Competency models and performance management
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Competency models and performance management
- 1. Part Four: Competency Models and Performance Management Luciano Gregoretti Consultant 908.897.0924 lgregoretti@talentfirst.com
- 2. 1 - How to Develop Valid and Actionable Competency Models 2 - Competency- Based Talent Development 3 - Using Competency Models to Hire Top Talent 4 - Competency Models and Performance Management 7 Steps to Building Top-Performing Organizations Using Competency Models: Progression 5 - Competency-Based Coaching 6 - Competency Models and Leadership Development 7 - Integrated Talent Management and Cloud Technology June 10th – 12th June 24th – 26th July 8th – 10th July 22nd – 24th Aug 5th – 7th Aug 19th – 21st Sep 2nd – 4th
- 3. Integrated Talent Management Recruiting & Selection Performance Management Coaching Training & Development Career Pathing Succession Planning Competency Model Job Descriptions Talent Management Strategy
- 4. Integrated Talent Management Yields Results Integrated Talented Management strategies have a major impact on tangible business results. Measure Impact* Talent Retention 38% Employee Productivity 175% Employee Engagement 38% Promotion Rate 76% Bersin HR Factbook. * Against non-integrated TM 4
- 5. Talent Management Systems Need to be: 5 Simple Targeted Actionable
- 6. Towards a Definition of Performance Management 6 “Performance Management is scientifically-based, data-driven technology for managing both behavior and results, two critical elements of what is known as performance” Dr. Aubrey Daniels Performance Appraisal Performance Coaching Performance Planning
- 7. Effective Performance Management Manager Focus direct reports on goals and results Cascade business strategy Empower people Increase focus on development Employee • Increase clarity around expectations • Drive engagement • Awareness of contribution to company's success • Development tool Organization Improve efficiency and effectiveness of organizational performance RESULTS 7
- 8. Managing the “What” Goals Business Strategy objectives Essential Job Accountabilities (Job Description) Project related 8 It starts with establishing the right measurable objectives
- 9. Managing the “How” 9 It continues with focusing of key competencies that allow to achieve goals Competencies Organizational Competencies Position-relevant Linked to performance
- 10. Why the “How”? 10 Reduce subjectivity, misunderstanding and defensiveness Focus employee efforts Gain a more comprehensive understanding of top potential employee Maximize consistency and integration in managing people
- 11. 3 Tips to Create an Effective Performance Management 1. Involve your people in designing the process 2. Train all new managers and repeat training once a year • Performance Planning • Performance Coaching • Performance Review 3. Provide technology to facilitate the process • Facilitate on going/year long performance management 11
- 12. 12 Performance Management Process Goal Setting Development Plans Semi-Annual Review Self Appraisal Manager Appraisal (and/or 360) Calibration (optional) Review Meeting On-going coaching On-going coaching
- 13. Performance Management Tools SMART Goals Coaching Sessions Training Competency Proficiency Assessment Development plans 13
- 15. Coaching 15
- 16. Training 16
- 18. Development Plan Proficiency Assessment Developmental Discussion Development Plan Implementation Multiple Check In Discussions
- 19. The Next Webinar… REGISTER FOR THE NEXT WEBINAR! Competency-Based Coaching August 5th , 2014 at 1:00 - 1:30 PM ET August 7th , 2014 at 3:00 - 3:30 PM ET
- 20. Find us at GSC – SHRM 23rd Annual Conference! TalentFirst Speaking “Got Competencies. Now What?” Who: Ted Power, Senior Consultant and Partner at TalentFirst When: Monday October 20th at 3:15 PM Where: Atlantic City Convention Center 1 Convention Blvd, Atlantic City, NJ 0840 For more information: http://www.gscshrmconference.org/
- 21. TalentFirst Headquarters 1011 US Hwy. 22 West Bridgewater, NJ 08807 TalentFirst India B 45 DSIDC Industrial Estate Delhi 1100 95, INDIA Luciano Gregoretti Consultant 908.897.0924 lgregoretti@talentfirst.com
Hinweis der Redaktion
- When a performance management is conducted properly in all three phases, everyone can see the benefits. Manager are able to get people do what they wants them to do, making them wanting to do! They can cascade the business strategy into individual goals and plans to achieve them and have an instrument to empower people. On the employee side, they become more secure of what is expected from them in terms of goals and behaviors. By developing a continuous feedback mechanism, employees gain confidence in their skills and awareness of their contribute to the organization, which can really boost their motivation to work. For the same reason, performance management is a great catalyst for individual development. And at end of the day if everyone perform better and go in the same direction, than the performance increases on an organizational level, driving the business to greater results!
- So what do we manage when we manage performance? As we said with the definition, we manage results and behaviors. Now logically results need to come first. So the foundational element of performance management are goals. Employee goals should be set according to business strategy, specific role accountabilities and eventually special projects. Goals have to be planned at the beginning of the appraisal period and revised periodically. Each company and each position require different interim appraisal meetings, to discuss about attainments, training needed, potential issues in the larger system and new business scenarios that require new goals. So make sure that your performance management system includes some interim moments to revisit goals throughout the year according the specific requirements of company and position
- Although goals are the fundamental elements of performance management, they should not be the only components. How people achieve those goals and what are the behaviors that drive to greater results should also be part of the process. Including competencies in the performance management supports the alignment of individual behaviors with company’s strategy driving a sustainable and competitive advantage for the organization. Different competencies can be used in the performance management. They can be overarching leadership and organizational competencies or position specific competencies. The choice of including one type, the other or both depends on what you are trying to achieve. However, it is important that the competencies either if they are broad organizational or position specific are linked to performance, and described in behavioral statements to be valid and understandable. When competencies are too general, lofty and untargeted, than people would just be confused. To see an example of what a good competency looks like, I would recommend you to watch the webinar how to design valid and actiobale CM on our youtube page