45 competencies under 6 headings.

intellectual personal Communication

Interpersonal

Leadership

Result oriented

1.Inf collection 2. problem analysis

13.adaptability 14.independence

21. Reqading

26.impact 32.orgnizing

38.Risk taking

39decisiveness

3.Numerical interpretation

4. Judgment 5. Critical faculty

15integrity 16. tolerance

22. Written communivation

27. Persuasiveness

33.Empowering 34.apprasising

40. Business sense 41. energy

6.Crativity

7.Planning

8. perspective

17resilience18 detail conciousnees

23. Listening 28. Sens-itivity2. flexibility

35.motivating

42.Concern for excellence

9. Org awareness 10 ext awareness

19.Sel mgt 24. Oral expression

30 ascendency

36 developing

43.tenacity 44. intiative

11. Learning 12. tech expertise

20. Change mgt

25. Oral presentation

31. negotiating

37. leading 45. Customer oreintation

Competency pyramid model

Behavior

Skills knowledge

Aptitude personal characteristics

•A competency model is a set of desired skills, values, or behaviors the organization feels its leaders need in order to successfully meet current & future business challenges

Competency model

Knowledge

Skills

Behavior (personality, attitudes

Communication, leadership,Conflict management etc)

Job competencies

Use forBusiness growth

Perf appraisalRecruitment etc

Lancaster Model of managerial competenceDeveloped by Burgoyne & Stuart- 11 qualities separated into 3 groups1st level is foundation level- comprises 2 kinds basic knowledge & information

Competence one: comm& basic facts- understand the business, know basic facts Competence two: relevant professional knowledge. Mgt techniques, legislation, finance sources

2nd level-specific skills & attributes that affect behavior & performance1. continuing sensitivity to events-open to inf2.analytical, problem

& decision making skills

3.social skills & abilities-inter personal skills, resolve conflict, communicate, delegate negotiate, persuade4.Emotional resilience-stress5.Proactivityor inclination to respond purposefully

3rd level-1. creativity-come with unique ideas 2.mental agility-grasping quickly 3.balanced learning habits & skills-discover from personal experience

4. self knowledge-aware of own belief, goal, value, belief- introspection skills

Competency development processStage 1 Data gathering & preparation (study

identified jobs, identify major categories of skills, identify probable competencies)

Stage 2 Data analysis (renew list, competency definitions, assign proficiency levels)

Stages 3 Validation (content validity, reinforce critical competencies, redefine if necessary)

Stage 4 Use the competency appropriately

Data gathering for competency listingAsk line managers & successful junior employees to contribute to the meta & sub competency list

Observation Collect anecdotes & make up a repositoryGather critical incidents, gather behavioral eventsTalk to experts, have an automated expert systemGather data on competencies for now & futureDo a survey

Data gathering

Survey to elicit competenciesSurvey sampleResponse analysisEnhancing performance expectations Providing a career framework Developing specific roles

Data analysis

Classify the competenciesAssess them with expertsWeight them

Case of a clerkKnowledge: Educational back ground & experienceSkill: name/number checking, short notes, computer skills, efficient with appointments (technical competency)

Behavior: Please on phone, respects colleagues, smart but polite with rude vendors (behavioral competency)

Eg. Positions in finance

AdministrativeEmployeeClerk

Secretary

Qualified accountant

Paymanager

Head accountant

Financial / Administrative director

CharteredAccountant

Specialized secretary

Managementsecretary

PUC pass

Graduate above

Activity dynamicsGeneral AccountancyPUC pass:Information checkingBachelors above:Balance sheet issuingBook keeping

Pay ManagementPUC pass:Pay information enteringBachelors above:Payroll issuingPayroll checking

Meta competency & sub set competency proficiency level (pg 38 Shermon, 2004)

Source: Shermon 2004, p52

Sales

mgr

Production

Mgr

Treasurer

Comp 2 Sales

Force mgmt

Conflict

mgmt

forecasting

Comp 3 Channel

admn

Decision

Making

Issue

Mgt

Comp 4 Data

gathering

Quality

mgmt

Data

gathering

Assess if the competencies existList competencies at business, function or team & individual level

Gap analysisAssess if they are present in employees

Fill the gap through training & development

Use for these competencies for recruitment or career planning

ConclusionCompetencies are to be seen in action, in a situation, in a context & that might be different the next time you have to act

Competencies can be fluid & changing hence competency mapping is a full time job of HR

Competency approach is critical to organizational performance

performance criteriaCriterion is a quantitative or qualitative characterization of performance. E.g.Is it measurable?Is it related to strategic goals & measures that are organizationally significant driving business performance?

