1,Competency based performance systems: best practice guidelines,R. Palan Ph.D.,天马行空官方博客：http:/t.qq.com/tmxk_docin ；QQ:1318241189；QQ群：175569632,2,Preparation for change,A squirrel survives the winter not because of its severity but because of its preparation for the winter.,天马行空官方博客：http:/t.qq.com/tmxk_docin ；QQ:1318241189；QQ群：175569632,3,Competency based performance,Human Capital as a competitive advantageMaximising the value and R.O.I.,4,Useful,Current environment of change, process jobs and self managed teams,5,Performance current position,Current systems research baseThey make no difference to the R.O.I of the companyWhat is missing?,6,Performance management - current,Strategy Planning, Coaching, Review What happenedNow the focus is on future & development,7,Competency based performance,New perspectiveMake a difference to the bottom line Process competencies Achieve job results,8,Key goals,Aligning employees with organisational vision, mission, values and strategies. Distributing “just in time” learning opportunities. Integrating performance systems Building and retaining intellectual capital,9,Framework for the session,Competency in practice today.Competency based performance management systems (PMS) practices today.Competency approachesBest practicesImplementation strategiesSMR experience,10,The ice-berg model,11,The ice-berg model,VisibleHidden,12,Causal flow model,Intent Action OutcomeMotive Knowledge Job output Trait Skill Self concept,13,What are competencies?,CoreFunctionalBehavioural,14,The debate,Behavioural Vs Cognitivists,15,Core,Distinctive properties of the organisationStrengths of the organisationCore competence e.g. FEDEX distribution and service,16,Behavioural competencies,Properties of the person What people ARE? Underlying characteristics of an individual that is causally related to criterion-referenced effective and/or superior performance in a job situation. e.g. achievement orientation,17,Functional competencies,Properties of the jobWhat people do?The demonstration of knowledge, skill and attitude required to do the job to a required standard. e.g. Able to perform TIG welding,18,Motives,Achievement orientation,19,Traits,Physical characteristics,20,Self concept,Self confidence,21,Knowledge/Skill,A surgeons knowledge of the human body.A surgeons physical skill to operate ensuring the patient is well and alive.,22,Characteristics included in competency models,23,Develop Vs Hire,You can teach a turkey to climb a tree, but it is easier to hire a squirrel.,24,Framework for the session,Competency in Practice today.Competency based performance management systems (PMS) practices today.Competency approachesBest practicesImplementation strategiesSMR experience,25,Performance Management Systems,Appraisals driven. Focus on Traits, Behaviours, Results.,26,Performance,Each approach requires a different intervention,27,Behaviour and Competencies,Performance is not outputs or resultsBehaviour is one of the causes of output,28,The argument,Performance not within the control of the individualBehaviour is within the control of the individual,29,Best practices - effective performance,Mean,30,Best practices - superior performance,One S.D. above the mean,31,The picture,Chart,32,Psychologist William James,A difference which makes no difference is no difference.,33,Framework for the session,Competency in Practice today.Competency based performance management systems (PMS) practices today.Competency approachesBest practicesImplementation strategiesSMR experience,34,Two approaches,Threshold minimum acceptable levelDifferentiating superior performers,35,Threshold,Purely knowledge and skills driven.Easier to develop.Skill the masses to a minimum standardGovernment initiatives to develop local expertise,36,Threshold/Functional,Ensuring the minimum is in place before you talk about superior performers.,37,Behavioural,Differentiating. Superior performers relates to top 1/10.Used by companies with adequate expertise but desire to push up the performance bar.,38,Framework for the session,Competency in Practice today.Competency based performance management systems (PMS) practices today.Competency approachesBest practicesImplementation strategiesSMR experience,39,Best practices Competency focus,Driven by the goals of the organisation.Functional approaches civil aviation, manufacturingBehavioural approaches oil companiesIntegrated models airlines, utilities, transportation,40,Best practices - competency models,Assessment is the key.Applications usually at Job: Person match,41,Best practices - behavioural,Develop a competency model. Establish criterion samples Compare high performers with low performers. Behaviour event interviews Expert panels Studying incumbent/future jobs.,42,Best practices - design approaches,Behavioural model define performance criteria criterion sample collect data develop model validate prepare applications,43,Best practices -functional models,Position Person Audit Gap Programme Performance,