基于胜任力的绩效考核系统
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expertise
基于胜任力的绩效考核系统
Threshold/Functional
l Ensuring the minimum is in place before you talk about superior performers.
基于胜任力的绩效考核系统
Behavioural
l Differentiating. l Superior performers – relates to top 1/10. l Used by companies with adequate expertise
基于胜任力的绩效考核系统
Performance – current position
l Current systems – research base l They make no difference to the R.O.I of the
company l What is missing?
基于胜任力的绩效考核系统
l A difference which makes no difference is no difference.
基于胜任力的绩效考核系统
Framework for the session
1. Competency in Practice today. 2. Competency based performance management systems (PMS)
l A surgeon’s knowledge of the human body. l A surgeon’s physical skill to operate ensuring
the patient is well and alive.
基于胜任力的绩效考核系统
Characteristics included in competency models
l Assessment is the key. l Applications usually at Job: Person match
基于胜任力的绩效考核系统
Best practices - behavioural
l Develop a competency model. l Establish criterion samples l Compare high performers with low
基于胜任力的绩效考核系统
Behavioural competencies
l Properties of the person l What people ARE? l Underlying characteristics of an individual
that is causally related to criterion-referenced effective and/or superior performance in a job situation. l e.g. achievement orientation
– Traits, – Behaviours, – Results.
基于胜任力的绩效考核系统
Performance
l Each approach requires a different intervention
基于胜任力的绩效考核系统
Behaviour and Competencies
l Performance is not outputs or results l Behaviour is one of the causes of output
基于胜任力的绩效考核 系统
2020/11/11
基于胜任力的绩效考核系统
Preparation for change
l A squirrel survives the winter not because of it’s severity but because of it’s preparation for the winter.
practices today. 3. Competency approaches 4. Best practices 5. Implementation strategies 6. SMR experience
基于胜任力的绩效考核系统
Performance Management Systems
l Appraisals driven. l Focus on
l Distributing “just in time” learning opportunities. l Integrating performance systems l Building and retaining intellectual capital
基于胜任力的绩效考核系统
Framework for the session
but desire to push up the performance bar.
基于胜任力的绩效考核系统
Framework for the session
l Competency in Practice today. l Competency based performance management systems (PMS)
基于胜任力的绩效考核系统
Competency based performance
l Human Capital as a competitive advantage l Maximising the value and R.O.I.
基于胜任力的绩效考核系统
Useful
l Current environment of change, process jobs and self managed teams
基于胜任力的绩效考核系统
Threshold
l Purely knowledge and skills driven. l Easier to develop. l Skill the masses to a minimum standard l Government initiatives to develop local
基于胜任力的绩效考核系统
Core
l Distinctive properties of the organisation l Strengths of the organisation l Core competence
– e.g. FEDEX – distribution and service
1. Competency in practice today. 2. Competency based performance management systems (PMS)
practices today. 3. Competency approaches 4. Best practices 5. Implementation strategies 6. SMR experience
Knowledge Skill
Outcome Job output
基于胜任力的绩效考核系统
What are competencies?
l Core l Functional l Behavioural
基于胜任力的绩效考核系统
The debate
l Behavioural Vs Cognitivists
Performance management - current
l Strategy l Planning, Coaching, Review l What happened l Now – the focus is on future & development
基于胜任力的绩效考核系统
Competency based performance
l New perspective l Make a difference to the bottom line l Process competencies l Achieve job results
基于胜任力的绩效考核系统
Key goals
l Aligning employees with organisational vision, mission, values and strategies.
practices today. 3. Competency approaches 4. Best practices 5. Implementation strategies 6. SMR experience
基于胜任力的绩效考核系统
Two approaches
1. Threshold – minimum acceptable level 2. Differentiating – superior performers
基于胜任力的绩效考核系统
The ice-berg model
基于胜任力的绩效考核系统
The ice-berg model
Visible Hidden
基于胜任力的绩效考核系统
Causal flow model
l Intent
Action
l Motive l Trait l Self concept
基于胜任力的绩效考核系统
Develop Vs Hire
l You can teach a turkey to climb a tree, but it is easier to hire a squirrel.
基于胜任力的绩效考核系统
Framework for the session
1. Competency in Practice today. 2. Competency based performance management systems (PMS)
基于胜任力的绩效考核系统
Functional competencies
l Properties of the job l What people do? l The demonstration of knowledge, skill and attitude
required to do the job to a required standard. l e.g. Able to perform TIG welding
l Mean
基于胜任力的绩效考核系统
Best practices - superior performance
l One S.D. above the mean
基于胜任力的绩效考核系统
The picture
Chart
基于胜任力的绩效考核系统
Psychologist William James
基于胜任力的绩效考核系统
The argument
l Performance not within the control of the individual
l Behaviour is within the control of the individual
基于胜任力的绩效考核系统
Best practices - effective performance
基于胜任力的绩效考核系统
Motives
l Achievement orientation
基于胜任力的绩效考核系统
Traits
l Physical characteristics
基于胜任力的绩效考核系统
Self concept
l Self confidence
基于胜任力的绩效考核系统
Knowledge/Skill
manufacturing l Behavioural approaches – oil companies l Integrated models – airlines, utilities, transportation
基于胜任力的绩效考核系统
Best practices - competency models
practices today. l Competency approaches l Best practices l Implementation strategies l SMR experience
பைடு நூலகம்基于胜任力的绩效考核系统
Best practices – Competency focus
l Driven by the goals of the organisation. l Functional approaches – civil aviation,
基于胜任力的绩效考核系统
Threshold/Functional
l Ensuring the minimum is in place before you talk about superior performers.
