1、2022-11-14基于胜任力的绩效考核系统基于胜任力的绩效考核基于胜任力的绩效考核系统系统基于胜任力的绩效考核系统Preparation for changelA squirrel survives the winter not because of its severity but because of its preparation for the winter.基于胜任力的绩效考核系统Competency based performancelHuman Capital as a competitive advantagelMaximising the value and R.O.I.基
2、于胜任力的绩效考核系统UsefullCurrent environment of change,process jobs and self managed teams基于胜任力的绩效考核系统Performance current positionlCurrent systems research baselThey make no difference to the R.O.I of the companylWhat is missing?基于胜任力的绩效考核系统Performance management-currentlStrategylPlanning,Coaching,ReviewlW
3、hat happenedlNow the focus is on future&development基于胜任力的绩效考核系统Competency based performancelNew perspectivelMake a difference to the bottom linelProcess competencieslAchieve job results基于胜任力的绩效考核系统Key goals lAligning employees with organisational vision,mission,values and strategies.lDistributing“ju
4、st in time”learning opportunities.lIntegrating performance systemslBuilding and retaining intellectual capital基于胜任力的绩效考核系统Framework for the sessionlCompetency in practice today.lCompetency based performance management systems(PMS)practices today.lCompetency approacheslBest practiceslImplementation s
5、trategieslSMR experience基于胜任力的绩效考核系统The ice-berg model基于胜任力的绩效考核系统The ice-berg modellVisiblelHidden基于胜任力的绩效考核系统Causal flow modellIntentActionOutcomelMotiveKnowledgeJob outputlTraitSkilllSelf concept基于胜任力的绩效考核系统What are competencies?lCorelFunctionallBehavioural基于胜任力的绩效考核系统The debatelBehavioural Vs Co
6、gnitivists基于胜任力的绩效考核系统CorelDistinctive properties of the organisationlStrengths of the organisationlCore competence e.g.FEDEX distribution and service 基于胜任力的绩效考核系统Behavioural competencieslProperties of the personlWhat people ARE?lUnderlying characteristics of an individual that is causally related t
7、o criterion-referenced effective and/or superior performance in a job situation.le.g.achievement orientation基于胜任力的绩效考核系统Functional competencieslProperties 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 T
8、IG welding基于胜任力的绩效考核系统MotiveslAchievement orientation基于胜任力的绩效考核系统TraitslPhysical characteristics基于胜任力的绩效考核系统Self conceptlSelf confidence基于胜任力的绩效考核系统Knowledge/SkilllA surgeons knowledge of the human body.lA surgeons physical skill to operate ensuring the patient is well and alive.基于胜任力的绩效考核系统Characte
9、ristics included in competency models基于胜任力的绩效考核系统Develop Vs HirelYou can teach a turkey to climb a tree,but it is easier to hire a squirrel.基于胜任力的绩效考核系统Framework for the sessionlCompetency in Practice today.lCompetency based performance management systems(PMS)practices today.lCompetency approacheslB
10、est practiceslImplementation strategieslSMR experience基于胜任力的绩效考核系统Performance Management SystemslAppraisals driven.lFocus on Traits,Behaviours,Results.基于胜任力的绩效考核系统PerformancelEach approach requires a different intervention基于胜任力的绩效考核系统Behaviour and CompetencieslPerformance is not outputs or resultslB
11、ehaviour is one of the causes of output基于胜任力的绩效考核系统The argumentlPerformance not within the control of the individuallBehaviour is within the control of the individual基于胜任力的绩效考核系统Best practices-effective performancelMean基于胜任力的绩效考核系统Best practices-superior performancelOne S.D.above the mean基于胜任力的绩效考核系
12、统The picturelChart基于胜任力的绩效考核系统Psychologist William JameslA difference which makes no difference is no difference.基于胜任力的绩效考核系统Framework for the sessionlCompetency in Practice today.lCompetency based performance management systems(PMS)practices today.lCompetency approacheslBest practiceslImplementatio
13、n strategieslSMR experience基于胜任力的绩效考核系统Two approacheslThreshold minimum acceptable levellDifferentiating superior performers基于胜任力的绩效考核系统ThresholdlPurely knowledge and skills driven.lEasier to develop.lSkill the masses to a minimum standardlGovernment initiatives to develop local expertise基于胜任力的绩效考核系
14、统Threshold/FunctionallEnsuring the minimum is in place before you talk about superior performers.基于胜任力的绩效考核系统BehaviourallDifferentiating.lSuperior performers relates to top 1/10.lUsed by companies with adequate expertise but desire to push up the performance bar.基于胜任力的绩效考核系统Framework for the session
15、lCompetency in Practice today.lCompetency based performance management systems(PMS)practices today.lCompetency approacheslBest practiceslImplementation strategieslSMR experience基于胜任力的绩效考核系统Best practices Competency focuslDriven by the goals of the organisation.lFunctional approaches civil aviation,m
16、anufacturinglBehavioural approaches oil companieslIntegrated models airlines,utilities,transportation基于胜任力的绩效考核系统Best practices-competency modelslAssessment is the key.lApplications usually at Job:Person match基于胜任力的绩效考核系统Best practices-behaviourallDevelop a competency model.lEstablish criterion samp
17、leslCompare high performers with low performers.lBehaviour event interviewslExpert panelslStudying incumbent/future jobs.基于胜任力的绩效考核系统Best practices-design approacheslBehavioural modeldefine performance criteriacriterion samplecollect datadevelop modelvalidateprepare applications基于胜任力的绩效考核系统Best prac
18、tices-functional modelslPositionlPersonlAuditlGaplProgrammelPerformance基于胜任力的绩效考核系统Best practices scalable modelslCatalogue of Competencies.lWeightage.lCompetency models/dictionarieslPrinciple of leverage and workability基于胜任力的绩效考核系统Best practices-culturallRelate to local cultures.lSimilar competenci
19、es but expressed in appropriate cultural terms.le.g.Conflict Management in Thailand基于胜任力的绩效考核系统Best practices-uses of competencieslTraininglPerformancelCareer managementlSelectionlCompensation基于胜任力的绩效考核系统Best practices-performancelMixed modelslAssess and reward both P and ClWeighted基于胜任力的绩效考核系统Best
20、practices-competency based performance systemslAirline examplelOil company example lUse of critical incidents with high use of coaching and feedback tools.基于胜任力的绩效考核系统FrameworklCompetency in Practice today.lCompetency based performance management systems(PMS)practices today.lCompetency approacheslBe
21、st practiceslImplementation strategieslSMR experience基于胜任力的绩效考核系统Best practices-implementationlBased on needslPrinciple of leverage and workabilitylKey positionslLevelslCore/Role/Level基于胜任力的绩效考核系统Best practices-implementationlPilot lUse project teamslBroadcast the successlDriven by champions who are
22、 visible line managerslStrongly supported by HR team基于胜任力的绩效考核系统Best practices-implementationlManage it with a databaselTechnology enablementlRecord and reportlSupport decision making基于胜任力的绩效考核系统FailureslLack of expertiselLimited supportlCompeting prioritieslLack of resources financial and stafflLac
23、k of line involvementlSubjective and haphazard assessmentslImplementation基于胜任力的绩效考核系统FrameworklCompetency practiceslPerformance management systems(PMS)practiceslCompetency approacheslBest practiceslImplementationlSMR experience基于胜任力的绩效考核系统Future 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.2022-11-14基于胜任力的绩效考核系统
