Competency-based Performance Management 1

8/2/2019 Competency-based Performance Management 1

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COMPETENCY-BASEDPERFORMANCE

MANAGEMENT

PREPARED BY: SUBMITTED TO:

ASHWIN KEVAT (107420592021) PROF. PREETI NAIR

HARDIK PANCHAL (107420592004)


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Competency Mapping:

Competency:

Mapping as a process:


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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.


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C.M. :Areas of Implementation


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Competency Mapping: a strategictool for HRM


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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.


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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.


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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


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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.


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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


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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.


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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.


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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,


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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.


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CASE STUDY


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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.


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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.


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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.


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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.


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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.


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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.


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Thank you

Any Question..????

Documents

Competency-based Performance Management 1