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Management System
Submitted to: DR. JAGAN MOHAN REDDY
COMPETENCY POTENTIAL
STRATEGIC HR
BASED PMS APPRAISAL
motivate staff,
align training with company goals,
clearly define roles and the skills needed to perform each job well,
optimize the hiring process.
Determine Goals
communication
1. Determine Goals
When it comes to performance management, determining goals should be
step one. Having set goals at all levels allows everyone involved to have
something to strive toward, measure and be accountable for.
2. Communication
One of the most important elements of a performance management plan is
communication. By clearly communicating what your plan is, what your goals
are and why, you can get employees on board and motivated to participate.
Why? Make sure the purpose is communicated clearly, and often. If employees
don’t see the point, they may not do their best to progress toward your goals
What and When? It’s also important to set clear expectations. If you’re
planning on setting deadlines for individuals or teams to complete training or to
give feedback, let staff know that you’re expecting them to complete the activity
at that time and it’s not just a suggestion.
How? Give staff clear steps toward any goals you have set. With a step-by-
step guide, the process will be as effortless and possible.
One great benefit of performance management is that the feedback gives HR
better clarity when recruiting, which saves time and resources. This is why it’s
so important to clearly define each job.
In addition to your current employees, it’s also important to plan for the
subsequent workforce. With your organization’s core competencies in mind,
define what job types you would like to hire for in the future. Complete the
communication loop by speaking with HR about these decisions. This will help
you hire the most competent people to fulfil needs within your company.
Additionally, by identifying skill gaps you can begin to see a clearer picture of
where there may be job-type holes in your workforce. There may be job types
that you’ve never hired for previously that would be the perfect addition to
your team.
All organizations face the challenge of directing the energies of their employees to the
task of achieving organizational goals and objectives. In doing so, organizations need
to devise means to influence and channel the behaviors of their employees so as to
optimize their contributions. It’s about time we rethink our own way of managing
employee performance. If you wish to continue doing annual performance appraisals,
know that it is not enough to promote and sustain high performance. Performance
management constitutes one of the major management tools employed in this
process. This is based on the premise that an individual’s performance in a job is
improved by having definite goals, feedback about their performance, and is
complemented by an appropriate recognition and reward system.
Setting goals, the SMART way means writing them so that they are:
Specific: Specific objectives are clear to both employee and manager. Clarity
has been achieved when both share the same understanding of what is to be
achieved and what standards will be used to evaluate performance.
Measurable: Objectives and standards must be able to be objectively observed
and measured.
Achievable: Objectives are attainable and still provide a stimulating challenge
to the employee.
Realistic: Objectives are within the realm of control (both in terms of authority
and resources) of the employee to perform and the manager to observe.
Time Bound: Objectives with a deadline are much more likely to be
accomplished than objectives without a clearly defined timeline.
Relevancy: The objective is relevant to the job in question. An objective can be
SMART without necessarily addressing the contribution that a job should or
could bring to the business.
Acceptance: The objective needs to be acceptable to the manager and,
especially, to the employee. In determining if an objective is acceptable, the
manager needs to evaluate how a
particular objective will assist him/her in reaching team goals, how the objective will
affect the manager’s performance, and how it will impact with the employee’s
confidence and/ or perceptions.
Employees who feel comfortable and are encouraged to share their appreciation of
achievements over the year are more committed to and engaged in the process of
performance evaluation and development. Helpful discussions between employer and
employee include ways in which work effort can be assisted by changes in work
procedures; introduction of new methods, models, programs or responsibilities; or
even a change in the management style of the manager.
Discussions like these assist managers to better understand how they can help their
employees do a better job.
Successful organizations may recruit, hire and retain good talent. Once the talent is
on board, effective performance management processes must be in place to provide
employees feedback on their performances and to ensure they are receiving the tools
and support to be high achievers.
Some performance evaluation methods provide feedback based on defined
competencies and goals. These methods can include the use of organizational, job
and personal competencies.
Personal competencies are what we are born with. We may have a talent for
playing the piano but never work as musicians. Some people recognize what
they enjoy and are good at doing. They seek out work that pertains to those
competencies. Some examples of personal competencies are creativity, good
judgment and being numbers oriented or a good public speaker. Companies
may use assessment tools to determine personal competencies.
Taking into consideration all the competencies, companies use the competency
performance evaluation methods to determine what is going well with
performance, identifying the performance gaps and determining which
employee development plans should be implemented. Job descriptions based
on one or all three competency areas, clearly defined goals and expectations
serve as a basis for continuous improvement and growth. The advantage in
using competency-based performance evaluations is that they consider all the
major competencies required for company growth and success.
6. APPLICATIONS
HEALTH CARE (MEHTA HOSPITALS REAL TIME DATA)
SIBM HYDERABAD
CIRQUE DU SOLIEL
25%
30% Lack of Nursing Care
No proper follow up
Overall Process Dealy
All the processes are mostly standardized and the targets sets are achievable still
what is the issue?
Sectors such as Health Care is highly dependent on employees as it is service
oriented. Employees are the Key Assets as they form the main source of service
delivery.
Employees
Aditya
Devan
Samantha
Vimala
Employees
Arjun
Devan
Gopal
Harsha
Kiritika
Employees
Bhuvana
Kanika
Kiritika
Rajesh
Employees
Arun
Avinash
Devan
Komal
Using Factor Analysis, we have grouped competencies into five main factors,
Process
Factor 2
Development
Nursing
Factor 5
Care
Follow Up and
Factor 1&3&4
Scheduling
Employee Competency
based PMS
Organizational
Development Growth
Communication Skill
Critical Thinking
Creativity
Proactive
Confidence
Collected the ratings (from Students [Peers], HOD, Other Staffs) 360 degree for our own group
Competency development
Suggestions:
We can work on the areas of improvement by giving them practical cases and
asking them to solve in teams can enable them to improve their creativity and
Critical Thinking. Coaching and training is one of the best methods that can be
employed
Coaching
Training
Group
Exercises
STUDENT COMPETENCY
DEVELOPMENT
6.3.1 What is Cirque Du Soleil’s approach to global staffing and how does this
reflect its cultural values?
Cirque Du Soleil is not only a transnational company; it is also what can be described
as a blue ocean company. Cirque has created value in the area of entertainment by
offering something that has not been offered before in contrast to red ocean markets
where success can only be achieved by out- competing your rivals. This has meant
Cirque has unique predicaments, particularly around attracting and retaining the right
talent from a very small pool.
Cirque as a company has a global Integration strategy with a very strong ethos around
performance and creativity which needs to be reflected in all shows regardless of
where they are being performed.
JOB ANALYSIS
JOB
SPECIFIC
JOB
ATION
DESCRIP
TION
PASSION COMMITMENT
Cirque in its recruitment and for Performance management, they focus emphasis on
five major attributes: creativity, commitment, responsibility, team play and passion.
COMPETENCY STRATEGIC HR
BASED PMS (FOCUSEDHR)
7. References:
https://nscpolteksby.ac.id/ebook/files/Ebook/Business%20Administratio
n/ARMSTRONGS%20
HANDBOOK%20OF%20HUMAN%20RESOURCE%20MANAGEMENT%20
PRACTICE/11
%20-%20Competency-based%20HRM.pdf
http://biblioteka-krk.ibe.edu.pl/opac_css/doc_num.php?explnum_id=929
https://www.researchgate.net/publication/305769297_Competency_base
d_HRM
http://www.thecompetencygroup.com/competency-services/discover-
the-benefits-of-a
competency-based-approach/
http://iosrjournals.org/iosr-jbm/papers/Vol16-issue9/Version-
3/D016932023.pdf