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The Competency Based Performance Management System

The Competency Based Performance Management System . Mariam Khan SP-11/MM/003 Hania Saleem Fall-10/MM/211. Contd …. A System for Enabling a High Performance Organization. Contd …. Identify Core Positions within the Organization Identify Key Soft Skills & Competencies for the Positions

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The Competency Based Performance Management System

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  1. The Competency BasedPerformance ManagementSystem MariamKhan SP-11/MM/003HaniaSaleem Fall-10/MM/211

  2. Contd… A System for Enabling a High Performance Organization

  3. Contd… • Identify Core Positions within the Organization • Identify Key Soft Skills & Competencies for the Positions • Assess Current Skill/Competency Levels of Incumbents and Candidates with Feedback Mechanisms • Provide Training & Development in the necessary Competencies

  4. Contd… • Conduct Behavioral Interviewing – the Best Predictors of Future Performance • Reflect the Competencies Required in the Performance Appraisal • Establish Competency Performance Expectations for Incumbents • Provide On-Going Feedback, Coaching, Evaluation, Recognition

  5. Competency Based Performance Management System • Competencies or talents are the foundation for people to achieve superior performance in any job. • Few organizations, based on research and experience, have a performance management system that contains all the elements necessary for a highly productive and motivated workforce.

  6. Contd… • A system for effective performance management starts with the identification of critical positions, agreement on the top hard and soft skills required for those positions • It provides the hiring, promotion, training and evaluation practices necessary to put the right people in the right job.

  7. Uses of Competency Based Performance Management System • Every company or employer wants top-performers. No one deliberately hires or promotes people who, they believe, will not succeed. • Most hiring and promotion processes do not include a consistent approach in order to place the most qualified personnel. • Gut feel” is common among interviewers. However, being able to compare a person’s experiences.

  8. Contd… • Behaviors and knowledge of a position will enable a higher quality hire and placement of people in critical jobs. • A system, such as the competency-based performance management system, that is implemented and followed effectively, will help to insure the “right person for the right job”.

  9. Starting of Good Performance Management System • The process begins with the identification of the critical positions within the organization. • Senior level and management positions often come to mind first.

  10. Contd… • Once those critical positions are determined, it is imperative to understand the soft and hard skills required of that position in order to achieve superior performance. • Determining the “hard” skills is relatively easy.

  11. Contd… • Once the core positions are understood and the critical competencies or talents required for superior performance in that position have been determined, a method of assessing how people’s talents and current performance compares to the competencies identified is required.

  12. Contd… • Feedback is critical at this stage. Utilizing multi-source feedback will identify current skills levels both from a strength and developmental need standpoint. • Multi-source feedback is generally taken more seriously by an individual than is feedback from a single source.

  13. Elements of the Competency Based Performance Management System The next three elements of the Competency Based Performance Management System are: • Training and development • Behavioral interviewing • Performance appraisal system.

  14. Performance Appraisal System • Employees want regular and consistent feedback. • Therefore Company’s Performance appraisal system must be evaluated.

  15. Multi-source / 360 Degree / Upward Feedback These are common appraisal tool which are used to gather information about employees performance and provide him with the feedback.

  16. Multi-source and 360 Degree Different stakeholder groups provide ratings, including the employee, their supervisor, as well as others with whom the employee interacts (e.g., peers, team members, clients both within and outside the organization, reporting employees

  17. Upward feedback In Upward Feedback, all employees reporting directly and / or indirectly to the supervisor provide feedback on the supervisor’s performance. • It is also known as sub-ordinate appraisal

  18. Contd… The results are compiled and a report is provided to the employee. The report includes: • Employee competencies rated strong as well as weak by the stakeholders • Average ratings except from the supervisor

  19. Uses of feedback systems • They can feed into broader assessment to support employee career development • The results of the process are normally used to develop learning and action plans for improvement • Results are also used by some organizations in making administrative decisions, such as pay or promotion • Report acquaints the employees of their actions that might be creating problems for others, and what behavioral changes are necessary to enhance working relationships

  20. Thank you!

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