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Competency-Based Performance Management

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What is the gap between critical skills needed and skills of persons on project(s) ... What duties, activities, processes and/or procedures have been identified to ... – PowerPoint PPT presentation

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Title: Competency-Based Performance Management


1
Competency-Based Performance Management
  • A Systems Approach to Employee Performance and
    Development

2
Workforce Planning Issues
  • Impending Baby-Boomer Retirements
  • Approx. 45 of WYO-Workforce eligible to retire
    by 2011 (4 Yrs.)
  • 79 Million Baby Boomers will Retire 2010-2020
  • Only 40 Million Gen X and Ys set to replace
    Boomers (2005 Census Bureau Data)
  • Booming Economy
  • May Unemployment Rate 3.3 - Approx. 9500 people
    statewide (Bureau of Labor Statistics June 2007)
  • First Two Year Turnover Rate
  • Declining High School Population
  • 18 Decline from 2000-2005 (University of Wyoming
    2000-2005 Strategic Plan)

3
Confluence of Generations
  • Different
  • Influences
  • Motivations
  • Work Values
  • Expectations
  • Communication Style
  • All Looking for a Life/Work Balance

4
Competency-Based System
  • Goal To develop a performance management
    system that
  • Provide a systems approach to employee
    development and succession planning.
  • Supports employees in achieving their position
    goals and developmental needs.
  • Align and cascade individual goals with
    organizational performance measures.

Performance Management
Recruitment, Selection Classification
Career Workforce Planning
Focus on Performance Development Needs of Agency
Core Competencies
Training Development
Succession Planning
5
What are Competencies?
  • Competencies are those behaviors that excellent
    performers exhibit much more consistently than
    average performers.
  • a grouping of behaviors, that taken together,
    better describe and communicate performance
    expectations.

6
What Competencies are Not
  • Competencies are Not
  • a psychological construct No single behavior
    can term Conflict Management
  • Not knowledge the application of knowledge

7
Antimony of a Competency
  1. Title
  2. One to three words titling competency
  3. Definition (The WHAT)
  4. Knowledge, skill and ability (KSA) statements
    defining competency
  5. Performance Statements (The HOW)
  6. Groupings of behavioral statements describing
    successful performance

8
Competency Example
Performance Statements Level 5
  • Conflict Management and Mediation
  • Definition Ability to effectively resolve
    disputes among others. Skilled in different
    methods and styles to deal with personal
    disagreements. Requires the ability to remain
    impartial and unbiased.  Help others resolve
    complex or sensitive disagreements and
    conflicts.  Effectively lead a rational process
    of illuminating issues, enhancing understanding
    of divergent interests, and identifying common
    grounds for a workable solution.
  • Successfully defuses hostile situations.
  • Highly skilled in seeing early warning signs of
    conflict and takes steps to prevent problems
    gets to essence of the problem to resolve issues
    before they escalate to a conflict.
  • Excels in transforming conflict into problem
    solving insightfully diagnoses issues and
    develops effective solutions that are accepted by
    others.
  • Creates an environment where differences of
    expression or opinion are valued differences are
    used to achieve superior results.
  • Navigates hostile situations by calming others.
  • Operates "behind-the-scenes" to resolve conflict.

Performance Statements Level 1
  • Exacerbates conflict.
  • Accepts or recommends acceptance of win/lose
    situations rather than seeking compromise of
    collaboration.
  • Ignores conflict among coworkers.
  • Inappropriately avoids conflict allows conflict
    to fester without bringing it out into the open
    and attempting to negotiate acceptable solutions.
  • Inability to remain impartial "Takes sides."
  • Reacts emotionally when conflict arises.
  • Does not recognize when conflict is occurring or
    emotions are escalating does not probe for
    interests of conflicting parties.
  • Defines only own interests establishes own
    positions and biases rather than seeking common
    interests.
  • Personalizes conflict sometimes attacks people
    rather than issues.

