- 1. Competency based performance systems: best practice guidelinesR. Palan Ph.D.1
- 2. Preparation for changeA squirrel survives the winter not because of it’s severity but because of it’s preparation for the winter.2
- 3. Competency based performanceHuman Capital as a competitive advantage
Maximising the value and R.O.I.
3
- 4. UsefulCurrent environment of change, process jobs and self managed teams4
- 5. Performance – current positionCurrent systems – research base
They make no difference to the R.O.I of the company
What is missing?5
- 6. Performance management - currentStrategy
Planning, Coaching, Review
What happened
Now – the focus is on future & development6
- 7. Competency based performanceNew perspective
Make a difference to the bottom line
Process competencies
Achieve job results7
- 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 capital8
- 9. Framework for the sessionCompetency in practice today.
Competency based performance management systems (PMS) practices today.
Competency approaches
Best practices
Implementation strategies
SMR experience9
- 10. The ice-berg model10
- 11. The ice-berg modelVisible
Hidden11
- 12. Causal flow modelIntent Action Outcome
Motive Knowledge Job output
Trait Skill
Self concept12
- 13. What are competencies?Core
Functional
Behavioural13
- 14. The debate
Behavioural Vs Cognitivists14
- 15. CoreDistinctive properties of the organisation
Strengths of the organisation
Core competence
e.g. FEDEX – distribution and service 15
- 16. Behavioural competenciesProperties 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 orientation16
- 17. Functional competenciesProperties of the job
What people do?
The demonstration of knowledge, skill and attitude required to do the job to a required standard.
e.g. Able to perform TIG welding17
- 18. MotivesAchievement orientation18
- 19. TraitsPhysical characteristics19
- 20. Self conceptSelf confidence20
- 21. Knowledge/SkillA surgeon’s knowledge of the human body.
A surgeon’s physical skill to operate ensuring the patient is well and alive.21
- 22. Characteristics included in competency models22
- 23. Develop Vs HireYou can teach a turkey to climb a tree, but it is easier to hire a squirrel.23
- 24. Framework for the sessionCompetency in Practice today.
Competency based performance management systems (PMS) practices today.
Competency approaches
Best practices
Implementation strategies
SMR experience24
- 25. Performance Management SystemsAppraisals driven.
Focus on
Traits,
Behaviours,
Results.
25
- 26. PerformanceEach approach requires a different intervention26
- 27. Behaviour and CompetenciesPerformance is not outputs or results
Behaviour is one of the causes of output27
- 28. The argumentPerformance not within the control of the individual
Behaviour is within the control of the individual28
- 29. Best practices - effective performanceMean29
- 30. Best practices - superior performanceOne S.D. above the mean30
- 31. The pictureChart31
- 32. Psychologist William JamesA difference which makes no difference is no difference.32
- 33. Framework for the sessionCompetency in Practice today.
Competency based performance management systems (PMS) practices today.
Competency approaches
Best practices
Implementation strategies
SMR experience33
- 34. Two approachesThreshold – minimum acceptable level
Differentiating – superior performers
34
- 35. ThresholdPurely knowledge and skills driven.
Easier to develop.
Skill the masses to a minimum standard
Government initiatives to develop local expertise35
- 36. Threshold/FunctionalEnsuring the minimum is in place before you talk about superior performers.36
- 37. BehaviouralDifferentiating.
Superior performers – relates to top 1/10.
Used by companies with adequate expertise but desire to push up the performance bar.
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- 38. Framework for the sessionCompetency in Practice today.
Competency based performance management systems (PMS) practices today.
Competency approaches
Best practices
Implementation strategies
SMR experience38
- 39. Best practices – Competency focusDriven by the goals of the organisation.
Functional approaches – civil aviation, manufacturing
Behavioural approaches – oil companies
Integrated models – airlines, utilities, transportation39
- 40. Best practices - competency modelsAssessment is the key.
Applications usually at Job: Person match40
- 41. Best practices - behaviouralDevelop a competency model.
Establish criterion samples
Compare high performers with low performers.
Behaviour event interviews
Expert panels
Studying incumbent/future jobs.41
- 42. Best practices - design approachesBehavioural model
define performance criteria
criterion sample
collect data
develop model
validate
prepare applications42
- 43. Best practices -functional modelsPosition
Person
Audit
Gap
Programme
Performance43
- 44. Best practices – scalable modelsCatalogue of Competencies.
Weightage.
Competency models/dictionaries
Principle of leverage and workability44
- 45. Best practices - culturalRelate to local cultures.
Similar competencies but expressed in appropriate cultural terms.
e.g. Conflict Management in Thailand45
- 46. Best practices - uses of competenciesTraining
Performance
Career management
Selection
Compensation46
- 47. Best practices - performanceMixed models
Assess and reward both P and C
Weighted47
- 48. Best practices- competency based performance systemsAirline example
Oil company example
Use of critical incidents with high use of coaching and feedback tools.48
- 49. FrameworkCompetency in Practice today.
Competency based performance management systems (PMS) practices today.
Competency approaches
Best practices
Implementation strategies
SMR experience49
- 50. Best practices - implementationBased on needs
Principle of leverage and workability
Key positions
Levels
Core/Role/Level50
- 51. Best practices - implementationPilot
Use project teams
Broadcast the success
Driven by champions who are visible line managers
Strongly supported by HR team51
- 52. Best practices - implementationManage it with a database
Technology enablement
Record and report
Support decision making52
- 53. FailuresLack of expertise
Limited support
Competing priorities
Lack of resources – financial and staff
Lack of line involvement
Subjective and haphazard assessments
Implementation53
- 54. FrameworkCompetency practices
Performance management systems (PMS) practices
Competency approaches
Best practices
Implementation
SMR experience
54
- 55. Future developmentsAdvances in measurement
More generic dictionaries
Work with project teams
Set up a scalable process model
Communicate and sell to the line
Remove the confusion
Use HRDPower to drive the process.55
- 56. Thank You & Terima Kasihwww.hrdpower.com
drpalan@smrplc.com56
