饮食行业基于胜任力的绩效考核系统（英文）课件

Competencybasedperformancesystems:bestpracticeguidelinesR.PalanPh.D.1CompetencybasedperformancesPreparationforchangeAsquirrelsurvivesthewinternotbecauseofit’sseveritybutbecauseofit’spreparationforthewinter.2PreparationforchangeAsquirrCompetencybasedperformanceHumanCapitalasacompetitiveadvantageMaximisingthevalueandR.O.I.

3CompetencybasedperformanceHuUsefulCurrentenvironmentofchange,processjobsandselfmanagedteams4UsefulCurrentenvironmentofcPerformance–currentpositionCurrentsystems–researchbaseTheymakenodifferencetotheR.O.IofthecompanyWhatismissing?5Performance–currentpositionPerformancemanagement-currentStrategyPlanning,Coaching,ReviewWhathappenedNow–thefocusisonfuture&development6Performancemanagement-curreCompetencybasedperformanceNewperspectiveMakeadifferencetothebottomlineProcesscompetenciesAchievejobresults7CompetencybasedperformanceNeKeygoalsAligningemployeeswithorganisationalvision,mission,valuesandstrategies.Distributing“justintime”learningopportunities.IntegratingperformancesystemsBuildingandretainingintellectualcapital8KeygoalsAligningemployeeswFrameworkforthesessionCompetencyinpracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperience9FrameworkforthesessionCompeTheice-bergmodel10Theice-bergmodel10Theice-bergmodelVisibleHidden11Theice-bergmodelVisible11CausalflowmodelIntent Action OutcomeMotive Knowledge JoboutputTrait SkillSelfconcept12CausalflowmodelIntent ActioWhatarecompetencies?CoreFunctionalBehavioural13Whatarecompetencies?Core13ThedebateBehaviouralVsCognitivists14Thedebate14CoreDistinctivepropertiesoftheorganisationStrengthsoftheorganisationCorecompetencee.g.FEDEX–distributionandservice15CoreDistinctivepropertiesofBehaviouralcompetenciesPropertiesofthepersonWhatpeopleARE?Underlyingcharacteristicsofanindividualthatiscausallyrelatedtocriterion-referencedeffectiveand/orsuperiorperformanceinajobsituation.e.g.achievementorientation16BehaviouralcompetenciesProperFunctionalcompetenciesPropertiesofthejobWhatpeopledo?Thedemonstrationofknowledge,skillandattituderequiredtodothejobtoarequiredstandard.e.g.AbletoperformTIGwelding17FunctionalcompetenciesPropertMotivesAchievementorientation18MotivesAchievementorientationTraitsPhysicalcharacteristics19TraitsPhysicalcharacteristicsSelfconceptSelfconfidence20SelfconceptSelfconfidence20Knowledge/SkillAsurgeon’sknowledgeofthehumanbody.Asurgeon’sphysicalskilltooperateensuringthepatientiswellandalive.21Knowledge/SkillAsurgeon’sknoCharacteristicsincludedincompetencymodels22CharacteristicsincludedincoDevelopVsHireYoucanteachaturkeytoclimbatree,butitiseasiertohireasquirrel.23DevelopVsHireYoucanteachaFrameworkforthesessionCompetencyinPracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperience24FrameworkforthesessionCompePerformanceManagementSystemsAppraisalsdriven.FocusonTraits,Behaviours,Results.25PerformanceManagementSystemsPerformanceEachapproachrequiresadifferentintervention26PerformanceEachapproachrequiBehaviourandCompetenciesPerformanceisnotoutputsorresultsBehaviourisoneofthecausesofoutput27BehaviourandCompetenciesPerfTheargumentPerformancenotwithinthecontroloftheindividualBehaviouriswithinthecontroloftheindividual28TheargumentPerformancenotwiBestpractices-effectiveperformanceMean29Bestpractices-effectiveperBestpractices-superiorperformanceOneS.D.abovethemean30Bestpractices-superiorperfThepictureChart31ThepictureChart31PsychologistWilliamJamesAdifferencewhichmakesnodifferenceisnodifference.32PsychologistWilliamJamesAdiFrameworkforthesessionCompetencyinPracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperience33FrameworkforthesessionCompeTwoapproachesThreshold–minimumacceptablelevelDifferentiating–superiorperformers34TwoapproachesThreshold–miniThresholdPurelyknowledgeandskillsdriven.Easiertodevelop.SkillthemassestoaminimumstandardGovernmentinitiativestodeveloplocalexpertise35ThresholdPurelyknowledgeandThreshold/FunctionalEnsuringtheminimumisinplacebeforeyoutalkaboutsuperiorperformers.36Threshold/FunctionalEnsuringtBehaviouralDifferentiating.Superiorperformers–relatestotop1/10.Usedbycompanieswithadequateexpertisebutdesiretopushuptheperformancebar.37BehaviouralDifferentiating.37FrameworkforthesessionCompetencyinPracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperience38FrameworkforthesessionCompeBestpractices–CompetencyfocusDrivenbythegoalsoftheorganisation.Functionalapproaches–civilaviation,manufacturingBehaviouralapproaches–oilcompaniesIntegratedmodels–airlines,utilities,transportation39Bestpractices–CompetencyfoBestpractices-competencymodelsAssessmentisthekey.ApplicationsusuallyatJob:Personmatch40Bestpractices-competencymoBestpractices-behaviouralDevelopacompetencymodel.EstablishcriterionsamplesComparehighperformerswithlowperformers.BehavioureventinterviewsExpertpanelsStudyingincumbent/futurejobs.41Bestpractices-behaviouralDeBestpractices-designapproachesBehaviouralmodeldefineperformancecriteriacriterionsamplecollectdatadevelopmodelvalidateprepareapplications42Bestpractices-designapproaBestpractices-functionalmodelsPositionPersonAuditGapProgrammePerformance43Bestpractices-functionalmodBestpractices–scalablemodelsCatalogueofCompetencies.Weightage.Competencymodels/dictionariesPrincipleofleverageandworkability44Bestpractices–scalablemodeBestpractices-culturalRelatetolocalcultures.Similarcompetenciesbutexpressedinappropriateculturalterms.e.g.ConflictManagementinThailand45Bestpractices-culturalRelatBestpractices-usesofcompetenciesTrainingPerformanceCareermanagementSelectionCompensation46Bestpractices-usesofcompeBestpractices-performanceMixedmodelsAssessandrewardbothPandCWeighted47Bestpractices-performanceMiBestpractices-competencybasedperformancesystemsAirlineexampleOilcompanyexampleUseofcriticalincidentswithhighuseofcoachingandfeedbacktools.48Bestpractices-competencybasFrameworkCompetencyinPracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperience49FrameworkCompetencyinPracticBestpractices-implementationBasedonneedsPrincipleofleverageandworkabilityKeypositionsLevelsCore/Role/Level50Bestpractices-implementatioBestpractices-implementationPilotUseprojectteamsBroadcastthesuccessDrivenbychampionswhoarevisiblelinemanagersStronglysupportedbyHRteam51Bestpractices-implementatioBestpractices-implementationManageitwithadatabaseTechnologyenablementRecordandreportSupportdecisionmaking52Bestpractices-implementatioFailuresLackofexpertiseLimitedsupportCompetingprioritiesLackofresources–financialandstaffLackoflineinvolvementSubjectiveandhaphazardassessmentsImplementation53FailuresLackofexpertise53FrameworkCompetencypracticesPerformancemanagementsystems(PMS)practicesCompetencyapproachesBestpracticesImplementationSMRexperience54FrameworkCompetencypractices5FuturedevelopmentsAdvancesinmeasurementMoregenericdictionariesWorkwithprojectteamsSetupascalableprocessmodelCommunicateandselltothelineRemovetheconfusionUseHRDPowertodrivetheprocess.55FuturedevelopmentsAdvancesinThankYou&TerimaKasih56ThankYou&TerimaKasih56Competencybasedperformancesystems:bestpracticeguidelinesR.PalanPh.D.57CompetencybasedperformancesPreparationforchangeAsquirrelsurvivesthewinternotbecauseofit’sseveritybutbecauseofit’spreparationforthewinter.58PreparationforchangeAsquirrCompetencybasedperformanceHumanCapitalasacompetitiveadvantageMaximisingthevalueandR.O.I.

