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PMS IN BRIEF

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PMS NECESSITY .

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Performance and Competencies

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Data to be looked into at Appraisal time

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Discussion with the appraise

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PERCEPTION OF APPRAISE (annexure 10.1).1/3

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PERCEPTION OF APPRAISE 2/3

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PERCEPTION OF APPRAISE 3/3

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DISCUSSION & OUTCOME

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DISCUSSION & OUTCOME

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Discussions

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OUTCOME of DISCUSSION

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Critical Incidents Technique

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Critical Incidents Technique

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Contd.....
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PERFORMANCE EVALUATION

Identify the KPAs, their constituents (Activities), measures for each constituent, marks and three different performance (target) levels. While filling the form, the guidelines need to be kept in mind.

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Hughes Escorts

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Competency is .

Albanese (1989) - Competencies are personal characteristics that contribute to effective managerial performance. Hayes (1979)- Competencies are generic knowledge motive, trait, social role or a skill of a person linked to superior performance on the job. UNIDO (2002)- A Competency is a set of skills, related knowledge and attributes that allow an individual to successfully perform a task or an activity within a specific function or job

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Competency is .

an underlying characteristic of a person which enables him /her to deliver superior performance in a given job, role or a situation. are seen mainly as inputs. consist of clusters of knowledge, attitudes and skills that affect an individuals ability to perform.

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Competency is .

Competencies are the underlying characteristics of individual / s that have causal relationship with effective and / or superior performance in a job situation i . e . Knowledge Skills Traits and Motives Attitudes

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Competency is reflected by

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COMPETENCIES - Broad

Generic Competencies

Categories

Competencies which are considered essential for all

Technical / Functional Specific competencies which are considered essential

employees regardless of their function or level. Communication, initiative, listening etc. to perform any job in the organization within a defined technical or functional area of work. E.g.: Finance, environmental management,etc employees with managerial or supervisory responsibility in any functional area including directors and senior posts.

Managerial Competencies Competencies which are considered essential for

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Competency Levels
Expert ( E ) : Role model and a thought leader for identified competencies and has ability to develop innovative practices & applications Advanced ( A ) : Demonstrates in-depth mastery of identified competencies and wide level of implementation experience Competent ( C ) : Develops and implements advanced level of identified competencies with some implementation experience

Basic ( B ) : Exhibits appreciation of identified competencies; limited or no implementation experience

COMPETENCIES OF ORGANISATION Chraracteristics

Cascading

CORE COMPETENCIES

Value TO customer . Hard to imitate . Competitive Advantage . Pervasiveness . Innovation .

to individual level
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competency assessment

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ASSESSMENT

Centers

Multiple assessment methods to elicit patterns of behavior , previously identified as successful in a given role Multiple methods Multiple Trained assessors Individual feedback Feedback FOR candidate to develop his own action plans

Correlation of Various Assessment Methods to Job Performance

( Ref Competence at Work - Models for Superior Performance

METHODOLOGY
1 . COMPETENCY BASED ASSESSMENT CENTRES 2 . BEHAVIOURAL EVENT INTERVIEWS 3 . ABILITY TESTS

CORRELATION ( r ) 0 . 65
0 . 48 - 0 . 61 0 . 54 0 . 39 0 . 23 0 . 05 to 0 . 19

4 . MODERN PERSONALITY TESTS 5. 6. ROBUST REF . CHECKS ON COMPETENCIES NORMAL INTERVIEWS

Assessment centers

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INSTRUME NTS:

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P R O C ESS

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OBSERVING BEHAVIOR DURING JOB PERFORMANCE

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Forced choice rating scale

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PROCESS

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DISADVANTAGES

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Contd.....
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Precondition to be successful (pg 226 227)

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