基于胜任能力人力资源管理 - 绩效管理(英).pptVIP

HRDCongress Asia 2002 Competency based performance systems: best practice guidelines R. Palan Ph.D. Preparation for change A squirrel survives the winter not because of it’s severity but because of it’s preparation for the winter. Competency based performance Human Capital as a competitive advantage Maximising the value and R.O.I. Useful Current environment of change, process jobs and self managed teams Performance – current position Current systems – research base They make no difference to the R.O.I of the company What is missing? Performance management - current Strategy Planning, Coaching, Review What happened Now – the focus is on future development Competency based performance New perspective Make a difference to the bottom line Process competencies Achieve job results Key goals Aligning employees with organisational vision, mission, values and strategies. Distributing “just in time” learning opportunities. Integrating performance systems Building and retaining intellectual capital Framework for the session Competency in practice today. Competency based performance management systems (PMS) practices today. Competency approaches Best practices Implementation strategies SMR experience The ice-berg model The ice-berg model Visible Hidden Causal flow model Intent Action Outcome Motive Knowledge Job output Trait Skill Self concept What are competencies? Core Functional Behavioural The debate Behavioural Vs Cognitivists Core Distinctive properties of the organisation Strengths of the organisation Core competence e.g. FEDEX – distribution and service 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. achievement orientation Functional competencies Properties of the job What people do? The demonstration of knowledge, skill and attitude required to do the job to a re