7 Performance & Competency Appraisal
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Transcript of 7 Performance & Competency Appraisal
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PMS IN BRIEFPMS IN BRIEF
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PMS NECESSITY.PMS NECESSITY.
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Performance andPerformance and
CompetenciesCompetencies
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D b
l k d i A i lD A
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Data to be looked into at AppraisalData to e oo e nto at Appra satimetime
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scuss on w escuss on w eappraiseappraise
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PERCEPTIONPERCEPTION
OF APPRAISEOF APPRAISE
(annexure(annexure
10.1)10.1).1/3.1/3
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PERCEPTIONPERCEPTION
OF APPRAISEOF APPRAISE
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PERCEPTION OF APPRAISE 3/3PERCEPTION OF APPRAISE 3/3
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DISCUSSION & OUTCOMEDISCUSSION & OUTCOME
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DISCUSSION & OUTCOMEDISCUSSION & OUTCOME
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DiscussionsDiscussions
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OUTCOME of DISCUSSIONOUTCOME of DISCUSSION
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r ca nc en sr ca nc en sTechniqueTechnique
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r ca nc en sr ca nc en sTechniqueTechnique
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Contd.....
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Identify the KPAs, their constituents (Activities), measures for each constituent,
marks and three different performance (target) levels. While filling the form, theguidelines need to be kept in mind.
PERFORMANCE EVALUATION
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Hughes EscortsHughes Escorts
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.ompetency is.ompetency 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 individualto
successfully perform a task or an activity within a
specific function or job
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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 andskillsthat affect an individual s
.ability to perform
.ompetency is
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.ompetency is.ompetency is ompetencies are thenderlying characteristics
/f individual s that haveausal relationship with/ffective and or superiorerformance in a job. .ituation i e
Knowledge Skills raits and Motives Attitudes
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Competency is reflected byCompetency is reflected by
COMPETENCIESCOMPETENCIES
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COMPETENCIESCOMPETENCIES -- roadroadCategoriesategoriesGeneric Competencies Competencies which are considered essential for all
. -employees regardless of their function or level, , .Communication initiative listening etc /Technical Functional
Specific competencies which are considered essentialto perform any job in the organization within a
. . .:defined technical or functional area of work E g, ,Finance environmental management etc
Managerial Competencies Competencies which are considered essential for
employees with managerial or supervisoryresponsibility in any functional area including.directors and senior posts
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( ) :xpert E( ) :xpert E Role model and a thought leaderfor identified competencies and has ability to&develop innovative practices applications
( ) :dvanced A( ) :dvanced A -Demonstrates in depth mastery ofidentified competencies and wide level of
implementation experience
( ) :ompetent C( ) :ompetent C Develops and implements advanced level ofidentified competencies with some implementation experience
Competency LevelsCompetency Levels
( )asic B( )asic B :: ;Exhibits appreciation of identified competencies limitedor no implementation experience
CORE COMPETENCIESCORE COMPETENCIES
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CORE COMPETENCIESCORE COMPETENCIES COMPETENCIES OF ORGANISATIONChraracteristics
Cascading to individual level
.alue TO customer .ard to imitate .ompetitive Advantage .ervasiveness .nnovation
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competency assessmentcompetency assessment
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ultiple assessment methods to,licit patterns of behaviorreviously identified as successfuln a given role ultiple methods ultiple Trained assessors ndividual feedback eedback FOR candidate to develop is own
ction plans
SSESSMENT CentersSSESSMENT Centers
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( - ef Competence at Work Models for Superior PerformanceMETHODOLOGY (ORRELATION r ) . COMPETENCY BASED .65 SSESSMENT CENTRES
. BEHAVIOURAL EVENT . - .48 0 61 INTERVIEWS . ABILITY TESTS .54 . .MODERN PERSONALITY TESTS 0 39 . .ROBUST REF CHECKS ON .23 COMPETENCIES . NORMAL INTERVIEWS . .05 to 0 19
orrelation of Various Assessmentorrelation of Various Assessmentethods toethods toob Performanceob Performance
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INSTRUMEINSTRUME
NTS:NTS:
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P R O C E S SR O C E S S
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OBSERVING BEHAVIOR DURING JOBOBSERVING BEHAVIOR DURING JOBPERFORMANCEPERFORMANCE
F d h i ti lF d h i ti l
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Forced choice rating scaleForced choice rating scale
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e
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PROCESSPROCESS
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Contd.....
DISADVANTAGES
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PreconditionPrecondition
to beto be
successful (pgsuccessful (pg226 227)226 227)
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