醫(yī)療行業(yè)基于勝任力的績效考核系統(tǒng)（英文）(ppt 56頁).ppt

1、1,Competency based performance systems: best practice guidelines,R. Palan Ph.D,2,Preparation for change,A squirrel survives the winter not because of its severity but because of its preparation for the winter,3,Competency based performance,Human Capital as a competitive advantage Maximising the valu

2、e and R.O.I,4,Useful,Current environment of change, process jobs and self managed teams,5,Performance current position,Current systems research base They make no difference to the R.O.I of the company What is missing,6,Performance management - current,Strategy Planning, Coaching, Review What happene

3、d Now the focus is on future & development,7,Competency based performance,New perspective Make a difference to the bottom line Process competencies Achieve job results,8,Key goals,Aligning employees with organisational vision, mission, values and strategies. Distributing “just in time” learning oppo

4、rtunities. Integrating performance systems Building and retaining intellectual capital,9,Framework for the session,Competency in practice today. Competency based performance management systems (PMS) practices today. Competency approaches Best practices Implementation strategies SMR experience,10,The

5、 ice-berg model,11,The ice-berg model,Visible Hidden,12,Causal flow model,IntentActionOutcome MotiveKnowledgeJob output TraitSkill Self concept,13,What are competencies,Core Functional Behavioural,14,The debate,Behavioural Vs Cognitivists,15,Core,Distinctive properties of the organisation Strengths

6、of the organisation Core competence e.g. FEDEX distribution and service,16,Behavioural competencies,Properties of the person What 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. ac

7、hievement orientation,17,Functional competencies,Properties of the job What people do? The demonstration of knowledge, skill and attitude required to do the job to a required standard. e.g. Able to perform TIG welding,18,Motives,Achievement orientation,19,Traits,Physical characteristics,20,Self conc

8、ept,Self confidence,21,Knowledge/Skill,A surgeons knowledge of the human body. A surgeons physical skill to operate ensuring the patient is well and alive,22,Characteristics included in competency models,23,Develop Vs Hire,You can teach a turkey to climb a tree, but it is easier to hire a squirrel,2

9、4,Framework for the session,Competency in Practice today. Competency based performance management systems (PMS) practices today. Competency approaches Best practices Implementation strategies SMR experience,25,Performance Management Systems,Appraisals driven. Focus on Traits, Behaviours, Results,26,

10、Performance,Each approach requires a different intervention,27,Behaviour and Competencies,Performance is not outputs or results Behaviour is one of the causes of output,28,The argument,Performance not within the control of the individual Behaviour is within the control of the individual,29,Best prac

11、tices - effective performance,Mean,30,Best practices - superior performance,One S.D. above the mean,31,The picture,Chart,32,Psychologist William James,A difference which makes no difference is no difference,33,Framework for the session,Competency in Practice today. Competency based performance manag

12、ement systems (PMS) practices today. Competency approaches Best practices Implementation strategies SMR experience,34,Two approaches,Threshold minimum acceptable level Differentiating superior performers,35,Threshold,Purely knowledge and skills driven. Easier to develop. Skill the masses to a minimu

13、m standard Government initiatives to develop local expertise,36,Threshold/Functional,Ensuring the minimum is in place before you talk about superior performers,37,Behavioural,Differentiating. Superior performers relates to top 1/10. Used by companies with adequate expertise but desire to push up the

14、 performance bar,38,Framework for the session,Competency in Practice today. Competency based performance management systems (PMS) practices today. Competency approaches Best practices Implementation strategies SMR experience,39,Best practices Competency focus,Driven by the goals of the organisation.

15、 Functional approaches civil aviation, manufacturing Behavioural approaches oil companies Integrated models airlines, utilities, transportation,40,Best practices - competency models,Assessment is the key. Applications usually at Job: Person match,41,Best practices - behavioural,Develop a competency

16、model. Establish criterion samples Compare high performers with low performers. Behaviour event interviews Expert panels Studying incumbent/future jobs,42,Best practices - design approaches,Behavioural model define performance criteria criterion sample collect data develop model validate prepare app

17、lications,43,Best practices -functional models,Position Person Audit Gap Programme Performance,44,Best practices scalable models,Catalogue of Competencies. Weightage. Competency models/dictionaries Principle of leverage and workability,45,Best practices - cultural,Relate to local cultures. Similar c

18、ompetencies but expressed in appropriate cultural terms. e.g. Conflict Management in Thailand,46,Best practices - uses of competencies,Training Performance Career management Selection Compensation,47,Best practices - performance,Mixed models Assess and reward both P and C Weighted,48,Best practices-

19、 competency based performance systems,Airline example Oil company example Use of critical incidents with high use of coaching and feedback tools,49,Framework,Competency in Practice today. Competency based performance management systems (PMS) practices today. Competency approaches Best practices Impl

20、ementation strategies SMR experience,50,Best practices - implementation,Based on needs Principle of leverage and workability Key positions Levels Core/Role/Level,51,Best practices - implementation,Pilot Use project teams Broadcast the success Driven by champions who are visible line managers Strongly supported by HR team,52,Best practices - implemen