What does good look like?October 2013

Where’s the greatest challenge?

OBSERVABLE performance and behaviour indicators

Unacceptable, acceptable, exceptional

Risk when using competencies – managers don’t make sense of them

Competency descriptions never fully relate to actual work/job tasks and so hard to use for improvement

Subjectivity

Norm based assessment

Criteria based assessment

What does good like?

Actual performance and behaviour CompetencesVersus

What does good like?

Example

Train the trainer observation sheet

Competency frameworks

cognitive behavioural foundational organisation specific

Function / techn

ical specialism

s

Usually three or four levels relating to:

jane

check layout with full screen

Putting competences into context

Moving to performance indicators

• What standard of performance/behaviour would you expect in an organisation where these competencies are being applied?

• Is there a way to specify the range of results from the population?

• The answer is yes but with a tentative statement (e.g. with 95% confidence, the population average will be between … and …)

How it works

• What a normal distribution looks like?

Example

• Consider a report on the performance of a department of 100 people, and assuming four categories, what percentages might each category represent?

• Now on that basis, consider descriptors of indicators for performance for each level

-0.5%

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

4.0%

4.5%

of total Population %

Doesn't meet expectation Partially meets expectation Meets Expectation Exceeds expectation

Before training 68% of the popu-lation partially meet expectation

68.2%

2.5% 13.6% 2.5%13.6% 68.2%

13.6%2.5% 13.6% 2.5%

After training 68% of thepopulation meet expectation

Before or After

After training

Before training

Population distributions before and after training

Activity: Project Manager

Delegating Responsibilities Decision Making Coaching

Thanks