9
Wyoming Core Competencies
  • Leadership
  • Ex Institutional Collaboration, Vision
  • Performance Management
  • Ex Change Mgt., Team Building
  • Workplace
  • Ex Customer Focus, Teamwork
  • Analytical
  • Ex Written Communication
  • Personal Effectiveness
  • Ex Integrity, Ethics
  • See More _at_... www.wyomingworkforceplanning.state.w
    y.us

Leadership Succession Planning
Workplace Performance Skills Sets
Foundational Skills Sets
10
Competency-Based Strategic Alignment
Agency Performance Measure Agency Performance Measure Agency Performance Measure Agency Performance Measure Agency Performance Measure Agency Performance Measure Agency Performance Measure
Performance Expectations / Appraisal / Development Needs Skills / Competencies Needed Input FTE/BUDGET Activities Outputs (Nuts Bolts) Strategies / Intermediate Outcomes Agency Performance Measures Wyoming Quality of Life
How do you plan on evaluating / developing performance? -Identifying skills gap -Communicating skills gap -Developing skills gap -Measuring success What critical skills are needed to accomplish identified duties and activities? What are the skills of the persons working on the project? What is the gap between critical skills needed and skills of persons on project(s)? What are the resources need to carry out stated duties, activities and outputs? Who are the employee's and/or AWECs assigned to complete the identified duties and activities? What duties, activities, processes and/or procedures have been identified to carry out the strategy? What divisions are directly working on this measure? What are their strategies and initial outcomes? What are the goals and objectives of this measure? The 10 Commitment to residents of the State. Where and how does the performance measure fit into Wyomings Quality of Life?
The WHAT
The HOW
11
Workforce Planning
  • The process of ensuring that the right people are
    in the right place at the right time to
    accomplish the agencys mission.

12
Phases
  1. Defining the Future
  2. Analyzing Current Workforce
  3. Close the Gap
  4. Monitor, Evaluate and Revise

13
Defining the Future
  • Identify where the agency wants to be in the
    future. Examine, analyze, and redefine the
    vision, mission, organizational values,
    objectives, and competencies.
  • Strategic Planning Becoming A Strategic Partner

14
Analyzing Current Workforce
  • Develop a detailed picture of where the agency is
    now.
  • Conduct an outward and inward analysis to
    identify potential competencies in the workforce
    such as qualified employees at the beginning of a
    career path or critical positions that may need
    special attention during recruitment.
  • Future Competency-Based Performance System

15
Close the Gap
  • Determine what gaps exist between our current and
    projected workforce needs.
  • Develop and implement strategy to close the gap.
    These strategies include knowledge transfer,
    recruiting, training/ retaining, restructuring
    organizations, leadership development, succession
    planning, technology, enhancements, etc.
  • Knowledge Transfer Concepts

16
Types of Knowledge Tacit
  • Knowledge that people carry in their heads. It
    is difficult to access and most people are not
    even aware of what they possess or how it is of
    value to others. It provides context for ideas,
    experiences, people, and places and is not easily
    captured.

17
Types of Knowledge Explicit
  • Structured Data elements that are organized in
    a particular way for future retrieval, e.g.
    documents, databases, spreadsheets
  • Unstructured Information not referenced for
    retrieval, e.g. emails, images, audio or video
    selections

18
Knowledge Transfer
  • The process of sharing knowledge between one
    person and another
  • If knowledge has not been absorbed, it has not
    been transferred

19
Knowledge Transfer Tip 1
  • Managers may have some knowledge transfer methods
    already in place
  • Consider using those methods as the foundation
    for the knowledge transfer plan

20
Knowledge Transfer / Management Strategies
  • Job Aids
  • Mentoring Programs
  • Process Documentation
  • Best Practice Meetings or Studies
  • Communities of Practice
  • Retirees on Retainer
  • Job Shadowing
  • Expert Systems
  • Critical Incident Reviews
  • Electronic Performance Support System
  • Storyboards
  • Storytelling
  • Double fills
  • Document Repositories
  • Job Rotation
  • Knowledge Fairs
  • Knowledge Maps
  • Structured On the Job Training

21
Monitor, Evaluate and Revise
  • Measure progress to access whats working and not
    working.
  • Make adjustments to plan as needed and address
    new workforce and organizational issues.

22
Thank You
  • Workforce Planning
  • bfoste2_at_state.wy.us
  • 307-777-6713
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