<ul><li>CIPD </li></ul><ul><li>Using competencies and business values to build a performance management system that’s link...
OVERVIEW <ul><li>Performance management - the first of the fundamentals. </li></ul><ul><li>Competencies in performance man...
<ul><li>Practice of occupational psychologists </li></ul><ul><li>Founded in 1984 </li></ul><ul><li>54 staff, 30 occupation...
EXPERTISE AND VALUES <ul><li>Act with integrity </li></ul><ul><li>Always deliver </li></ul><ul><li>Work in partnership  </...
KEY PSYCHOLOGICAL PRINCIPLES <ul><li>“ What gets measured - gets done”. </li></ul><ul><li>“ You get what you pay for”.   <...
PERFORMANCE MANAGEMENT  THE FIRST OF THE FUNDAMENTALS
<ul><li>To create organisational success by optimising the individual’s contribution over time. </li></ul>PERFORMANCE MANA...
FIRST OF THE FUNDAMENTALS <ul><li>Employee engagement  </li></ul><ul><li>Innovation  </li></ul><ul><li>Work-life balance <...
COMPETENCIES IN PERFORMANCE MANAGEMENT  A LOT DONE...
<ul><li>The ideal framework: making it real; </li></ul><ul><ul><li>how many levels?  </li></ul></ul><ul><ul><li>how many c...
<ul><li>Tailored to your organisation  </li></ul><ul><li>Future proofed </li></ul><ul><li>Multiple levels as appropriate <...
MULTIPLE LEVELS Level 1 Level 2 Level 3 Customer focus People development   Entrepreneurship Creative thinking Planning Re...
<ul><li>Tailored to your organisation  </li></ul><ul><li>Future proofed </li></ul><ul><li>Multiple levels as appropriate <...
LINKED TO REWARD OR NOT? <ul><li>Cons </li></ul><ul><li>Discourages acknowledgement of development needs. </li></ul><ul><l...
COPING WITH THE COMPLEXITY 1. Diagnosis 2. Objective  setting  3. Ongoing activity and review   4. Repeat diagnosis
<ul><li>Development directories </li></ul><ul><li>Coaching </li></ul><ul><li>Mentoring </li></ul><ul><li>Manager 1:1s </li...
COMPETENCIES IN PERF. MGMT.  CRITICAL SUCCESS FACTORS <ul><li>Shared understanding of the benefits </li></ul><ul><li>Top l...
VALUES IN PERFORMANCE MANAGEMENT  MAKING A GOOD TOOL SHARPER
VALUES DEFINED “ While the vision of the organisation tells the team in which direction the organisation is going and what...
<ul><li>Walt Disney   (excerpt) </li></ul><ul><ul><li>No cynicism;  </li></ul></ul><ul><ul><li>Creativity, dreams and imag...
<ul><li>Lloyds TSB  (excerpt)   </li></ul><ul><ul><li>Accessibility - Being approachable, honest, straightforward and welc...
COMPETENCIES & VALUES <ul><li>Represent the true identity of the organisation  </li></ul><ul><li>Explain the “WHY” behind ...
<ul><li>Customer Focus </li></ul><ul><li>Respect for each other </li></ul><ul><li>Teamwork </li></ul><ul><li>Initiative </...
HOW IT ALL COMES  TOGETHER Environment Performance Competence Values
<ul><li>Individual and organisational values - a battle for dominance?  </li></ul><ul><li>Are values-driven organisations ...
<ul><li>Organisational behaviour </li></ul><ul><li>Personal values </li></ul><ul><ul><li>“ I believe this is right” </li><...
<ul><li>Organisational values </li></ul><ul><ul><li>“ This is what is important around here” </li></ul></ul><ul><ul><li>“ ...
<ul><li>For the individual: </li></ul><ul><ul><li>More powerful psychological contract </li></ul></ul><ul><ul><li>Less nee...
<ul><li>Review objectives </li></ul><ul><li>Review values </li></ul><ul><li>Establish the profile </li></ul><ul><li>Link t...
SAMPLE PRO-FORMA Times when it was evident: Times when it was not evident:   On target   Some progress   Little progres...
<ul><li>More insightful / personal conversations </li></ul><ul><li>More meaningful benchmark </li></ul><ul><li>Establishes...
VALUES IN PERF. MGMT.  CRITICAL SUCCESS FACTORS <ul><li>Clear set of values </li></ul><ul><li>Widely understood </li></ul>...
<ul><li>Power structures </li></ul><ul><li>Metrics </li></ul><ul><li>Role modelling </li></ul><ul><li>People processes </l...
<ul><li>CIPD </li></ul><ul><li>Using competencies and business values to build a performance management system that’s link...
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[F:\AP009.ppt] Eastern Regional Health Authority

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

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

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