View
218
Download
0
Category
Preview:
Citation preview
8/2/2019 Competency-based Performance Management 1
1/22
COMPETENCY-BASEDPERFORMANCE
MANAGEMENT
PREPARED BY: SUBMITTED TO:
ASHWIN KEVAT (107420592021) PROF. PREETI NAIR
HARDIK PANCHAL (107420592004)
8/2/2019 Competency-based Performance Management 1
2/22
Competency Mapping:
Competency:
Mapping as a process:
8/2/2019 Competency-based Performance Management 1
3/22
COMPETENCY-BASED
PERFORMANCE MANAGEMENT
Performance management is about achieving results in a
manner that is consistent with organizational
expectations.
Integrating competencies within the performance
management process supports the provision of feedback
to employees not only on what they have
accomplished, but also how the work was performed,
using competencies for providing feedback.
8/2/2019 Competency-based Performance Management 1
4/22
C.M. :Areas of Implementation
8/2/2019 Competency-based Performance Management 1
5/22
Competency Mapping: a strategictool for HRM
8/2/2019 Competency-based Performance Management 1
6/22
In traditional system
Achievement of performance results is
quantified, past oriented, and tied to unit goals,
based on a short term, and used to make
compensation decisions.
Now a days, Competency appraisal is more
qualitative, longer range, future oriented, and
used for employee development and career pathplanning.
8/2/2019 Competency-based Performance Management 1
7/22
Performance management:
Performance management programsare set up to provide feedback toemployees on how effectively they are
performing in their jobs. Such programs normally include a set
of goals or objectives the employeemust accomplish within the review
period as well as the standards orcriteria for determining whether thedefined goals have beenaccomplished.
8/2/2019 Competency-based Performance Management 1
8/22
1. Performance Results Score
2. Competencies Score
Individual Performance Element
Overall Score
Will determine the employees
career movement, and also
the reward to be earned
8/2/2019 Competency-based Performance Management 1
9/22
management includes thefollowing features: Linking individual goals to the corporate and work
unit business plans and goals;
Focusing on results, behaviors (competencies) as wellas process improvement;
Regular reviews and updating of performance plans toaddress changing demands;
Training for both managers and employees on how toeffectively give and receive feedback, includingproviding feedback to employees who experiencechallenges in performing to the standards required intheir jobs / roles;
Training for managers on how to provide performanceevaluations that are valid, fair and unbiased.
8/2/2019 Competency-based Performance Management 1
10/22
Performance Management (PM)
process: two ways:
By defining the competencies needed to perform
each Performance Goal / Objective
By integrating the competencies for theemployees job into the PM process
8/2/2019 Competency-based Performance Management 1
11/22
Multi-source / 360 Degree /Upward Feedback
The behavioral indicators for the competencies neededwithin the target role / job are used as the standard for
assessing the performance of the employee.
Different stakeholder groups provide ratings, includingthe employee, their supervisor, as well as others with
whom the employee interacts. In Upward Feedback, all
employees reporting directly and indirectly to the
supervisor provide feedback on the supervisorsperformance.
8/2/2019 Competency-based Performance Management 1
12/22
Implementation Stages
Stage 1
Determine policy for integrating competencies within thePerformance Management process
Design a Performance Management process consistent with the policy
(as required)
Design communications and training program to support
implementation
Pilot the process
Revise and finalize ready for full implementation
Stage 2
Communicate and implement the Performance Management process
Review and evaluate the process during the first cycle of
implementation (e.g., first year) and make revisions, as required.
8/2/2019 Competency-based Performance Management 1
13/22
Competency-Based Evaluation competency-based performance reviews focus on three areas: core
competencies, job competencies and the use of both to perform job
assignments and duties.
For example,
8/2/2019 Competency-based Performance Management 1
14/22
Competency-Based Performance Improvement
Supervisors and employees usually work together todevelop performance improvement plans based on the
results of competency-based reviews.
A combined effort between supervisor and employee
that begins with the employee acknowledging herdeficiencies.
A plan for improvement may consist of job skills
training, mentoring, coaching or a combination of
resources for building up core competencies, jobcompetencies or both.
8/2/2019 Competency-based Performance Management 1
15/22
CASE STUDY
8/2/2019 Competency-based Performance Management 1
16/22
Hindustan Sanitar Sanitaryware& Industries Ltd Objective:
HSIL, on the fast track of growth felt the need to
develop a competency model with an objective
to increase the efficiency of the organization andintegrate the HR functions and PMS to the
model.
8/2/2019 Competency-based Performance Management 1
17/22
Process :
continuous interaction with the top management, with
an objective to link it to the future strategy and businessopportunities of the organization.
Individual employees were mapped on each and every
identified competency through an Assessment Centre.
Each one was assessed on a five-point scale.Psychometric tests, case studies, in-basket exercises,
leaderless group discussions and business simulation
games were used to measure the competencies.
8/2/2019 Competency-based Performance Management 1
18/22
Gujarat Heavy Chemicals Limited
Objectives:
Meet the challenges of the national and international
market, it was decided to enhance the operational
performance and further develop the potentials of theiremployees.
One of the most challenging tasks was to assess the
present competencies and find out gaps for future
superior performance.
8/2/2019 Competency-based Performance Management 1
19/22
competencies were identified on the basis of
discussion with the top management, in order to
understand the vision and mission of GHCL.
Frame a competency model and assessment
centre
The tools were developed and customized for
the assessment centre to map the competenciesof each and every individual.
8/2/2019 Competency-based Performance Management 1
20/22
Benefits:
Comprehensive measurements that assess overall jobperformance yet examine basic, fundamental work
skills.
Foster open communication between a supervisor and
employee because these types of reviews requireemployee introspection as well as supervisor
observation and assessment.
Improvement plans for competency-based reviews are
effective because they often focus on total jobperformance, not just one specific area.
8/2/2019 Competency-based Performance Management 1
21/22
Morel of the story
Helps to distinguish individuals with the characteristicsthat are required to build and maintain an organization,
value, teamwork, and respect for individual innovation
or initiative.
Ensures agreement on performance criteria.
Gives a more accurate way of assessing people.
8/2/2019 Competency-based Performance Management 1
22/22
Thank you
Any Question..????
Recommended