醫(yī)療行業(yè)基于勝任力的績效考核系統(tǒng)英文

Competencybasedperformancesystems:bestpracticeguidelinesR.PalanPh.D.1PreparationforchangeAsquirrelsurvivesthewinternotbecauseofit’sseveritybutbecauseofit’spreparationforthewinter.2CompetencybasedperformanceHumanCapitalasacompetitiveadvantageMaximisingthevalueandR.O.I.

3UsefulCurrentenvironmentofchange,processjobsandselfmanagedteams4Performance–currentpositionCurrentsystems–researchbaseTheymakenodifferencetotheR.O.IofthecompanyWhatismissing?5Performancemanagement-currentStrategyPlanning,Coaching,ReviewWhathappenedNow–thefocusisonfuture&development6CompetencybasedperformanceNewperspectiveMakeadifferencetothebottomlineProcesscompetenciesAchievejobresults7KeygoalsAligningemployeeswithorganisationalvision,mission,valuesandstrategies.Distributing“justintime”learningopportunities.IntegratingperformancesystemsBuildingandretainingintellectualcapital8FrameworkforthesessionCompetencyinpracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperience9Theice-bergmodel10Theice-bergmodelVisibleHidden11CausalflowmodelIntentActionOutcomeMotiveKnowledgeJoboutputTraitSkillSelfconcept12Whatarecompetencies?CoreFunctionalBehavioural13ThedebateBehaviouralVsCognitivists14CoreDistinctivepropertiesoftheorganisationStrengthsoftheorganisationCorecompetencee.g.FEDEX––distributionandservice15BehaviouralcompetenciesPropertiesofthepersonWhatpeopleARE?Underlyingcharacteristicsofanindividualthatiscausallyrelatedtocriterion-referencedeffectiveand/orsuperiorperformanceinajobsituation.e.g.achievementorientation16FunctionalcompetenciesPropertiesofthejobWhatpeopledo?Thedemonstrationofknowledge,skillandattituderequiredtodothejobtoarequiredstandard.e.g.AbletoperformTIGwelding17MotivesAchievementorientation18TraitsPhysicalcharacteristics19SelfconceptSelfconfidence20Knowledge/SkillAsurgeon’sknowledgeofthehumanbody.Asurgeon’sphysicalskilltooperateensuringthepatientiswellandalive.21Characteristicsincludedincompetencymodels22DevelopVsHireYoucanteachaturkeytoclimbatree,butitiseasiertohireasquirrel.23FrameworkforthesessionCompetencyinPracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperience24PerformanceManagementSystemsAppraisalsdriven.FocusonTraits,Behaviours,Results.25PerformanceEachapproachrequiresadifferentintervention26BehaviourandCompetenciesPerformanceisnotoutputsorresultsBehaviourisoneofthecausesofoutput27TheargumentPerformancenotwithinthecontroloftheindividualBehaviouriswithinthecontroloftheindividual28Bestpractices-effectiveperformanceMean29Bestpractices-superiorperformanceOneS.D.abovethemean30ThepictureChart31PsychologistWilliamJamesAdifferencewhichmakesnodifferenceisnodifference.32FrameworkforthesessionCompetencyinPracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperience33TwoapproachesThreshold––minimumacceptablelevelDifferentiating––superiorperformers34ThresholdPurelyknowledgeandskillsdriven.Easiertodevelop.SkillthemassestoaminimumstandardGovernmentinitiativestodeveloplocalexpertise35Threshold/FunctionalEnsuringtheminimumisinplacebeforeyoutalkaboutsuperiorperformers.36BehaviouralDifferentiating.Superiorperformers––relatestotop1/10.Usedbycompanieswithadequateexpertisebutdesiretopushuptheperformancebar.37FrameworkforthesessionCompetencyinPracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperience38Drivenbythegoalsoftheorganisation.Functionalapproaches–civilaviation,manufacturingBehaviouralapproaches–oilcompaniesIntegrated39Bestpractices-competencymodelsAssessmentisthekey.ApplicationsusuallyatJob:Personmatch40Bestpractices-behaviouralDevelopacompetencymodel.EstablishcriterionsamplesComparehighperformerswithlowperformers.BehavioureventinterviewsExpertpanelsStudyingincumbent/futurejobs.41Bestpractices-designapproachesBehaviouralmodeldefineperformancecriteriacriterionsamplecollectdatadevelopmodelvalidateprepareapplications42Bestpractices-functionalmodelsPositionPersonAuditGapProgrammePerformance43Bestpractices––scaCatalogueofCompetencies.Weightage.Competencymodels/dictionariesPrincipleofleverageandworkability44Bestpractices-culturalRelatetolocalcultures.Similarcompetenciesbutexpressedinappropriateculturalterms.e.g.ConflictManagementinThailand45Bestpractices-usesofcompetenciesTrainingPerformanceCareermanagementSelectionCompensation46Bestpractices-performanceMixedmodelsAssessandrewardbothPandCWeighted47Bestpractices-competencybasedperformancesystemsAirlineexampleOilcompanyexampleUseofcriticalincidentswithhighuseofcoachingandfeedbacktools.48FrameworkCompetencyinPracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperience49Bestpractices-implementationBasedonneedsPrincipleofleverageandworkabilityKeypositionsLevelsCore/Role/Level50Bestpractices-implementationPilotUseprojectteamsBroadcastthesuccessDrivenbychampionswhoarevisiblelinemanagersStronglysupportedbyHRteam51Bestpractices-implementationManageitwithadatabaseTechnologyenablementRecordandreportSupportdecisionmaking52FailuresLackofexpertiseLimitedsupportCo