基于勝任力的績(jī)效考核系統(tǒng)（英）(1)ppt課件

1、Competency based performance systems: best practice guidelinesR. Palan Ph.D.1.Preparation for changeA squirrel survives the winter not because of its severity but because of its preparation for the winter. 2Competency based performanceHuman Capital as a competitive advantageMaximising the value and

2、R.O.I. 3UsefulCurrent environment of change, process jobs and self managed teams 4Performance current positionCurrent systems research baseThey make no difference to the R.O.I of the companyWhat is missing? 5Performance management - currentStrategyPlanning, Coaching, ReviewWhat happenedNow the focus

3、 is on future & development 6Competency based performanceNew perspectiveMake a difference to the bottom lineProcess competenciesAchieve job results 7Key goals Aligning employees with organisational vision, mission, values and strategies.Distributing “just in time learning opportunities.Integrating p

4、erformance systemsBuilding and retaining intellectual capital 8Framework for the sessionCompetency in practice today.Competency based performance management systems (PMS) practices today.Competency approachesBest practicesImplementation strategiesSMR experience 9The ice-berg model 10The ice-berg mod

5、elVisibleHidden 11Causal flow modelIntentActionOutcomeMotiveKnowledgeJob outputTraitSkillSelf concept 12What are competencies?CoreFunctionalBehavioural 13The debateBehavioural Vs Cognitivists 14CoreDistinctive properties of the organisationStrengths of the organisationCore competence e.g. FEDEX dist

6、ribution and service 15Behavioural competenciesProperties of the personWhat 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 16Functional competenciesPropertie

7、s 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 17MotivesAchievement orientation 18TraitsPhysical characteristics 19Self conceptSelf confidence 20Knowledge/SkillA surgeons knowledge of the h

8、uman body.A surgeons physical skill to operate ensuring the patient is well and alive. 21Characteristics included in competency models 22Develop Vs HireYou can teach a turkey to climb a tree, but it is easier to hire a squirrel. 23Framework for the sessionCompetency in Practice today.Competency base

9、d performance management systems (PMS) practices today.Competency approachesBest practicesImplementation strategiesSMR experience 24Performance Management SystemsAppraisals driven.Focus on Traits,Behaviours,Results. 25PerformanceEach approach requires a different intervention 26Behaviour and Compete

10、nciesPerformance is not outputs or resultsBehaviour is one of the causes of output 27The argumentPerformance not within the control of the individualBehaviour is within the control of the individual 28Best practices - effective performanceMean 29Best practices - superior performanceOne S.D. above th

11、e mean 30The pictureChart 31Psychologist William JamesA difference which makes no difference is no difference. 32Framework for the sessionCompetency in Practice today.Competency based performance management systems (PMS) practices today.Competency approachesBest practicesImplementation strategiesSMR

12、 experience 33Two approachesThreshold minimum acceptable levelDifferentiating superior performers 34ThresholdPurely knowledge and skills driven.Easier to develop.Skill the masses to a minimum standardGovernment initiatives to develop local expertise 35Threshold/FunctionalEnsuring the minimum is in p

13、lace before you talk about superior performers. 36BehaviouralDifferentiating. Superior performers relates to top 1/10.Used by companies with adequate expertise but desire to push up the performance bar. 37Framework for the sessionCompetency in Practice today.Competency based performance management s

14、ystems (PMS) practices today.Competency approachesBest practicesImplementation strategiesSMR experience 38Best practices Competency focusDriven by the goals of the organisation.Functional approaches civil aviation, manufacturingBehavioural approaches oil companiesIntegrated models airlines, utilitie

15、s, transportation 39Best practices - competency modelsAssessment is the key.Applications usually at Job: Person match 40Best practices - behaviouralDevelop a competency model.Establish criterion samplesCompare high performers with low performers.Behaviour event interviewsExpert panelsStudying incumb

16、ent/future jobs. 41Best practices - design approachesBehavioural modeldefine performance criteriacriterion samplecollect datadevelop modelvalidateprepare applications 42Best practices -functional modelsPositionPersonAuditGapProgrammePerformance 43Best practices scalable modelsCatalogue of Competenci

17、es.Weightage.Competency models/dictionariesPrinciple of leverage and workability 44Best practices - culturalRelate to local cultures.Similar competencies but expressed in appropriate cultural terms.e.g. Conflict Management in Thailand 45Best practices - uses of competenciesTrainingPerformanceCareer

18、managementSelectionCompensation 46Best practices - performanceMixed modelsAssess and reward both P and CWeighted 47Best practices- competency based performance systemsAirline exampleOil company example Use of critical incidents with high use of coaching and feedback tools. 48FrameworkCompetency in P

19、ractice today.Competency based performance management systems (PMS) practices today.Competency approachesBest practicesImplementation strategiesSMR experience 49Best practices - implementationBased on needsPrinciple of leverage and workabilityKey positionsLevelsCore/Role/Level 50Best practices - implementationPilot Use project teamsBroadcast the successDriven by champions who are visible line managersStrongly supported by HR team 51Best practices - implementationManage it