Does it support team based mgt structure?Are they relevant to objectives & accountabilities?Are they verifiable?Precise?Do they provide sound basis for feedback?Comprehensible?

Identify basket of measures both financial & non-financial

Express 4 different ways- counts, ratios, % & financial impact

guidelines, rules, characteristics, or dimensions that are used to judge the quality of performance. Criteria indicate what we value in one responses, products, or performances

In alternative assessments, one must clearly understand what criteria will be used to judge their performance. The problem of interpretation differences that result when performance requirements are ambiguous is compounded when students have diverse experiences based on their ethnicity, primary language, or gender. In an effort to assess higher-order cognitive skills and complex problem solving, educators must develop appropriate assessments that have no single right answer and in which students' interpretation of information or evidence is key in defending their solution.

Although student interpretations are important, educators must recognize that on the basis of cultural and environmental norms, explanations that seem diametrically opposed may be equally defensible or right. Because this quality of complexity allows performance assessments to mirror real life, educators must explicitly include the exact parameters of the responses they want to elicit in each assessment task or problem. (For example, educators should make sure students know if the writing process--rather than punctuation and grammar--is the criterion on which performance will be judged, or if a paragraph--as opposed to a few words--is the criterion response.)

Once elements of competency have been defined, they need to be specified in terms of: the quality with which they have to be achieved, the evidence that proves they have been obtained, the field of application and the knowledge required. These are the components of the competency standard.

When defining performance criteria, reference is being made to the expected result of the element of competency and to an assessment statement of the quality that such result is supposed to show. It could be said that performance criteria are a description of the quality requirements of the result obtained in labour performance. They allow to establish whether the worker can reach the result described by the element of competency or not.

Performance criteria should, as far as possible, refer to the essential aspects of competency. They should, therefore, express the characteristics of the results, which are closely related to the achievement described in the element of competency. They constitute the basis to assess whether a worker is, or is not yet, competent; in this way, they support the design of assessment material. They allow to specify what has been done and its quality.

They are written by making reference to a result and including an assessment statement concerning such result.

Examples of performance criteria

Materials storage is done according to safety requirements In the places assigned. Safety elements are used according to specifications. Production equipment is operated and controlled according to specifications.

performance criteria Jack Welch- measure 3 most important things:

Customer satisfaction, Employee satisfaction, Cash flow 3 different approaches of org performance:

1. Balanced score carda. Financial perspective

b. Customer perspective

c. Business process perspective

d. Learning & growth perspective

2. European foundation for QMResult orientation, Customer focus, Leadership & constancy of purpose, Mgt

by process & facts, CSR, learning, HRD, partnership development

3. Economic value added- difference between post tax profit & cost of capital

Other traditional financial measure- added value, cash flow return on investment, total shareholder return

tools for data collectionVarious tools are used to collect data like BEI, survey, expert panel, job competency data bases, observation, assessment centers, psychometric tests, work samples, Critical incident method

Observation- Controlled & uncontrolled participant & Non-participant (disguised & undisguised)

Surveys- unstructured & structured questionnaire, disguised & undisguised

data analysisReview data to check for internal consistency, validity vs other jobs, exhaustiveness of competencies to fulfill the job obj & purpose

Finalize in top mgt meetings, focus groups Have it agreed with

management teamsPerform workshop

to communicate

Work horse Star

Deadwood Trainee

Problem children

P

e

r

f

Potential

Data collection

Designing a successful data collection effort depends on a sound project concept. This involves answering some important questions

How homogenous is the job or occupation or work unit? How many different levels or subgroups must be taken into account?

