Competency-Based Performance Management. Introduction. Competencies are those behaviors that we demonstrate at work that makes us effective.
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Competencies are those behaviors that we demonstrate at work that makes us effective.
With limited promotional opportunities, and planned attrition, getting the right people into the right jobs becomes more critical to the success of the organization.
The cost of an unsuccessful selection is an expense that organizations cant afford .
Gives the organization a tool to evaluate known quantities and see them in a different light, and evaluate their ability to make effective contributions to the organization .
and capability -- the combined competencies of its
people -- risks not meeting customers’ needs and
losing them to competitors.”
complex, and they don’t fit with new organizational
environments. Narrow job descriptions and classi-
fications just don’t match with the increasingly dynamic
nature of work.”
Competency-based management (CBM) is an approach that reduces complexity, adds capacity, and increases overall capability.
Here are several approaches for identifying competencies:
Approach Strength Limitation
Analyze a star performer Reveals secrets of the pros Job specific, complex
Analyze many exemplary Easy to generalize simple Time-consuming.
Survey experts. Fast, statistically valid. Low-touch, lack of
CBM represents a culture change toward employee’sgreater self-direction and responsibility.
From an organizational-capability analysis:
Descriptions of the competencies in different levels of detail, including the use of audio and video versions.
Assessment and feedback tools, including, self-assessment, management appraisal, and 360 feedback.
Guides for creating development plans.
Development ideas mapped to the competencies.
Training mapped to the competencies.Some Tools for Linking HRD Functions in a Competency-based System:
Daily, year-round, continuing appraisal, coaching and feedback that involves helping employees understand the nature and quality of their performance, identify what they need to do to improve, and motivate them to do it.
The gap analysis reveals a significant gap between performance expectations and actual performance in the target classification/s.
Although improving employee performance often requires a multi-facetted approach involving staffing, policy and training, an important gap-closing strategy centers on improving the company’s performance management system.
The process begins with the company’s strategic business plan, and its mission, vision and values.
The goals and objectives at the bureau, division, work unit and individual employee levels should be aligned with the company’s strategic plan.
The core competencies selected for the target classification should support the organization’s mission, vision and values.
Objectives: Identifying and evaluating employees’ major work objectives- this is a measurement of results.
Competencies: Evaluating employees on the competencies that have been determined are associated with superior job performance – this is a measurement of the behavioral characteristics that impact results.
Development: Creating Individual Development Plans (IDPs) to enhance employee strengths and to close performance gaps as determined by the competency evaluation.
If an employee fails to meet certain work objectives, the competency evaluation will typically reveal the reasons why.
Evaluating employees on the critical competencies for a position does much more than that.
Providing employees with performance feedback on competencies gives them the information they need to be successful.
Identify major work objectives.
Establish individual development plans (IDPs).
Identify action steps for achieving both the performance objectives and personal development.
During Phase Two, supervisors work closely with direct reports to monitor progress toward meeting the major work objectives and follow through with planned professional development activities.
Phase Two is really the backbone of the successful competency based performance management system – it is a continuous process.
Employees need regular reinforcement to help maintain focus on their goals, and get regular encouragement to participate in professional development activities.
There is a range of options for providing feedback – some organizations require formal monitoring and coaching sessions on a quarterly basis.
In others, supervisors incorporate monitoring and coaching into their everyday interactions with their direct reports.
During Phase Three, supervisors evaluate performance results for objectives, Individual Development Plans and competencies.
In many organizations, supervisors perform a unilateral assessment of all three.
However, the process is much more effective when employees participate fully by completing self assessments of their objectives and competencies.
Even when employees’ self-assessments are inaccurate, there can be tangible benefits from a process that requires employees to think through their degree of proficiency in the competencies most important for success.
How compentency based management is used to fill the gap?