Competency based approaches to performance management

The journey to competence with confidence

You have designed your competency framework but have concerns that managers are struggling with the application of the competency based approach during performance management discussions.

Often the objectives and benefits of a competency based approach 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 workshop addresses those issues, we ensure managers are confident to interpret and recognise   competence, provide clarity of expectation, assess fairly and identify development opportunities.

During this competency based development workshop you will follow the story of a fictitious manager in your organisation.

Ted, the manager is a little overwhelmed with interpreting the performance described in 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.

Applying competency based approaches to performance management. Outcomes.

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

The learning journey to perfecting your competency based approach to performance management begins

Unit of Learning 1 – In which Ted learns about the benefits of competency based approaches to encourage consistent standards of performance across the 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

What does competence look like in day to day operations?

Unit of Learning 2 – In which Ted learns how to evidence competence in the context of day to day operations. Ted identifies the processes and tasks that are enhanced by 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 requirements for a role at your organisation
• Using competency levels to differentiate between people who have a basic skill and those who are experts. (Recognising competency and capability)
• Identifying evidence of consistent competence in your day to day operations

Recognising Incompetence

Unit of Learning 3– In which Ted learns to recognise incompetence and inconsistency in his day to day operation and develops standards in the form of competency descriptions 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