How many people will this competency model involve or affect

Will modeling include multiple jobs or roles Who needs to participate in the data collection, model building & research

Who knows about this job & its future How much time can project leaders spend collecting data

Methods of data collection include: Armchair method Generic competency dictionary Customized dictionary Expert panels/Focus groups Building customized competency menus Behavioral event interviews

Choosing a data collection methodology requires consideration & balancing of multiple issues, including time, cost, validity, how mgt will use the model, & the need for employee buy-in through participation & education. The list above orders data collection methods from the most standardized, least rigorous, & easiest approach to the most research-based, rigorous, & generally time consuming methods. the State Personnel Division has studied all of these approaches & concluded that both the customized competency menu approach & the use of expert panels or focus groups provide the best balance between rigor & efficiency.

The recommended best practice for the competency project uses the development of customized competency menus as a method of data collection. This approach, in its modified style, combines both research-based data needs with a high level of efficiency. The process involves a group of emp representing a particular type of job or group of jobs that may include different levels of work. They work together in "menuing sessions" to identify & agree upon job context, job customers, job outputs & job competencies. The end product or result of this data collection method is a list or menu of job context items, of job customers, of job outputs & most importantly, of job competencies.

AdvantagesA relatively efficient process that balances the need for

research-based data with limited time & cost considerationsVery participatory, involving large numbers of employees

directly in the data collection process generating high levels of buy-in

Either present or future oriented. (What is vision for work unit What competencies will enable agency or unit to meet established goals)

Direct educational opportunities for employees about the projectMore accurate data than less research-based approachesA simple process that requires minimal preparationA good lead-in to developing other tools such as performance

appraisals, position profiles, & compensation modelsCommunication between employees & managers about agency

vision, mission & business strategy & about how the work unit fits into the larger context of the whole organization

DATA COLLECTIONCollect competency dataDecide on an occupational group, or work unitSelect a data collection method and plan your approach

Use the data to build competency modelOrganize data collectedIdentify main themes or patternsSelect 6-9 of the most important themes or competencies

Describe behavioral indicators for each competency

Competency Model Contains competency titles with definitions (6-9)Provides behavioral statements for each competency Lists needed knowledge and skills

mapping future jobs & single incumbent jobs

using competency profiles in HR decisions

Competencies clearly linked to following:Selection, staffing, & retentionPerformance managementEmployee developmentWork design, structuring including roles, tasks & benchmarks as relevant

to performing said roleRewardsSuccession planning

Map competencies into competitive advantageManage talent in the world of talent warManage performanceManage changeManage knowledgeMap business competencies into people competencies

critical incidence techniqueJob holders interviewed systematically.Structured questions asked about situation & challenges faced

Remarks about what was done, action-consequences noted

Both successful & unsuccessful incidents recordedAsk factors for failureAnalyze observations to infer needed competencies

This approach draws learning from past behavior.

Due to dynamic business nature, past learning may not identify competency needed today & in future.

This technique involves noting instances where workers reacted particularly well or poorly. To be effective and accurate, critical incidents need to be jotted down as they take place and are still fresh in the supervisor’s mind. E.g. -ve critical incidents: not observing milk temperatures, or milking cows with antibiotics into the tank. +ve incidents are milkers who constantly provide accurate information on sick cows; employee who volunteers a money saving idea; or a worker who averted an upcoming disaster outside normal responsibility areas. The strength of the process is in the concreteness of the examples provided. If care is not taken, though, the critical incident is susceptible to emphasizing negative worker behavior. When used alone, employees may have difficulty translating critical incident reports into improved day-to-day performance. Further, long periods of time may not yield any particularly good or poor behavior. The critical incident approach can be used to come up with data and ideas to develop more complex rating scales.

job task analysisTask description generated by scientific staffReview by subject matter specialists to delete task not

performedNarrow down task list to most representative taskExperts rank the task based on importance clustering tasks

based on performance requirementsIdentify competencies required to perform task

observation, surveys

Methods of data collection for mapping

Repertory gridJob holder asked to write names on separate cards of at least 6

people whom he supervises or works with.Job holder separates the card into 2 sets- one those are good at

work & those who considered less efficient. Shuffle cards with name face down. Ask jobholder to pick 2 cards from a pile & one from other. Job holder describes the ways in which 2 are similar to each other & different from 3rd. Generates attributes list. Ask to describe behavioral indicators that made it possible to distinguish good & less efficient .

