Competency based performance systems: best practice guidelinesR. Palan Ph.D.1Preparation for changelA squirrel survives the winter not because of its severity but because of its preparation for the winter.2Competency based performancelHuman Capital as a competitive advantagelMaximising the value and R.O.I.3UsefullCurrent environment of change, process jobs and self managed teams4Performance current positionlCurrent systems research baselThey make no difference to the R.O.I of the companylWhat is missing?5Performance management - currentlStrategylPlanning, Coaching, ReviewlWhat happenedlNow the focus is on future & development6Competency based performancelNew perspectivelMake a difference to the bottom linelProcess competencieslAchieve job results7Key goals lAligning employees with organisational vision, mission, values and strategies.lDistributing “just in time” learning opportunities.lIntegrating performance systemslBuilding and retaining intellectual capital8Framework for the sessionlCompetency in practice today.lCompetency based performance management systems (PMS) practices today.lCompetency approacheslBest practiceslImplementation strategieslSMR experience9The ice-berg model10The ice-berg modellVisiblelHidden11Causal flow modellIntentActionOutcomelMotiveKnowledgeJob outputlTraitSkilllSelf concept12What are competencies?lCorelFunctionallBehavioural13The debatelBehavioural Vs Cognitivists14CorelDistinctive properties of the organisationlStrengths of the organisationlCore competence e.g. FEDEX distribution and service 15Behavioural competencieslProperties of the personlWhat people ARE?lUnderlying characteristics of an individual that is causally related to criterion- referenced effective and/or superior performance in a job situation.le.g. achievement orientation16Functional competencieslProperties of the joblWhat people do?lThe demonstration of knowledge, skill and attitude required to do the job to a required standard. le.g. Able to perform TIG welding17MotiveslAchievement orientation18TraitslPhysical characteristics19Self conceptlSelf confidence20Knowledge/SkilllA surgeons knowledge of the human body.lA surgeons physical skill to operate ensuring the patient is well and alive.21Characteristics included in competency models22Develop Vs HirelYou can teach a turkey to climb a tree, but it is easier to hire a squirrel.23Framework for the sessionlCompetency in Practice today.lCompetency based performance management systems (PMS) practices today.lCompetency approacheslBest practiceslImplementation strategieslSMR experience24Performance Management SystemslAppraisals driven.lFocus on Traits,Behaviours,Results.25PerformancelEach approach requires a different intervention26Behaviour and CompetencieslPerformance is not outputs or resultslBehaviour is one of the causes of output27The argumentlPerformance not within the control of the individuallBehaviour is within the control of the individual28Best practices - effective performancelMean29Best practices - superior performancelOne S.D. above the mean30The picturelChart31Psychologist William JameslA difference which makes no difference is no difference.32Framework for the sessionlCompetency in Practice today.lCompetency based performance management systems (PMS) practices today.lCompetency approacheslBest practiceslImplementation strategieslSMR experience33Two approacheslThreshold minimum acceptable levellDifferentiating superior performers34ThresholdlPurely knowledge and skills driven.lEasier to develop.lSkill the masses to a minimum standardlGovernment initiatives to develop local expertise35Threshold/FunctionallEnsuring the minimum is in place before you talk about superior performers.36BehaviourallDifferentiating. lSuperior performers relates to top 1/10.lUsed by companies with adequate expertise but desire to push up the performance bar.37Framework for the sessionlCompetency in Practice today.lCompetency based performance management systems (PMS) practices today.lCompetency approacheslBest practiceslImplementation strategieslSMR experience38Best practices Competency focuslDriven by the goals of the organisation.lFunctional approaches civil aviation, manufacturinglBehavioural approaches oil companieslIntegrated models airlines, utilities, transportation39Best practices - competency modelslAssessment is the key.lApplications usually at Job: Person match40Best practices - behaviourallDevelop a competency model.lEstablish criterion sampleslCompare high performers with low performers.lBehaviour event interviewslExpert panelslStudying incumbent/future jobs.41Best practices - design approacheslBehavioural modeldefine performance criteriacriterion samplecollect datadevelop modelvalidateprepare applications42Best practices -functional modelslPositionlPersonlAuditlGaplProgrammelPerformance43Best practices scalable modelslCatalogue of Competencies.lWeightage.lCompetency models/dictionarieslPrinciple of levera