Applying Competency Based Approaches to Performance Management


Introduction to Applying Competency based Approaches to Performance Management

You have designed your competency framework but are concerned that managers are struggling with the application of competency based approaches to performance management. Often the objectives and benefits of competency based approaches to performance management are not fully understood and if managers and employees don’t know how to make the most of the approach, it will fail to meet its full potential.

This development workshop addresses that issue, ensuring managers are confident to interpret the components of competence, provide clarity of expectation, assess fairly and identify development opportunities.

We are all people in progress and competent managers play an essential role in generating commitment, driving performance, and employee engagement through their demonstration of consistent competence.

They also develop others through new challenges and developmental assignments, developmental feedback, coaching conversations and mentoring. Consequently an employees’ direct manager can have a significant impact on employee performance.


The journey to competence with confidence

Applying competency based approaches to performance managementThis competency based development programme follows the story of a fictitious manager in your organisation. Ted, the manager is a little overwhelmed with interpreting and applying the competency framework. He wants to be sure he is being fair and consistent during conversations with staff about performance and development.

He also wants to ensure that the people who are recruited have the potential to succeed and would like a little guidance on how to prepare for a recruitment interview using the competency framework to identify those competencies relevant to job success.

Could your managers benefit from a little support to develop their approach to competency development? Contact Joy at Spectrain for a chat about how we can support them

Applying competency based approaches to performance management. Outcomes.

  1. You will recognise the skills, knowledge, and behaviours (competencies) that support the business and begin to support both people and process to ensure growth
  2. Identify evidence of consistent competence and it’s measurable contribution to day to day operations
  3. Identify and address competency based development needs
  4. Structure a competency based performance management discussion
  5. Create conditions that enable the development of competency
  6. Successfully identify the competencies required to recruit against specific role requirements
  7. You will be confident in applying competency based approaches to all aspects of performance management


The Learning Journey to competence Begins

Unit of Learning 1 – In which Ted learns about the benefits of competency based approaches to aid consistent standards of performance across a business and what the benefits are for him as a manager.

  • The Benefits of an Competency Framework
  • Competencies – a powerful enabler to business performance.
  • What is business performance?
  • Exploring Three Types of Competencies:
  • Organisational Competencies – Where are we heading? Competencies to support achievement of strategy and goals
  • Job/Role Competencies those competencies individuals  demonstrate to be effective in a job or role
  • Personal Competencies – motives, traits, attitudes
  • Competencies in Context

Unit of Learning 2 – In which Ted learns how to evidence competence in the context of day to day operations and identifies what processes and tasks are enhanced consistent application of these competencies.

  • Working with management consultants Waif and Stray to identify competencies for staff who will work for Mr Fagin whose successful operation is based in Fleece lane London
  • Writing a specification of competencies to recruit staff for Mr Fagin
  • Designing evidence based questions to use at recruitment
  • Identifying specific competency evidence requirements for a role at your organisation
  • Using competency levels to differentiate between people who have a basic skill and those who are experts
  • Identifying evidence of consistent competence in your day to day operations

Unit of Learning 3– In which Ted learns to recognise incompetence and inconsistency in his day to day operation and develops the competencies to address these issues.

  • Competency Based Performance Management – applying competency based approaches to performance management processes
  • Recognising conscious and unconscious competence….incompetence, uncompetence and complacency
  • Behavioural and functional competence. Measuring WHAT and HOW with equal importance
  • Applications of competency frameworks to Performance, Potential & Development
  • The structure of a constructive competency based conversation
  • Providing focused feedback
  • Preparing employees to evidence competencies
  • Assessing achievement and capability
  • Using the standards for clarity when describing exceptional performance and mediocre performance
  • Aligning organisational and people development objectives
  • Removing barriers to improving performance
  • Creating conditions for employees to develop competence
  • Supporting, and rewarding development of appropriate competence


Aopolying competency based approaches to performance managementWe can provide a flexible option to learning by taking the content of unit of learning 1 and uploading it into an application to push before learners and engage them  in activities related to that content in advance of the training days. The activity on our training days would reinforce that mobile learning shortening the classroom time to 1.5 Days

A little extra reading.