日化行業(yè)基于勝任力的績效考核系統(tǒng)

11三月2024日化行業(yè)基于勝任力的績效考核系統(tǒng)PreparationforchangeAsquirrelsurvivesthewinternotbecauseofit’sseveritybutbecauseofit’spreparationforthewinter.CompetencybasedperformanceHumanCapitalasacompetitiveadvantageMaximisingthevalueandR.O.I.

UsefulCurrentenvironmentofchange,processjobsandselfmanagedteamsPerformance–currentpositionCurrentsystems–researchbaseTheymakenodifferencetotheR.O.IofthecompanyWhatismissing?Performancemanagement-currentStrategyPlanning,Coaching,ReviewWhathappenedNow–thefocusisonfuture&developmentCompetencybasedperformanceNewperspectiveMakeadifferencetothebottomlineProcesscompetenciesAchievejobresultsKeygoalsAligningemployeeswithorganisationalvision,mission,valuesandstrategies.Distributing“justintime”learningopportunities.IntegratingperformancesystemsBuildingandretainingintellectualcapitalFrameworkforthesessionCompetencyinpracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperienceTheice-bergmodelTheice-bergmodelVisibleHiddenCausalflowmodelIntent Action OutcomeMotive Knowledge JoboutputTrait SkillSelfconceptWhatarecompetencies?CoreFunctionalBehaviouralThedebateBehaviouralVsCognitivistsCoreDistinctivepropertiesoftheorganisationStrengthsoftheorganisationCorecompetencee.g.FEDEX–distributionandserviceBehaviouralcompetenciesPropertiesofthepersonWhatpeopleARE?Underlyingcharacteristicsofanindividualthatiscausallyrelatedtocriterion-referencedeffectiveand/orsuperiorperformanceinajobsituation.e.g.achievementorientationFunctionalcompetenciesPropertiesofthejobWhatpeopledo?Thedemonstrationofknowledge,skillandattituderequiredtodothejobtoarequiredstandard.e.g.AbletoperformTIGweldingMotivesAchievementorientationTraitsPhysicalcharacteristicsSelfconceptSelfconfidenceKnowledge/SkillAsurgeon’sknowledgeofthehumanbody.Asurgeon’sphysicalskilltooperateensuringthepatientiswellandalive.CharacteristicsincludedincompetencymodelsDevelopVsHireYoucanteachaturkeytoclimbatree,butitiseasiertohireasquirrel.FrameworkforthesessionCompetencyinPracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperiencePerformanceManagementSystemsAppraisalsdriven.FocusonTraits,Behaviours,Results.PerformanceEachapproachrequiresadifferentinterventionBehaviourandCompetenciesPerformanceisnotoutputsorresultsBehaviourisoneofthecausesofoutputTheargumentPerformancenotwithinthecontroloftheindividualBehaviouriswithinthecontroloftheindividualBestpractices-effectiveperformanceMeanBestpractices-superiorperformanceOneS.D.abovethemeanThepictureChartPsychologistWilliamJamesAdifferencewhichmakesnodifferenceisnodifference.FrameworkforthesessionCompetencyinPracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperienceTwoapproachesThreshold–minimumacceptablelevelDifferentiating–superiorperformersThresholdPurelyknowledgeandskillsdriven.Easiertodevelop.SkillthemassestoaminimumstandardGovernmentinitiativestodeveloplocalexpertiseThreshold/FunctionalEnsuringtheminimumisinplacebeforeyoutalkaboutsuperiorperformers.BehaviouralDifferentiating.Superiorperformers–relatestotop1/10.Usedbycompanieswithadequateexpertisebutdesiretopushuptheperformancebar.FrameworkforthesessionCompetencyinPracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperienceBestpractices–CompetencyfocusDrivenbythegoalsoftheorganisation.Functionalapproaches–civilaviation,manufacturingBehaviouralapproaches–oilcompaniesIntegratedmodels–airlines,utilities,transportationBestpractices-competencymodelsAssessmentisthekey.ApplicationsusuallyatJob:PersonmatchBestpractices-behaviouralDevelopacompetencymodel.EstablishcriterionsamplesComparehighperformerswithlowperformers.BehavioureventinterviewsExpertpanelsStudyingincumbent/futurejobs.Bestpractices-designapproachesBehaviouralmodeldefineperformancecriteriacriterionsamplecollectdatadevelopmodelvalidateprepareapplicationsBestpractices-functionalmodelsPositionPersonAuditGapProgrammePerformanceBestpractices–scalablemodelsCatalogueofCompetencies.Weightage.Competencymodels/dictionariesPrincipleofleverageandworkabilityBestpractices-culturalRelatetolocalcultures.Similarcompetenciesbutexpressedinappropriateculturalterms.e.g.ConflictManagementinThailandBestpractices-usesofcompetenciesTrainingPerformanceCareermanagementSelectionCompensationBestpractices-performanceMixedmodelsAssessandrewardbothPandCWeightedBestpractices-competencybasedperformancesystemsAirlineexampleOilcompanyexampleUseofcriticalincidentswithhighuseofcoachingandfeedbacktools.FrameworkCompetencyinPracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperienceBestpractices-implementationBasedonneedsPrincipleofleverageandworkabilityKeypositi