Using Performance Competencies to Drive Results

Presented By:

Jerry Van Oort, Gary Gardner, Ron Strand

Objectives of Today’s Meeting Introduce Competency-Based

Performance Evaluation Explain components of an Effective

Employee Development Program Understand the importance of Just-in-Time

training in achieving corporate results Discuss Check-for-Understanding Tools

Corporate Results are Effected by:

What Determines Success or Failure?

All corporations deal with adverse situations & crisis.

Success or Failure is NOT determined by WHAT

happens.

Success or Failure IS determined by how the corporation RESPONDS.

Successful Corporations…

Have the Organizational Depth to deal with crisis and growth!!

Have the ABILITY TO RESPOND with SPEED!! Have invested in their most

important resource…their people!!

Successful Corporations… Can’t anticipate every business issue and

crisis!

Understand the value of employee development.

Can ensure they have properly developed their employees.

Components of an Effective Employee Development Program

Think of the worst employee you ever

worked with!

Why did the employee fail at

their job?

Be specific.

RESULTS

SKILLS

COMPETENCIES

Sell $1 MM Account

Negotiating SkillsProduct KnowledgeMarket Knowledge

Interpersonal Skills Influencing SkillsCommunication Skills Teamwork

Planning and Organization Skills Presentation Skills

Objective: Sell a NEW $1 Million Account

RESULTS

SKILLS

COMPETENCIES

Discussing Competencies…

Is Judgmental. Requires Data. Can be Confrontational. May be Sensitive. Requires a lot of work to do it right!

Why do Managers not discuss competencies with employees?

Discussing Competencies

If Employees are FIRED because of their COMPETENCIES, shouldn’t bosses talk about competencies?

YES…But the organization needs to give managers and employees the tools.

Effective Performance Management Programs are… Anchored in corporate values and beliefs. Job Family specific. Results-Focused. Competency-Based. Linked to Employee Development.

Performance Improvement Plan Just-in-Time Training Check for Understanding Longer Term Development

Performance Management Program Components

Anchored in Company Values and Beliefs

Will be a program de jour and lack credibility.

Will not be a long term contributor to improved corporate results.

Will be a “Personnel” program.

Performance Management Program Components

Which approach has greater credibility and likelihood of use?

Generic list of Employee Attributes and Values.

List of available company training programs.

Job Family Specific Evaluation Process. Objectives Competencies Accountabilities Training Plan Employee Development

Plan Just-in-Time Training Check for

Understanding

Performance Management Program Components

Job Family- A group of occupations performing work requiring similar skills, education, training and credentials.

What are examples of Job Families?

Performance Management Program Components

Examples of potential Job Families: Director / Manager Supervisor Professional Administration Sales Representative Chemist Laboratory Technician Customer Service Representative Administration Support Hourly Associate

Performance Management Program Components

Job Family specific Performance Evaluation

Contributes to increased credibility and use of the program.

Enables the Company to “tailor” training programs to the needs of a group (as opposed to one size fits all).

Defines the jobs in a manner that improves communication between Manager and Employee.

Performance Management Program Components

Performance Measurement must be… Results-Oriented

SMART Performance Objectives: Specific – Describe precisely what is to be

achieved. Measureable – Quantified. Achievable – Are you attempting too much? Realistic – Have sufficient resources have been

provided? Timed – Specific due dates.

Accountabilities Clearly defined Job Performance Expectations.

Performance Management Program Components

Admin Prof

Supervisor Manager Director

Ethical Behavior X X X X

Organizational Development

X X

Making Tough People Calls

X

Presentation Skills

X X

Data Management

X X

Competencies… Are defined for each job family. Define the skills, values and behaviors critical

for success on the job.

Performance Management Program Components

Individual Development Plan… Job Family specific evaluation ensures the

employee knows what is expected for “On Target” performance.

Job Family defined Competencies and Accountabilities help the employee evaluate the skills needed for advancement.

Individual Development Plans ensure the employee is continually improving his/her skills.

Performance Management Program Components

Employee Development

Performance Improvement Plan- Specific plan to improve performance for any Accountability/Competency where the employee is “Below Target”.

Developmental Training - Job Family specific training ensures employees are trained on skills critical to their job.

