what does good look like? october 2013. where’s the greatest challenge? observable performance and...
TRANSCRIPT
![Page 1: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/1.jpg)
What does good look like?October 2013
![Page 2: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/2.jpg)
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
![Page 3: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/3.jpg)
Subjectivity
Norm based assessment
Criteria based assessment
![Page 4: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/4.jpg)
What does good like?
Actual performance and behaviour CompetencesVersus
![Page 5: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/5.jpg)
What does good like?
![Page 6: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/6.jpg)
![Page 7: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/7.jpg)
![Page 8: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/8.jpg)
Example
Train the trainer observation sheet
![Page 9: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/9.jpg)
Competency frameworks
cognitive behavioural foundational organisation specific
Function / techn
ical specialism
s
Usually three or four levels relating to:
![Page 10: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/10.jpg)
![Page 11: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/11.jpg)
Putting competences into context
![Page 12: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/12.jpg)
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 …)
![Page 13: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/13.jpg)
How it works
• What a normal distribution looks like?
![Page 14: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/14.jpg)
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
![Page 15: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/15.jpg)
-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
![Page 16: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/16.jpg)
Activity: Project Manager
Delegating Responsibilities Decision Making Coaching
![Page 17: What does good look like? October 2013. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators Unacceptable, acceptable, exceptional](https://reader035.vdocuments.us/reader035/viewer/2022070401/56649f1c5503460f94c32e0a/html5/thumbnails/17.jpg)
Thanks