基于胜任力的绩效考核系统.pptxVIP

Competency based performance systems: best practice guidelinesR. Palan Ph.D.Preparation for changeA squirrel survives the winter not because of it’s severity but because of it’s preparation for the winter.Competency based performanceHuman Capital as a competitive advantageMaximising the value and R.O.I. UsefulCurrent environment of change, process jobs and self managed teamsPerformance – current positionCurrent systems – research baseThey make no difference to the R.O.I of the companyWhat is missing?Performance management - currentStrategyPlanning, Coaching, ReviewWhat happenedNow – the focus is on future developmentCompetency based performanceNew perspectiveMake a difference to the bottom lineProcess competenciesAchieve job resultsKey goals Aligning employees with organisational vision, mission, values and strategies.Distributing “just in time” learning opportunities.Integrating performance systemsBuilding and retaining intellectual capitalFramework for the sessionCompetency in practice today.Competency based performance management systems (PMS) practices today.Competency approachesBest practicesImplementation strategiesSMR experienceThe ice-berg modelThe ice-berg modelVisibleHiddenCausal flow modelIntent Action OutcomeMotive Knowledge Job outputTrait SkillSelf conceptWhat are competencies?CoreFunctionalBehaviouralThe debateBehavioural Vs CognitivistsCoreDistinctive properties of the organisationStrengths of the organisationCore competence e.g. FEDEX – distribution and service Behavioural 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 orientationFunctional competenciesProperties 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 weldingMotivesAchievement orientationTraitsPhysical characteristic