Developing Talent: Using

Competencies & Performance

 According to ASTD (American Society for
Training & Development) competencies are
areas of personal capabilities that enable
people to perform succesfully in their jobs by
achieving outcomes or completing tasks
effectively
 A competency can be knowledge, skill,
attitudes, values or personal charcateristics.
 If companies expliciltly define competencies
they need then tools for talent can be found
 Examples of competencies and
levels
 Knowledge of Business Ethics: Intermediate
 Knowledge of local physician market: Advanced
 Selling skills: Advanced
 Communication skills: Basic
 Group presentation skills: Limited to
intermediate
 Leadership skills: Limited to Intermediate
 Negotiation skills: Expert
 Competency Levels

The competency level can determine the

degree of decisiveness, which may be;
 Limited
 Basic
 Intermediate
 Advanced
 Expert
 Steps in competency modeling
process
 Define your required competencies
 Assign competencies to Positions
 Assess individuals according to their
competencies
 Analyse gaps between Individual required and
actual competency levels
 Remediate through learning activities
 Track progress
 Refine the process
Competency Development
Process (Flow chart)

DEFINE ASSIGN ASSESS ANALYSE GAPS

Talent Development
Cycle

REFINE TRACK REMEDIATE

Assign competencies to positions

 Location
 Organization of the team
 Tenure
 Assess individuals according to
their competencies
 Self-Rating
 Manager's rating/appraisal
 Peer assessment
 Subordinate review
 Analyze Gaps

 Performance Management
 Succession planning
 Career development
 Remediate through learning &
Development activities
 Performance Management
 Succession planning
 Career development
 Track progress

 It has to do with time span

 Prevalence of competencies
 Needs to be evaluated in terms of
achievements periodically
Best practices for Competency M
Management
 Automate, auotomate, automate
 Build measurable Proficiency levels into the
model
 Don't try to finish the competency model
 Work more update and add new characteristics
 Using competencies to define
Employee Performance
Common complaints on performance management
include:
 The process and tools are too complicated
 There is lack of balance between results and
competencies
 The right behavior and results are not measured
 There is too much discretion and little consistency
across raters
 The link to pay is so diluted that completing the
process is an excercise in futility
Competency simplicity/relevance
grid

Desirable when both Simplicity and relevance

are high

 Supercharged, jump-started process with key

leaders engaged
 As few competencies as required, leveled
 Highly applicable to key business objectives
 An Effective Process

 Result based objectives should be adequately

reinforced by INCENTIVE PAY AWARD
 Competencies should be rewarded with
BASE PAY INCREASE
 Pay linkage approach

Result based Incentive

Objectives Competencies Pay award
1
1 2
2 3
3 n Base pay
n Increase
 Maximizing the efeectiveness of
competencies
 Rewarding appropriately & proportionaly the
competecny
 Competency can be a powerful tool
 Competency performance should be open to all
 Grow each employees by encouraging and
rewarding good performance
 Competencies accelerate the performance and
behavior of other employees
 Should respect SUPERKEEPER but not
become myopic about them