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[F:\AP009.ppt] Eastern Regional Health Authority

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  • 1.
    • CIPD
    • Using competencies and business values to build a performance management system that’s linked to business objectives.
    • John Loughran
    • November 2003
    PEARN KANDOLA
  • 2. OVERVIEW
    • Performance management - the first of the fundamentals.
    • Competencies in performance management - a lot done…
    • Values in performance management - making a good tool sharper.
    • Discussion points.
  • 3.
    • Practice of occupational psychologists
    • Founded in 1984
    • 54 staff, 30 occupational psychologists
    • Dublin and Oxford
    • Focused expertise
    PEARN KANDOLA
  • 4. EXPERTISE AND VALUES
    • Act with integrity
    • Always deliver
    • Work in partnership
    • Apply psychology
    • Push the boundaries
    Assessment Development Diversity
  • 5. KEY PSYCHOLOGICAL PRINCIPLES
    • “ What gets measured - gets done”.
    • “ You get what you pay for”.
    • “ You can take a person out of the bog, but can’t take the bog out of the person”.
  • 6. PERFORMANCE MANAGEMENT THE FIRST OF THE FUNDAMENTALS
  • 7.
    • To create organisational success by optimising the individual’s contribution over time.
    PERFORMANCE MANAGEMENT - THE RATIONALE
      • Align contributions
      • Clarify expectations
      • Facilitate equitable recognition and feedback
      • Ensure personal and career development
      • Assist with organisational agility
    What gets measured - gets done.
  • 8. FIRST OF THE FUNDAMENTALS
    • Employee engagement
    • Innovation
    • Work-life balance
    • Ethical practice
    • Talent management
    • Managing diversity
    Performance Management Capability
  • 9. COMPETENCIES IN PERFORMANCE MANAGEMENT A LOT DONE...
  • 10.
    • The ideal framework: making it real;
      • how many levels?
      • how many competencies?
    • Linked to reward or not?
    • Coping with the complexity.
    • Supporting processes.
    COMPETENCIES - KEY ISSUES
  • 11.
    • Tailored to your organisation
    • Future proofed
    • Multiple levels as appropriate
    THE IDEAL FRAMEWORK
  • 12. MULTIPLE LEVELS Level 1 Level 2 Level 3 Customer focus People development Entrepreneurship Creative thinking Planning Respect for others
  • 13.
    • Tailored to your organisation
    • Future proofed
    • Multiple levels as appropriate
    THE IDEAL FRAMEWORK
    • Optimum competencies to ensure precision
    • Complimented with a thorough expertise directory
  • 14. LINKED TO REWARD OR NOT?
    • Cons
    • Discourages acknowledgement of development needs.
    • Inappropriate context for learning.
    • Unreliable
    • Pros
    • Encourages impassioned discussion of objectives.
    • Shows that the organisation takes development seriously.
    You get what you pay for.
  • 15. COPING WITH THE COMPLEXITY 1. Diagnosis 2. Objective setting 3. Ongoing activity and review 4. Repeat diagnosis
  • 16.
    • Development directories
    • Coaching
    • Mentoring
    • Manager 1:1s
    • Assignments
    • 360° feedback
    SUPPORTING PROCESSES
  • 17. COMPETENCIES IN PERF. MGMT. CRITICAL SUCCESS FACTORS
    • Shared understanding of the benefits
    • Top level commitment
    • Tolerance of management discretion
    • Management competence
    • Development focus
  • 18. VALUES IN PERFORMANCE MANAGEMENT MAKING A GOOD TOOL SHARPER
  • 19. VALUES DEFINED “ While the vision of the organisation tells the team in which direction the organisation is going and what it plans to accomplish, the organisation’s values tell the team how to accomplish the vision. Values are the subtle control mechanisms that informally sanction or prohibit behaviour”. Wellins, Byham and Wilson (1991).
  • 20.
    • Walt Disney (excerpt)
      • No cynicism;
      • Creativity, dreams and imagination.
    • SONY (excerpt)
      • Being a pioneer - not following others; doing the impossible.
    VALUES - SOME EXAMPLES
  • 21.
    • Lloyds TSB (excerpt)
      • Accessibility - Being approachable, honest, straightforward and welcoming whenever, wherever and however customers want us.
    VALUES - SOME EXAMPLES
  • 22. COMPETENCIES & VALUES
    • Represent the true identity of the organisation
    • Explain the “WHY” behind our actions
    • Remain fixed over time
    • Are non-negotiable
    • Represent the desired style of behaviour of the organisation
    • Explain the “HOW” of our actions.
    • Must change over time.
    • Must not be prescriptive
  • 23.
    • Customer Focus
    • Respect for each other
    • Teamwork
    • Initiative
    • Professionalism
    • Quality
    VALUES - DISTINCTIVE?
  • 24. HOW IT ALL COMES TOGETHER Environment Performance Competence Values
  • 25.
    • Individual and organisational values - a battle for dominance?
    • Are values-driven organisations experiencing the benefits?
    • Values in performance management.
    • Supporting practices.
    VALUES - KEY ISSUES
  • 26.
    • Organisational behaviour
    • Personal values
      • “ I believe this is right”
      • “ It’s important to me to do it this way”
    A BATTLE FOR DOMINANCE?
  • 27.
    • Organisational values
      • “ This is what is important around here”
      • “ From experience, if I were you I’d do it this way”
    A BATTLE FOR DOMINANCE?
  • 28.
    • For the individual:
      • More powerful psychological contract
      • Less need for personal branding
    • For the organisation:
      • Powerful organisational branding
      • Clarity of focus over time
      • Consistency of behaviour
      • Setting higher standards
    THE BENEFITS
  • 29.
    • Review objectives
    • Review values
    • Establish the profile
    • Link to the competencies
    VALUES IN PERFORMANCE MANAGEMENT
  • 30. SAMPLE PRO-FORMA Times when it was evident: Times when it was not evident:  On target  Some progress  Little progress Act with integrity 4 or 5 indicators
  • 31.
    • More insightful / personal conversations
    • More meaningful benchmark
    • Establishes links between competencies
    • Clearer focus on consequences of behaviours
    THE BENEFITS
  • 32. VALUES IN PERF. MGMT. CRITICAL SUCCESS FACTORS
    • Clear set of values
    • Widely understood
    • Widely lived
    • Managers as coaches
    • Shared understanding of the benefits
    • Top level commitment
    • Tolerance of management discretion
    • Management competence
    • Development focus
  • 33.
    • Power structures
    • Metrics
    • Role modelling
    • People processes
    • Messages
    • Rituals
    • Artifacts
    SUPPORTING PRACTICES
  • 34.
    • CIPD
    • Using competencies and business values to build a performance management system that’s linked to business objectives.
    • www.pearnkandola.com
    • John Loughran
    PEARN KANDOLA

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