Core competencies identified & superior perf competenciesDone initial or maturity stage of business.Involves distilling the elements or constructs that underlie

competencies using them to identify the latter Start process with team comparing the co to 2 other org that it

thinks can pose threat in future. E.g. co with excellent distribution network as threat.

expert panelsTeam of experts constituted to identify competencies required in

the organization likeTop mgt representatives (strategic decision makers)Experts from different functional background with fair idea of nature of

tasks performed in the functionRepresentatives from HRD

Panel goes into details of critical behavior needed for successful perf in each job

Business strategy & expected behavior to achieve desired result studied & documented

Panel starts with std competencies & arrive at modification needed

It is fast & politically expedient way to define competency by questioning validity of methodology

automated expert system

behavioral event interviewAn interview technique on the premise that best predictor of

future behavior is past behavior. BEI allows interviewer to:Gain detailed job-related examplesAssess past performanceAssess competencies

Aim is to improve fit between candidate & positionPosition

RoleTasks

success

SkillsTask masterycompetency

Increased productivity

& Job satisfaction

BEI methodologyStep 1: Open the interview building rapport, greet, introduce to

panel, make candidate feel at ease, explain purposeStep 2: review candidate’s career historyStep 3:conduct focused BE interview

Ask for specific details, work-related experiencesAsk for brief overview followed by that led to situation

Objective is underst& difference in the reaction of average & superior performers

Facilitators record these interviews & carry out thematic analysis to cull out themes. Theme like learning from failure & ability to think on one’s feet grouped.

Individual superior perf competencies constructed from these themes. Raters evaluate a competency by choosing from several descriptions of on-the-job perf one that best describes the individual ability.

CompetencyMost competency definitions have 2 or 3 digression.

E.g.achievement orientation-3 scalesIntensity & completeness of achievement-motivated actionAchievement impactDegree of innovation

(Meta) Competency cluster: classify into collection of closely relat-ed competencies like task, leadership, mgrl, thinking compet-encies driven by specific aspects related to people relationship, strategic mindset, business appreciation, result orientation. Competency framework is the term given to complete collection of cluster including detailed behavior indicator descriptions for specific function activity or business purpose. May contain large no of competencies.

Predictor framework determines overall core competency framework.

For each individual, assess current competency inventory & gap between current & desired competency inventory.

Develop competency model from raw dataCompetency scale dimension

Likert scaleBehaviorally anchored scalesThreshold scale (yes or no)

Underlying dimensions vary according to variances that we observed in actual data. Many competencies more than 1 dimensions:Intensity or completeness of action: The 1st main scale of most competencies

(labeled ‘A’) describe the intensity of intention (or personal characteristic) involved & completeness of the action taken to realize that intention). E.g. achievement orientation story strong because entrepreneurial risk rather than wanting to do a job well.

Size of impact: breadth of impact describes the no & position or people impacted or the size of project affected. Competency use may affect peer, boss, sub. It may affect business (‘B’ scale)

Job size or org level: affects strongly. Better compare jobsComplexity of behavior is primary scale for thinking competenciesAmount of effort: time involved is 2nd dimensionUnique dimension: confidence

Gap identification3 stages:

Immediate assessment (assessment center)Continuous /periodic assessmentIndustry & technical assessment

Discrete training focused & targeted do not need competency model. As we move from direct transfer of specific skills or k to more complex process, content, behavior, procedure, competency model needed. Job competency model is very basic form competency profiling built around specific tasks. Role competency model looks at role of ind in org.

Functional competency model built around key business function like finance, prodn, mt & mktg.

Core competency model is based on value system, vision & mission of org. it defines set of soft skills to be possessed by every org emp.

Combination of these models allow the co to map functional, mgrl & behavioral attributes reqd for each position in org. helps career & succession plg.

Data collection, analysisDecide on an occupational group/ work unitSelect data collection method, plan approach behavioral

indicators for each competencyOrganize data collectedIdentify main themes or patternsSelect 6-9 of the most important themes or competenciesQuestions

How homogeneous is the job occupation or work unit? How many different level of subgroups

data recording, analyzing the dataObservation-

Controlled & uncontrolled participant & Non-participant (disguised & undisguised

step 1. Observe what a person says or does. No snap judgment. Only observe.

step 2. describe what is observed in relation to perf skill. Real test of 2nd test is whether another person can verify your observation.