Just-in-Time Training - Enables employees to develop or reinforce skills when needed & at the lowest possible cost.

Objectives of Today’s Meeting Introduce Competency-Based

Performance Evaluation Explain components of an Effective

Employee Development Program Understand the importance of Just-in-Time

training in achieving corporate results Discuss Check-for-Understanding Tools

Individual Development Plan1. Measure/Assess Need2. Plan3. Appropriate pre-work 4. Training5. Individual Development Plan 6. Apply Learning7. Interactive Peer Learning 8. Measure

Individual Development PlanCase Example

Case Example Bill is a chemist. Jane is his manager. Nancy is the

Learning and Development Specialist.

Jane would like Bill to serve as a team lead on an upcoming project.

Step 1 – Measure/Assess Need

Case Example Competency-Based

Performance Evaluation

identified a need.

Competency to be

developed – Interpersonal

Skills.

Step 2 - Plan Employee Development Plan

Bill meets with Jane to agree on the objectives for his Interpersonal Skills training experience.

Are you requiring managers to meet with the person who will be taking the training prior to

the training?

Is each manager and the person taking the training agreeing on objectives for his/her

training experience?

Step 3 - Appropriate Pre-Work

Possible pre-work: Pre-test Reading Definitions Core concepts Manuals Targeted 360

Nancy identified a targeted 360 as the most effective method.

What are you doing to help people prepare to maximize their learning experience?

Step 4 - Training

Nancy recommended a blended approach.

Blended Learning E-learning course

On-the-job application with self-reflection

Check for understanding

Peer learning discussion groups

Measurement

Step 4 - Training

Effective Learning Design… Places responsibility

for learning on the learner Activity Guide directs the

learner and incorporates 8 easy steps.

Increases assurance of application on the job

Increases retention People retain 80 – 100%

of what they DO!

Checks-for-understanding

Includes interactive peer learning Participants tell us the best

part is learning from other learners.

Measures results Test for understanding. Test for knowledge. Demonstrating. Targeted 360.

Step 5 - Update Individual Development Plan

Bill meets with Jane to update his Individual Development Plan.

Some of the components are: Competencies and Skills In order to improve these skills,

I will need to… Do More of… Do Less of… Begin doing…

“Payoffs” for doing this include…

Overcoming obstacles Obstacles or barriers, which could

prevent me from making these changes…

Strategies/tactics for removing obstacles and barriers…

Support How could my manager help me make

these changes? Who else in my organization can

support my efforts to improve? How would they be of help?

Step 6 - Apply Learning

Bill applies learning on the job!

Reflect on results of applying learning.

For instance, use CRO: Circumstance – What was the situation? Response – What skills did you use and how did you

use them? Outcome – What was the end result? What is going

to happen next? How will he use what he has learned in future

situations?

Step 7 - Interactive Peer LearningBill participates in a peer learning or virtual learning session.

He presents his answers to(on-the-job application assignment).

Share success Learn from failures Best practices of peers Identify what he needs to do better or

differently.

What are you doing to reinforce new learning?

Step 8 - Measure

Jane asks regularly: Bill, how have you used the

skills from the “Interpersonal Skills”

course today?

90 days after course – Targeted 360.

Measurement tools: Test for knowledge Test for

understanding Demonstrating Targeted 360What are you doing to measure?

“People respect what you inspect; so inspect what you expect!

Individual Development Plan1. Measure/Assess Need2. Plan3. Appropriate pre-work 4. Training5. Individual Development Plan 6. Apply Learning7. Interactive Peer Learning 8. Measure

Objectives of Today’s Meeting Introduce Competency-Based

Performance Evaluation Explain components of an Effective

Employee Development Program Understand the importance of “Just in

Time” training in achieving corporate results

Discuss Check-for-Understanding Tools

Check-for-Understanding Tools

Online Testing

DVD-Based Systems

Competition and Game-Based Systems

Job knowledge and skills-based observations and evaluations

What Determines Success or Failure?

All corporations deal with adverse situations & crisis.

Success or Failure is NOT determined by WHAT

happens.

Success or Failure IS determined by how the corporation RESPONDS.

Components of an Effective Employee Development Program

Summary

What one or two concepts, ideas, or tools from today’s session will help you increase employee performance and reduce cost of

training at your company?