Competency management and performace appraisal
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Transcript of Competency management and performace appraisal
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3rd sessionCompetency Management & Performance Appraisal
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Technology companies such as Adobe, Juniper Systems, Dell, Microsoft, and IBM have led the way, joined by a number of professional services firms (Deloitte, Accenture, PwC) and even General Electric, the long-time role model for traditional appraisals.
Argument #1 (Deloitte): “An investment of 1.8 million hours across the firm that didn’t fit our business needs anymore.”
Argument #2: It’s a last-century practice and blamed them for a lack of collaboration and innovation.
Argument #3: Both supervisors and subordinates despise the appraisal process—a perennial problem that feels more urgent now that the labour market is picking up and concerns about retention have returned.
Argument #4: They hold people accountable for past behaviour at the expense of improving current performance and grooming talent for the future.
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In effect, we are asking our team leaders what they would do with each team member rather than what they think of that individual.
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ScoringBadging
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https://www.linkedin.com/today/posts/fkofman?_mSplash=1
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Group 1:Build the competency grid / guideline of being a successful student in your Master programmeGroup 2:Build the competency grid / guideline of being a successful prof in your Master programme
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Redesign CIFFOP's appraisal and quality system using scoring and badging.
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