Step 3. draw inference from description reasonably in the light of what was observed & described.

Surveys- unstructured & structured questionnaire, disguised & undisguised

validating the competency modelsCompetency modeling is akin to benchmarking the steps are:

1.Define performance criteria

2.Analyze criteria sample

3.Collect data

4.Develop competency model

5.Validate competency model

6.Application

7.Evaluation

Validation done in 3 ways:

1.Concurrent validation-competency measured currently correlate with current results

2.Cross validation: competency that predicts success in 1 sample also predicts in 2nd sample

3.Predictive validity: competency measured at the time one actually predicts economic perf at a future time.

Validate the competenciesValidate them to performance criteria / job goals

Validate them to business & organizational performance

Use assessment center to validate

Data Analysis and Model BuildingBuilding a competency model requires analyzing & organizing the data collected during menuing sessions & focus groups into a logical & orderly format. The final competency model will reflect the effort & time put into this important process.The brainstorming nature of the data collection process provides a large amount of raw data, likely in no particular order. One method of bringing order to all the information, called theming, looks for the common ideas, concepts, & approaches that result in successful job performance.3 Construction of the statewide model used this process, also called "pattern analysis". From this emerged the six behavioral categories that provide organization to the competencies. The categories are natural groupings of related competenciesTranscribe the competency raw data from the data collection sessions. Retain the indicators for each item which menuing or focus group participants identified as their top ten competencies. In this step, Focus on the competency menu represented in the fourth quadrant. At this point, the raw data will simply form a list of competencies, behavioral indicators or other information.

Develop competency model1. Determine the objective & scope2. Clarify implementation goals & standards3. Draw action plan4. Compare individual performance against performance criteriaQuestions to be addressed:

1.Is the org serious?2.What is the goal-quality of excellence?3.Is the development effort periodic or continuous?4.Are the competencies reflecting current or future activities?5.What should be the time frame for the project?6.How will the org use the results?7.What is the value addition for the organization?8.What is the value addition for employees?9.How will the determinant of success measured?10.What are the desired outcomes?11.Who is the owner of the process?12.Who al will be targeted?13.Who all will be involved in development?14.Who will be assessed & by whom?15.How to validate assessment? 16.How competency model project communicated to employees?

content analysis of verbal expressionContent analysis is a methodology for studying the content of communication. It is the study of recorded human communication. It is used by researchers in the social sciences to analyze recorded transcripts of interviews with participants

"technique for making inferences by objectively & syste-matically identifying specified characteristics of messages." An in depth analysis using quantitative or qualitative techniques of messages using a scientific method (including attention to objectivity,inter-subjectivity, a priori design, reliability, validity, generalizability, replicability & hypothesis testing) and is not limited as to the types of variables that may be measured or the context in which the messages are created or presented."

Assesses what people say & how strongly they may feel about subject matter.

Studies effects of interviewer from someone else.

DEVELOP COMPETENCY MODEL· StrategizeAssess business needs, evaluate contextual drivers, engage

stakeholders and set goals.· InitiateIdentify methodologies, develop project plans, review existing

data, benchmark competencies, and collect competency data.· ModelAnalyse and synthesize data, identify competencies and develop

models, and validate models.· Pilotevelop implementation and evaluation plans, develop and initiate

competency applications, and continuously communicate activities.

· LinkLink to all human resources system components, and phase in

implementation of other competency based applications.· Evaluate –Establish and evaluate measures, and continuously improve the

system.

Competency model is a description of those competencies possessed by the top performers in a specific job or job family. In effect, a competency model is a "blueprint for outstanding performance". Models usually contain 8-16 competencies with definitions, often grouped into "clusters" along with behavioral descriptors. As an Individual, you can use job competency models to guide your own career development. Coupled with an accurate assessment of your own competencies, you will be able to identify competencies needing development &/or identify other jobs or careers that make better use of the competencies you possess. As a leader in your organization, competency models and systems can help:Improve the selection of people for jobsDevelop skills and characteristics that lead to improved effectiveness & productivityProvide a consistent framework for HR applicationsBuild alignment with organizational values and strategy

Core competenciesIdentify the core competencies. Work the list until you have

as few as possible that really speak to who you are (or want to be) as an organization.

