基于胜任能力人力资源管理_-_绩效管理(英)

1Competencybasedperformancesystems:bestpracticeguidelinesR.PalanPh.D.2PreparationforchangeAsquirrelsurvivesthewinternotbecauseofit’sseveritybutbecauseofit’spreparationforthewinter.3CompetencybasedperformanceHumanCapitalasacompetitiveadvantageMaximisingthevalueandR.O.I.4UsefulCurrentenvironmentofchange,processjobsandselfmanagedteams5Performance–currentpositionCurrentsystems–researchbaseTheymakenodifferencetotheR.O.IofthecompanyWhatismissing?6Performancemanagement-currentStrategyPlanning,Coaching,ReviewWhathappenedNow–thefocusisonfuture&development7CompetencybasedperformanceNewperspectiveMakeadifferencetothebottomlineProcesscompetenciesAchievejobresults8KeygoalsAligningemployeeswithorganisationalvision,mission,valuesandstrategies.Distributing“justintime”learningopportunities.IntegratingperformancesystemsBuildingandretainingintellectualcapital9Frameworkforthesession1.Competencyinpracticetoday.2.Competencybasedperformancemanagementsystems(PMS)practicestoday.3.Competencyapproaches4.Bestpractices5.Implementationstrategies6.SMRexperience10Theice-bergmodel11Theice-bergmodelVisibleHidden12CausalflowmodelIntentActionOutcomeMotiveKnowledgeJoboutputTraitSkillSelfconcept13Whatarecompetencies?CoreFunctionalBehavioural14ThedebateBehaviouralVsCognitivists15CoreDistinctivepropertiesoftheorganisationStrengthsoftheorganisationCorecompetence–e.g.FEDEX–distributionandservice16BehaviouralcompetenciesPropertiesofthepersonWhatpeopleARE?Underlyingcharacteristicsofanindividualthatiscausallyrelatedtocriterion-referencedeffectiveand/orsuperiorperformanceinajobsituation.e.g.achievementorientation17FunctionalcompetenciesPropertiesofthejobWhatpeopledo?Thedemonstrationofknowledge,skillandattituderequiredtodothejobtoarequiredstandard.e.g.AbletoperformTIGwelding18MotivesAchievementorientation19TraitsPhysicalcharacteristics20SelfconceptSelfconfidence21Knowledge/SkillAsurgeon’sknowledgeofthehumanbody.Asurgeon’sphysicalskilltooperateensuringthepatientiswellandalive.22Characteristicsincludedincompetencymodels23DevelopVsHireYoucanteachaturkeytoclimbatree,butitiseasiertohireasquirrel.24Frameworkforthesession1.CompetencyinPracticetoday.2.Competencybasedperformancemanagementsystems(PMS)practicestoday.3.Competencyapproaches4.Bestpractices5.Implementationstrategies6.SMRexperience25PerformanceManagementSystemsAppraisalsdriven.Focuson–Traits,–Behaviours,–Results.26PerformanceEachapproachrequiresadifferentintervention27BehaviourandCompetenciesPerformanceisnotoutputsorresultsBehaviourisoneofthecausesofoutput28TheargumentPerformancenotwithinthecontroloftheindividualBehaviouriswithinthecontroloftheindividual29Bestpractices-effectiveperformanceMean30Bestpractices-superiorperformanceOneS.D.abovethemean31ThepictureChart32PsychologistWilliamJamesAdifferencewhichmakesnodifferenceisnodifference.33Frameworkforthesession1.CompetencyinPracticetoday.2.Competencybasedperformancemanagementsystems(PMS)practicestoday.3.Competencyapproaches4.Bestpractices5.Implementationstrategies6.SMRexperience34Twoapproaches1.Threshold–minimumacceptablelevel2.Differentiating–superiorperformers35ThresholdPurelyknowledgeandskillsdriven.Easiertodevelop.SkillthemassestoaminimumstandardGovernmentinitiativestodeveloplocalexpertise36Threshold/FunctionalEnsuringtheminimumisinplacebeforeyoutalkaboutsuperiorperformers.37BehaviouralDifferentiating.Superiorperformers–relatestotop1/10.Usedbycompanieswithadequateexpertisebutdesiretopushuptheperformancebar.38FrameworkforthesessionCompetencyinPracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperience39Bestpractices–CompetencyfocusDrivenbythegoalsoftheorganisation.Functionalapproaches–civilaviation,manufacturingBehaviouralapproaches–oilcompaniesIntegratedmodels–airlines,utilities,transportation40Bestpractices-competencymodelsAssessmentisthekey.ApplicationsusuallyatJob:Personmatch41Bestpractices-behaviouralDevelopacompetencymodel.EstablishcriterionsamplesComparehighperformerswithlowperformers.BehavioureventinterviewsExpertpanelsStudyingincumbent/futurejobs.42Bestpractices-designapproachesBehaviouralmodel–defineperformancecriteria–criterionsample–collectdata–developmodel–validate–prepareapplications43Bestpractices-functionalmodelsPositionPersonAuditGapProgrammePerformance44Bestpractices–scalablemodelsCatalogueofCompetencies.Weightage.Competencymodels/dictionariesPrincipleofleverageandworkability45Bestpractices-culturalRelatetolocalcultures.Similarcompetenciesbutexpressedinappropriateculturalterms.e.g.ConflictManagementinThailand46Bestpractices-usesofcompetenciesTrainingPerformanceCareermanagementSelectionCompensation47Bestpractices-performanceMixedmodelsAssessandrewardbothPandCWeighted48Bestpractices-competencybasedperformancesystemsAirlineexampleOilcompanyexampleUseofcriticalincidentswithhighuseofcoachingandfeedbacktools.49FrameworkCompetencyinPracticetoday.