基于胜任力绩效考核系统（英文ppt56页）.ppt

* The picture Chart * Psychologist William James A difference which makes no difference is no difference. * Framework for the session Competency in Practice today. Competency based performance management systems (PMS) practices today. Competency approaches Best practices Implementation strategies SMR experience * Two approaches Threshold – minimum acceptable level Differentiating – superior performers * Threshold Purely knowledge and skills driven. Easier to develop. Skill the masses to a minimum standard Government initiatives to develop local expertise * Threshold/Functional Ensuring the minimum is in place before you talk about superior performers. * Behavioural Differentiating. Superior performers – relates to top 1/10. Used by companies with adequate expertise but desire to push up the performance bar. * Framework for the session Competency in Practice today. Competency based performance management systems (PMS) practices today. Competency approaches Best practices Implementation strategies SMR experience * Best practices – Competency focus Driven by the goals of the organisation. Functional approaches – civil aviation, manufacturing Behavioural approaches – oil companies Integrated models – airlines, utilities, transportation * Best practices - competency models Assessment is the key. Applications usually at Job: Person match * Best practices - behavioural Develop a competency model. Establish criterion samples Compare high performers with low performers. Behaviour event interviews Expert panels Studying incumbent/future jobs. * Best practices - design approaches Behavioural model define performance criteria criterion sample collect data develop model validate prepare applications * Best practices -functional models Position Person Audit Gap Programme Performance * Best practices – scalable models Catalogue of Competencies. Weightage. Competency models/dictionaries Principle of leverage and workability * Best practices - cultural Rel