2. Determine the number of levels within your organization. Is it just 2 staff & management? Is it 4 – similar to the example we’ve used?

3. Describe the core competencies at each organizational level.

4. Develop simple to use coaching tools, hiring guides, performance evaluations, and learning plans to support the assessment and development of the core competencies.

5. Communicate the core competency model within the organization.

6. Use the tools with employees at all organizational levels.7. Use the core competency language in meetings, employee

talks, etc.8. Recognize, reward and promote associates demonstrating

the core competencies.

I. Determine the Objectives and Scope of the Model· What are you going to use it for?· Why are you doing it?· What positions, titles, title series, jobs, functions, or business

units will you target?· What methods and approach will you use to develop the

model?II. Clarify Implementation Goals and Standards· What is the intended outcome or result in performance?· On what basis do you measure the achievement of the

project?· Of what standard and quality you want the model?III. Create an Action Plan· What tasks are involved?· Who will carry out what? When must they be completed?· What resources you have in place?· What resources are required?· What are potential problems?· What is the likely cause of their occurrence?· What preventive measures are in place?

DEVELOP COMPETENCY MODELIV. Define Performance Effectiveness CriteriaWhat criteria or measures should be used to define superior or effective performance in the job?

·What does successful performance on the job look like?

What job outputs or results will be examined?V. Identify a Criterion Sample:· Identify who meet, exceed, or fall below established performance criteria?

Who clearly form a group of superstars, a comparison group of average performers and a third group of poor (ineffective or incompetent) performers?

VI. Data Gathering:· What data collection methodology should be used?· What sources should be used for collecting the data?

· What should be the data collection format?

VII. Data Analysis & developing Interim Competency Model:

· How data from all sources and methods should be analysed to identify the competencies that distinguish superior from average performers?

· How to compile report and summarise coded themes to prepare the interim or draft Competency Model?

· How to determine the relative importance of the competencies and their proficiency levels? What should be the competency model report format?

VIII. Finalizing and Validating Competency Model:· How draft model should be reviewed and revised?· Where the pilot implementation should be done?· What tools & methodologies for validation should be used so that competencies selected are predictor of successful performance?

Application of Competency ModelIX. Integration in HR Systems:How to develop an overall implementation strategy? · Which HR system should be competency-based?· What processes within a HR system should be revised?X. Assess Individual Competencies (Gaps Analysis):· What methods should be used to assess employees’ current competencies relative to the competency model? · Which available employees possess the desired levels of competencies? · What format should be used for assessment?XI. Develop Strategies to addressGaps:How to identify and prioritise the development needs? · What methods should be used to address the gap? · How to create individual development plans?XII. Evaluate Return on investment(optional)· What additional beneficial results have been achieved? · What is the monetary return on the investment in model?

Diagnosing causes of poor performanceHeather works in training department of a Large IT firm. She is in charge of designing & delivering interpersonal skills training, including communication skills, networking and managerial skills. She has excellent knowledge of how to design training classes. She had also conducted research on what good communication consists of, how to network & what managers need to know to be successful. However individual who attend her training classes often give her low ratings stating that she has a hard time answering specific questions in classes and that she does not seem approachable after the classes when individuals want to ask questions.1.What is causing Heather’s poor performance? Is it due to deficiency in declarative or procedural knowledge?2.Which performance measurement system you’ll adopt?3. What can be done to remedy the performance problem?4. How will you prepare for performance appraisal of Heather?

Competency clusters for leadershipThinking capabilitiesDecisivenessStrategic orientation

Leadership effectivenessDevelopment of peopleTeam leadership

Self managementAchievement orientationSelf-confidence/courage of conviction

Social awarenessImpact & influenceRelationship building

Competency model: competence & Behavioral indicatorsDecisiveness-decides/implements

Determines response in conflicting situationOwns decision, idea, monitors risk within tolerance, Champions initiatives implement based on assessment

Strategic orientationAnalyze, comprehend org goalUse business fundamental to add value

Development of people+ emp expectation, suggest, ask q, feedback, dev plan, train

Team leadership-give inf, gets inputAchievement orientation-tgtSelf-confidence/courage of conviction

