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1. COMPETENCY
BASED
PERFORMANCE
MANAGEGMENT
SYSTEMS
 Daily, Year-round, continuing appraisal,
coaching and feedback, that involves
helping employees understand the nature
and quality of performance, identify what
they need to do to improve and motivate
them to do it.
 The Gap analysis reveals a significant gap
between performance expectations and
actual performance in the target
calssification/classifications.
 Although improving employee
performance often requires a multi-
faceted approach involving staffing policy
and training and an important gap-
closing strategy centres on improving the
company’s performance management
system.

2. UNDERSTANDING
PMS AS A GAP-
CLOSING
STRATEGY
 The process begins with the company’s
strategic business plan and its mission,
vision and values
 The goals and objectives at the bureau,
division, work-unit and individual
employee’s levels should be aligned with
the company’s strategic plan
 The core competencies selected for the
target classification should support the
organization’s mission, vision and values.

3. THE THREE
COMPONENTS OF
COMPETENCY
BASED PMS
 Objectives: Identifying and evaluating
employees’ major work objectives- this is
a measurement of results.
 Competencies: Evaluating employees on
the competencies that have been
determined or associated with superior
job performance-this is a measurement of
the behavioural characteristics that impact
results.
 Development: Creating individual
developments (IDPs) to enhance
employee’s strengths and to close
performance gaps as determined by the
competency evaluation

4. CONTD.,
 If an employee fails to meet certain work
objectives, the competency evaluation will
typically reveal the reasons why?
 Evaluating employee on the critical
competencies for a position does much
more than that
 Providing employees with Performance
feedback on competencies gives them the
information the need to be successful

5. THE THREE PHASES
OF COMPETENCY
BASED PMS
 Phase I: Performance Planning:
 Identify major work objectives
 Review competencies
 Establish individual development plans
 Identify action steps for achieving both
the performance objectives and personal
development

6. THE THREE PHASES
OF COMPETENCY
BASED PMS
 Phase II: Monitoring and coaching
 During phase II supervisors work closely with
direct reports to monitor progress toward meeting
the major work objectives and follow through with
planned professional development activitiea
 Phase II is really the back bone of the successful
successful competency based PMS- it is a
continuous process
 Employees need regular reinforcement to help
maintain focus on their goals and get regular
encouragement to participate in professional
development activities
 There is a range of options for providing feedback-
some organizations require formal monitoring and
coaching sessions on a quarterly bases.
 In others Supervisors incorporate monitoring and
coaching into their every day interactions with
their direct reports.

7. THE THREE PHASES
OF COMPETENCY
BASED PMS
 Phase III: Evaluation
 During Phase III supervisors evaluate
performance results for objectives,
individual development plans and
competencies.
 In many organizations supervisors
perform a unilateral assessment of all
three.
 However, the process is much more
effective when employees participate fully
by completing self-assessments of their
objectives and competencies.
 Even when, employees’ self-assessments
are inaccurate, there can be a tangible
benefit from a process that requires
employees to think through their degree
of proficiency in the competencies most
important for success.