日化行业基于胜任力的绩效考核系统(英文).pptx

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1、1Competency based performance systems:best practice guidelines2Preparation for changelA squirrel survives the winter not because of its severity but because of its preparation for the winter.3Competency based performancelHuman Capital as a competitive advantagelMaximising the value and R.O.I.4Useful

2、lCurrent environment of change,process jobs and self managed teams5Performance current positionlCurrent systems research baselThey make no difference to the R.O.I of the companylWhat is missing?6Performance management-currentlStrategylPlanning,Coaching,ReviewlWhat happenedlNow the focus is on future

3、&development7Competency based performancelNew perspectivelMake a difference to the bottom linelProcess competencieslAchieve job results8Key goals lAligning employees with organisational vision,mission,values and strategies.lDistributing“just in time”learning opportunities.lIntegrating performance sy

4、stemslBuilding and retaining intellectual capital9Framework for the session1.Competency in practice today.2.Competency based performance management systems(PMS)practices today.3.Competency approaches4.Best practices5.Implementation strategies6.SMR experience10The ice-berg model11The ice-berg modellV

5、isiblelHidden12Causal flow modellIntentActionOutcomelMotiveKnowledgeJob outputlTraitSkilllSelf concept13What are competencies?lCorelFunctionallBehavioural14The debatelBehavioural Vs Cognitivists15CorelDistinctive properties of the organisationlStrengths of the organisationlCore competence e.g.FEDEX

6、distribution and service 16Behavioural competencieslProperties of the personlWhat people ARE?lUnderlying characteristics of an individual that is causally related to criterion-referenced effective and/or superior performance in a job situation.le.g.achievement orientation17Functional competencieslPr

7、operties of the joblWhat people do?lThe demonstration of knowledge,skill and attitude required to do the job to a required standard.le.g.Able to perform TIG welding18MotiveslAchievement orientation19TraitslPhysical characteristics20Self conceptlSelf confidence21Knowledge/SkilllA surgeons knowledge o

8、f the human body.lA surgeons physical skill to operate ensuring the patient is well and alive.22Characteristics included in competency models23Develop Vs HirelYou can teach a turkey to climb a tree,but it is easier to hire a squirrel.24Framework for the session1.Competency in Practice today.2.Compet

9、ency based performance management systems(PMS)practices today.3.Competency approaches4.Best practices5.Implementation strategies6.SMR experience25Performance Management SystemslAppraisals driven.lFocus on Traits,Behaviours,Results.26PerformancelEach approach requires a different intervention27Behavi

10、our and CompetencieslPerformance is not outputs or resultslBehaviour is one of the causes of output28The argumentlPerformance not within the control of the individuallBehaviour is within the control of the individual29Best practices-effective performancelMean30Best practices-superior performancelOne

11、 S.D.above the mean31The picturelChart32Psychologist William JameslA difference which makes no difference is no difference.33Framework for the session1.Competency in Practice today.2.Competency based performance management systems(PMS)practices today.3.Competency approaches4.Best practices5.Implemen

12、tation strategies6.SMR experience34Two approaches1.Threshold minimum acceptable level2.Differentiating superior performers35ThresholdlPurely knowledge and skills driven.lEasier to develop.lSkill the masses to a minimum standardlGovernment initiatives to develop local expertise36Threshold/Functionall

13、Ensuring the minimum is in place before you talk about superior performers.37BehaviourallDifferentiating.lSuperior performers relates to top 1/10.lUsed by companies with adequate expertise but desire to push up the performance bar.38Framework for the sessionlCompetency in Practice today.lCompetency

14、based performance management systems(PMS)practices today.lCompetency approacheslBest practiceslImplementation strategieslSMR experience39Best practices Competency focuslDriven by the goals of the organisation.lFunctional approaches civil aviation,manufacturinglBehavioural approaches oil companieslIn

15、tegrated models airlines,utilities,transportation40Best practices-competency modelslAssessment is the key.lApplications usually at Job:Person match41Best practices-behaviourallDevelop a competency model.lEstablish criterion sampleslCompare high performers with low performers.lBehaviour event intervi

16、ewslExpert panelslStudying incumbent/future jobs.42Best practices-design approacheslBehavioural modeldefine performance criteriacriterion samplecollect datadevelop modelvalidateprepare applications43Best practices-functional modelslPositionlPersonlAuditlGaplProgrammelPerformance44Best practices scal

17、able modelslCatalogue of Competencies.lWeightage.lCompetency models/dictionarieslPrinciple of leverage and workability45Best practices-culturallRelate to local cultures.lSimilar competencies but expressed in appropriate cultural terms.le.g.Conflict Management in Thailand46Best practices-uses of comp

18、etencieslTraininglPerformancelCareer managementlSelectionlCompensation47Best practices-performancelMixed modelslAssess and reward both P and ClWeighted48Best practices-competency based performance systemslAirline examplelOil company example lUse of critical incidents with high use of coaching and fe

19、edback tools.49FrameworklCompetency in Practice today.lCompetency based performance management systems(PMS)practices today.lCompetency approacheslBest practiceslImplementation strategieslSMR experience50Best practices-implementationlBased on needslPrinciple of leverage and workabilitylKey positionsl

20、LevelslCore/Role/Level51Best practices-implementationlPilot lUse project teamslBroadcast the successlDriven by champions who are visible line managerslStrongly supported by HR team52Best practices-implementationlManage it with a databaselTechnology enablementlRecord and reportlSupport decision makin

21、g53FailureslLack of expertiselLimited supportlCompeting prioritieslLack of resources financial and stafflLack of line involvementlSubjective and haphazard assessmentslImplementation54Framework1.Competency practices2.Performance management systems(PMS)practices3.Competency approaches4.Best practices5.Implementation6.SMR experience55Future developmentslAdvances in measurementlMore generic dictionarieslWork with project teamslSet up a scalable process modellCommunicate and sell to the linelRemove the confusionlUse HRDPower to drive the process.56Thank You&Terima Kasih