珠宝行业基于胜任力的绩效考核系统（英文）.pptx

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1、Competency based performance systems: best practice guidelines,R. Palan Ph.D.,1,Preparation for change,A squirrel survives the winter not because of its severity but because of its preparation for the winter.,2,Competency based performance,Human Capital as a competitive advantageMaximising the value

2、 and R.O.I.,3,Useful,Current environment of change, process jobs and self managed teams,4,Performance current position,Current systems research baseThey make no difference to the R.O.I of the companyWhat is missing?,5,Performance management - current,StrategyPlanning, Coaching, ReviewWhat happenedNo

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

4、ities.Integrating performance systemsBuilding and retaining intellectual capital,8,Framework for the session,Competency in practice today.Competency based performance management systems (PMS) practices today.Competency approachesBest practicesImplementation strategiesSMR experience,9,The ice-berg mo

5、del,10,The ice-berg model,VisibleHidden,11,Causal flow model,IntentActionOutcomeMotiveKnowledgeJob outputTraitSkillSelf concept,12,What are competencies?,CoreFunctionalBehavioural,13,The debate,Behavioural Vs Cognitivists,14,Core,Distinctive properties of the organisationStrengths of the organisatio

6、nCore competence e.g. FEDEX distribution and service,15,Behavioural competencies,Properties 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,

7、16,Functional competencies,Properties 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,17,Motives,Achievement orientation,18,Traits,Physical characteristics,19,Self concept,Self confidence,20,K

8、nowledge/Skill,A surgeons knowledge of the human body.A surgeons physical skill to operate ensuring the patient is well and alive.,21,Characteristics included in competency models,22,Develop Vs Hire,You can teach a turkey to climb a tree, but it is easier to hire a squirrel.,23,Framework for the ses

9、sion,Competency in Practice today.Competency based performance management systems (PMS) practices today.Competency approachesBest practicesImplementation strategiesSMR experience,24,Performance Management Systems,Appraisals driven.Focus on Traits,Behaviours,Results.,25,Performance,Each approach requ

10、ires a different intervention,26,Behaviour and Competencies,Performance is not outputs or resultsBehaviour is one of the causes of output,27,The argument,Performance not within the control of the individualBehaviour is within the control of the individual,28,Best practices - effective performance,Me

11、an,29,Best practices - superior performance,One S.D. above the mean,30,The picture,Chart,31,Psychologist William James,A difference which makes no difference is no difference.,32,Framework for the session,Competency in Practice today.Competency based performance management systems (PMS) practices to

12、day.Competency approachesBest practicesImplementation strategiesSMR experience,33,Two approaches,Threshold minimum acceptable levelDifferentiating superior performers,34,Threshold,Purely knowledge and skills driven.Easier to develop.Skill the masses to a minimum standardGovernment initiatives to dev

13、elop local expertise,35,Threshold/Functional,Ensuring the minimum is in place before you talk about superior performers.,36,Behavioural,Differentiating. Superior performers relates to top 1/10.Used by companies with adequate expertise but desire to push up the performance bar.,37,Framework for the s

14、ession,Competency in Practice today.Competency based performance management systems (PMS) practices today.Competency approachesBest practicesImplementation strategiesSMR experience,38,Best practices Competency focus,Driven by the goals of the organisation.Functional approaches civil aviation, manufa

15、cturingBehavioural approaches oil companiesIntegrated models airlines, utilities, transportation,39,Best practices - competency models,Assessment is the key.Applications usually at Job: Person match,40,Best practices - behavioural,Develop a competency model.Establish criterion samplesCompare high pe

16、rformers with low performers.Behaviour event interviewsExpert panelsStudying incumbent/future jobs.,41,Best practices - design approaches,Behavioural modeldefine performance criteriacriterion samplecollect datadevelop modelvalidateprepare applications,42,Best practices -functional models,PositionPer

17、sonAuditGapProgrammePerformance,43,Best practices scalable models,Catalogue of Competencies.Weightage.Competency models/dictionariesPrinciple of leverage and workability,44,Best practices - cultural,Relate to local cultures.Similar competencies but expressed in appropriate cultural terms.e.g. Confli

18、ct Management in Thailand,45,Best practices - uses of competencies,TrainingPerformanceCareer managementSelectionCompensation,46,Best practices - performance,Mixed modelsAssess and reward both P and CWeighted,47,Best practices- competency based performance systems,Airline exampleOil company example U

19、se of critical incidents with high use of coaching and feedback tools.,48,Framework,Competency in Practice today.Competency based performance management systems (PMS) practices today.Competency approachesBest practicesImplementation strategiesSMR experience,49,Best practices - implementation,Based o

20、n needsPrinciple of leverage and workabilityKey positionsLevelsCore/Role/Level,50,Best practices - implementation,Pilot Use project teamsBroadcast the successDriven by champions who are visible line managersStrongly supported by HR team,51,Best practices - implementation,Manage it with a databaseTec

21、hnology enablementRecord and reportSupport decision making,52,Failures,Lack of expertiseLimited supportCompeting prioritiesLack of resources financial and staffLack of line involvementSubjective and haphazard assessmentsImplementation,53,Framework,Competency practicesPerformance management systems (

22、PMS) practicesCompetency approachesBest practicesImplementationSMR experience,54,Future developments,Advances in measurementMore generic dictionariesWork with project teamsSet up a scalable process modelCommunicate and sell to the lineRemove the confusionUse HRDPower to drive the process.,55,Thank You & Terima Kasih,56,