59CompetencybasedperformanceHuUsefulCurrentenvironmentofchange,processjobsandselfmanagedteams60UsefulCurrentenvironmentofcPerformance–currentpositionCurrentsystems–researchbaseTheymakenodifferencetotheR.O.IofthecompanyWhatismissing?61Performance–currentpositionPerformancemanagement-currentStrategyPlanning,Coaching,ReviewWhathappenedNow–thefocusisonfuture&development62Performancemanagement-curreCompetencybasedperformanceNewperspectiveMakeadifferencetothebottomlineProcesscompetenciesAchievejobresults63CompetencybasedperformanceNeKeygoalsAligningemployeeswithorganisationalvision,mission,valuesandstrategies.Distributing“justintime”learningopportunities.IntegratingperformancesystemsBuildingandretainingintellectualcapital64KeygoalsAligningemployeeswFrameworkforthesessionCompetencyinpracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperience65FrameworkforthesessionCompeTheice-bergmodel66Theice-bergmodel10Theice-bergmodelVisibleHidden67Theice-bergmodelVisible11CausalflowmodelIntent Action OutcomeMotive Knowledge JoboutputTrait SkillSelfconcept68CausalflowmodelIntent ActioWhatarecompetencies?CoreFunctionalBehavioural69Whatarecompetencies?Core13ThedebateBehaviouralVsCognitivists70Thedebate14CoreDistinctivepropertiesoftheorganisationStrengthsoftheorganisationCorecompetencee.g.FEDEX–distributionandservice71CoreDistinctivepropertiesofBehaviouralcompetenciesPropertiesofthepersonWhatpeopleARE?Underlyingcharacteristicsofanindividualthatiscausallyrelatedtocriterion-referencedeffectiveand/orsuperiorperformanceinajobsituation.e.g.achievementorientation72BehaviouralcompetenciesProperFunctionalcompetenciesPropertiesofthejobWhatpeopledo?Thedemonstrationofknowledge,skillandattituderequiredtodothejobtoarequiredstandard.e.g.AbletoperformTIGwelding73FunctionalcompetenciesPropertMotivesAchievementorientation74MotivesAchievementorientationTraitsPhysicalcharacteristics75TraitsPhysicalcharacteristicsSelfconceptSelfconfidence76SelfconceptSelfconfidence20Knowledge/SkillAsurgeon’sknowledgeofthehumanbody.Asurgeon’sphysicalskilltooperateensuringthepatientiswellandalive.77Knowledge/SkillAsurgeon’sknoCharacteristicsincludedincompetencymodels78CharacteristicsincludedincoDevelopVsHireYoucanteachaturkeytoclimbatree,butitiseasiertohireasquirrel.79DevelopVsHireYoucanteachaFrameworkforthesessionCompetencyinPracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperience80FrameworkforthesessionCompePerformanceManagementSystemsAppraisalsdriven.FocusonTraits,Behaviours,Results.81PerformanceManagementSystemsPerformanceEachapproachrequiresadifferentintervention82PerformanceEachapproachrequiBehaviourandCompetenciesPerformanceisnotoutputsorresultsBehaviourisoneofthecausesofoutput83BehaviourandCompetenciesPerfTheargumentPerformancenotwithinthecontroloftheindividualBehaviouriswithinthecontroloftheindividual84TheargumentPerformancenotwiBestpractices-effectiveperformanceMean85Bestpractices-effectiveperBestpractices-superiorperformanceOneS.D.abovethemean86Bestpractices-superiorperfThepictureChart87ThepictureChart31PsychologistWilliamJamesAdifferencewhichmakesnodifferenceisnodifference.88PsychologistWilliamJamesAdiFrameworkforthesessionCompetencyinPracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperience89FrameworkforthesessionCompeTwoapproachesThreshold–minimumacceptablelevelDifferentiating–superiorperformers90TwoapproachesThreshold–miniThresholdPurelyknowledgeandskillsdriven.Easiertodevelop.SkillthemassestoaminimumstandardGovernmentinitiativestodeveloplocalexpertise91ThresholdPurelyknowledgeandThreshold/FunctionalEnsuringtheminimumisinplacebeforeyoutalkaboutsuperiorperformers.92Threshold/FunctionalEnsuringtBehaviouralDifferentiating.Superiorperformers–relatestotop1/10.Usedbycompanieswithadequateexpertisebutdesiretopushuptheperformancebar.93BehaviouralDifferentiating.37FrameworkforthesessionCompetencyinPracticetoday.Competencybasedperformancemanagementsystems(PMS)practicestoday.CompetencyapproachesBestpracticesImplementationstrategiesSMRexperience94FrameworkforthesessionCompeBestpractices–CompetencyfocusDrivenbythegoalsoftheorganisation.Functionalapproaches–civilaviation,manufacturingBehaviouralapproaches–oilcompaniesIntegratedmodels–airlines,utilities,transportation95Bestpractices–CompetencyfoBestpractices-competencymodelsAssessmentisthekey.ApplicationsusuallyatJob:Personmatch96Bestpractices-competencymoBestpractices-behaviouralDevelopacompetencymodel.EstablishcriterionsamplesComparehighperformerswithlowperformers.BehavioureventinterviewsExpertpanelsStudyingincumbent/futurejobs.97Bestpractices-behaviouralDeBestpractices-designapproachesBehaviouralmodeldefineperformancecriteriacriterionsamplecollectdatadevelopmodelvalidateprepareapplications98Bestpractices-designapproaBestpractices-functionalmodelsPositionPersonAuditGapProgrammePerformance99Bestpractices-functionalmodBestpractices–scalablemodelsCatalogueofCompetencies.Weightage.Competencymodels/dictionariesPrincipleofleverageandworkability100Bestpractices–scalablemodeBestpractices-culturalRelatetolocalcultures.Similarcompetenciesbutexpressedinappropriateculturalterms.e.g.ConflictManagementinThailand101Bestpractices-culturalRelatBestpractices-usesofcompetenciesTrainingPerformanceCareermanagementSelectionCompensation102Bestpractices-usesofcompeBestpractices-performanceMixedmodelsAssess