New/modified approach, forward, action

Impact & influence-persuade, argue Relationship building-

informal contact, goodwill, taps expertise

Competency model for HR HeadStrategic thinkingBusiness acumenRelationship building & networkingTeam leadership & developmentResults orientationImpact & influenceCommunicationPersonal effectivenessInternal customer orientationHR expertiseChange leadership

Competency model for HR MgrInternal customer, Listens & understands accurately, Works with IV, consulting K & principles

Relationship buildingProfessional relationship, network

Job knowledge-Design, develop deliver HR serviceKnowledge of Govt. & client’s business- articulation business drn

Teamwork-+ve climate for co-opResults orientation-plan, prioritize, orgImpact & influence-persuade new ideaProblem solving-analyze idea/issueCommunication-present inf, assess behavior takes appropriate actions

Personal effectiveness-SWOTFlexibility-effective in variety of situations, guides, coaches, relation, manage diverse issues

Competency model for HR executiveInternal customerAsk probing questions, listen,Provide concise clearaccurate inf

HR expertiseK of relevant Hr practicesRead, understand & apply HR policy

Teamwork-+ve climate, collaborateResults orientation-

Contribute to +ve work envAchieve common goal, provide option

CommunicationAbility erbally, in writing comAsk relevant Questions

Personal effectivenessSWOT, recognize symptoms, health

Leadership competency model for Auto industry

VisioningDirection & goal settingJudgmentHolistic viewBusiness & customer focusInspiring leadershipLearning from experienceDrive to improveNetworkingPartnershipPeople developmentTeam working

Competency Model -example: GHCLStrategy & directionBuilding Global & strategic perspectiveDemonstrating business Savvy & decisivenessLeading change creativityBuild collaborative partnershipsBuild org capability & inspiresActive learning & agilityBusiness acumenManages performances & develops othersPromoting synergetic teamworkDecisivenessManage execution

Reasons for resistancePurpose of competency model unclearNeed to introduce into HR system not seenInd not involved in devHigh cost & reward inadequate to supportDoubt over org resource/follow thro to actually finish dev or implementation

Implementation occurs too quickly/slowlyHistory of poorly implemented changes to HR system

Concern about what “using it” really means.

HSIL

Analysis & judgment- seek all relevant inf, identifies problems, relates data, identifies, cause, decides logically

1 2 3 4 5

Product & job knowledge-understands business goals, keeps abreast of dev

Result oriented-ses challenging goals, dissatifies with av perf, manages time completes task in spite of obstacles

Planning & organizing-plans priorities, resource allocations, delegates

Customer orientation-understands cust requirements, anticipates request, action

External awareness-K of issues, changes in ext env, SWOT, effects of env

Negotiation skills- communicates proposal effectively, identifies basis of compromise, reaches agreement t

Communication- assimilates inf, tailors contents to audience listens conveys clearly

Team building- directs, leads, involves subordinates, monitors & evaluates

Vital Competencies Ratings

Important competencies 1 2 3 4 5

Business sense

Identifies opportunities, selects & exploits which will result in largest return

Creativity

Produces innovative ideas

Change orientation

Seeks to change when appropriate, proactive

Encourages introduction of new methods

Based on job responsibilities, choose behavior, result or combination approach to measure perf.

1.Performing client needs analysis to ensure that major market services product can meet client’s requirements & expectations.

2.Establishing clients on host processing system

3.Acting as primary contact for the client during conversation process

4. Supporting clients during 1st few payrolls.

5.Completing required documentation to turn the client over to customer service for ongoing support

6. Scheduling & making client calls & when necessary supporting sales representative in presale efforts

7.Keeping abreast of major mkt services system & software changes

Behavior approach is most appropriate when Link between behavior & result not obviousOutcome occur in distant futurePoor results due to cause beyond performer’s control

Result approach is most appropriate when Workers skilled in the needed behaviorBehavior & results relatedResults show consistent improvement over time

There are many ways to do job

HPCL VITAL IMPORTANT competencies

1. Dynamic customer focus

2. Active learning & agility

3. Co-operative teamwork

4. Enduring commitment & initiative

5. Drive for excellence1 2 3 4 5 Overall

D

D+

C

C+

B

B+

A

A+Opportunity areas: Dynamic cust focus, enduring commit

Dev areas: drive for ex, co-op teamwork, active learning