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What does good look like? October 2013. Where’s the greatest challenge?. OBSERVABLE performance and behaviour indicators. Unacceptable, acceptable, exceptional . Competency descriptions never fully relate to actual work/job tasks and so hard to use for improvement .
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Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators • Unacceptable, acceptable, exceptional • Competency descriptions never fully relate to actual work/job tasks and so hard to use for improvement • Risk when using competencies – managers don’t make sense of them
Subjectivity Norm based assessment Criteria based assessment
What does good like? Actual performance and behaviour Competences Versus
Example Train the trainer observation sheet
Competency frameworks Usually three or four levels relating to:
Moving to performance indicators What standard of performance/behaviour would you expect in an organisation where these competencies are being applied? Is there a way to specify the range of results from the population? The answer is yes but with a tentative statement (e.g. with 95% confidence, the population average will be between … and …)
How it works What a normal distribution looks like?
Example Consider a report on the performance of a department of 100 people, and assuming four categories, what percentages might each category represent? Now on that basis, consider descriptors of indicators for performance for each level