基于胜任力的绩效考核系统
Behavioural
l Differentiating. l Superior performers – relates to top 1/10. l Used by companies with adequate expertise
基于胜任力的绩效考核系统
Performance – current position
l Current systems – research base l They make no difference to the R.O.I of the
company l What is missing?
基于胜任力的绩效考核系统
l A difference which makes no difference is no difference.
基于胜任力的绩效考核系统
Framework for the session
1. Competency in Practice today. 2. Competency based performance management systems (PMS)
l A surgeon’s knowledge of the human body. l A surgeon’s physical skill to operate ensuring
the patient is well and alive.
基于胜任力的绩效考核系统
Characteristics included in competency models
l Assessment is the key. l Applications usually at Job: Person match
基于胜任力的绩效考核系统
Best practices - behavioural
l Develop a competency model. l Establish criterion samples l Compare high performers with low
基于胜任力的绩效考核系统
Behavioural competencies
l Properties of the person l What people ARE? l Underlying characteristics of an individual
that is causally related to criterion-referenced effective and/or superior performance in a job situation. l e.g. achievement orientation
– Traits, – Behaviours, – Results.
基于胜任力的绩效考核系统
Performance
l Each approach requires a different intervention
基于胜任力的绩效考核系统
Behaviour and Competencies
l Performance is not outputs or results l Behaviour is one of the causes of output
基于胜任力的绩效考核 系统
2020/11/11
基于胜任力的绩效考核系统
Preparation for change
l A squirrel survives the winter not because of it’s severity but because of it’s preparation for the winter.
practices today. 3. Competency approaches 4. Best practices 5. Implementation strategies 6. SMR experience
基于胜任力的绩效考核系统
Performance Management Systems
l Appraisals driven. l Focus on
l Distributing “just in time” learning opportunities. l Integrating performance systems l Building and retaining intellectual capital
基于胜任力的绩效考核系统
Framework for the session
but desire to push up the performance bar.
基于胜任力的绩效考核系统
Framework for the session
l Competency in Practice today. l Competency based performance management systems (PMS)
基于胜任力的绩效考核系统
Competency based performance
l Human Capital as a competitive advantage l Maximising the value and R.O.I.
基于胜任力的绩效考核系统
Useful
l Current environment of change, process jobs and self managed teams
基于胜任力的绩效考核系统
Threshold
l Purely knowledge and skills driven. l Easier to develop. l Skill the masses to a minimum standard l Government initiatives to develop local
基于胜任力的绩效考核系统
Core
l Distinctive properties of the organisation l Strengths of the organisation l Core competence
– e.g. FEDEX – distribution and service
1. Competency in practice today. 2. Competency based performance management systems (PMS)
practices today. 3. Competency approaches 4. Best practices 5. Implementation strategies 6. SMR experience
Knowledge Skill
Outcome Job output
基于胜任力的绩效考核系统
What are competencies?
l Core l Functional l Behavioural
基于胜任力的绩效考核系统
The debate
l Behavioural Vs Cognitivists
Performance management - current
l Strategy l Planning, Coaching, Review l What happened l Now – the focus is on future & development
基于胜任力的绩效考核系统
Competency based performance
l New perspective l Make a difference to the bottom line l Process competencies l Achieve job results
基于胜任力的绩效考核系统
Key goals
l Aligning employees with organisational vision, mission, values and strategies.
practices today. 3. Competency approaches 4. Best practices 5. Implementation strategies 6. SMR experience
基于胜任力的绩效考核系统
Two approaches
1. Threshold – minimum acceptable level 2. Differentiating – superior performers
基于胜任力的绩效考核系统
The ice-berg model
基于胜任力的绩效考核系统
The ice-berg model
Visible Hidden
基于胜任力的绩效考核系统
Causal flow model
l Intent
Action
l Motive l Trait l Self concept
基于胜任力的绩效考核系统
Develop Vs Hire
l You can teach a turkey to climb a tree, but it is easier to hire a squirrel.
基于胜任力的绩效考核系统
Framework for the session
1. Competency in Practice today. 2. Competency based performance management systems (PMS)
基于胜任力的绩效考核系统
Functional competencies
l Properties of the job l What people do? l The demonstration of knowledge, skill and attitude
required to do the job to a required standard. l e.g. Able to perform TIG welding
l Mean
基于胜任力的绩效考核系统
Best practices - superior performance
l One S.D. above the mean
基于胜任力的绩效考核系统
The picture
Chart
基于胜任力的绩效考核系统
Psychologist William James
基于胜任力的绩效考核系统
The argument
l Performance not within the control of the individual
l Behaviour is within the control of the individual
基于胜任力的绩效考核系统
Best practices - effective performance
基于胜任力的绩效考核系统
Motives
l Achievement orientation
基于胜任力的绩效考核系统
Traits
l Physical characteristics
基于胜任力的绩效考核系统
Self concept
l Self confidence
基于胜任力的绩效考核系统
Knowledge/Skill
manufacturing l Behavioural approaches – oil companies l Integrated models – airlines, utilities, transportation
基于胜任力的绩效考核系统
Best practices - competency models
practices today. l Competency approaches l Best practices l Implementation strategies l SMR experience
பைடு நூலகம்基于胜任力的绩效考核系统
Best practices – Competency focus
l Driven by the goals of the organisation. l Functional approaches – civil aviation,