Applying Competency Based Approaches to Performance Management
This 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 therefore 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 for the position.
What will we have achieved when we reach the destination?
- You will recognise the skills, knowledge, and behaviours (competencies) that support the business and begin to support both people and process to ensure processes and behaviours support growth
- You will identify evidence of consistent competence and it’s measurable contribution to day to day operations
- You will identify and address competency based development needs
- You will structure a competency based performance management discussion
- You will create conditions that enable the development of competency
- You will successfully identify the competencies required to recruit against specific role requirements
- You will be confident in applying competency based approaches to performance management
The Learning Journey 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 must 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
We 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
Read all about competency based learning and development
Learn how incompetence infects your organisation
Take a look at our competency based recruitment training course