What does good look like?October 2013
Where’s the greatest challenge?
OBSERVABLE performance and behaviour indicators
Unacceptable, acceptable, exceptional
Risk when using competencies – managers don’t make sense of them
Competency descriptions never fully relate to actual work/job tasks and so hard to use for improvement
Subjectivity
Norm based assessment
Criteria based assessment
What does good like?
Actual performance and behaviour CompetencesVersus
What does good like?
Example
Train the trainer observation sheet
Competency frameworks
cognitive behavioural foundational organisation specific
Function / techn
ical specialism
s
Usually three or four levels relating to:
Putting competences into context
Moving to performance indicators
• What standard of performance/behaviour would you expect in an organisation where these competencies are being applied?
• Is there a way to specify the range of results from the population?
• The answer is yes but with a tentative statement (e.g. with 95% confidence, the population average will be between … and …)
How it works
• What a normal distribution looks like?
Example
• Consider a report on the performance of a department of 100 people, and assuming four categories, what percentages might each category represent?
• Now on that basis, consider descriptors of indicators for performance for each level
-0.5%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
4.0%
4.5%
of total Population %
Doesn't meet expectation Partially meets expectation Meets Expectation Exceeds expectation
Before training 68% of the popu-lation partially meet expectation
68.2%
2.5% 13.6% 2.5%13.6% 68.2%
13.6%2.5% 13.6% 2.5%
After training 68% of thepopulation meet expectation
Before or After
After training
Before training
Population distributions before and after training
Activity: Project Manager
Delegating Responsibilities Decision Making Coaching
Thanks