Competency-Based Performance Review Report Notes

Slide 11 READ FIRST: Competency-based performance reviews look at

how an employee's actions over a defined time led to meeting or
missing defined objectives, so you gain an understanding of
where an employee stands at present and what additional
behaviors they should develop for future success.
Slide 12 AFTER SA FIRST SENTENCE READ THIS: The main intent of
competency-based performance reviews is to focus on the skills,
personality traits, motivators & behaviors of an individual.
Collectively these attributes are referred to as “competencies”.
They not only take into account the individuality of an employee
but also incorporate needs of the job they are doing. That way,
employees are growing as well as helping the company grow.

AFTER SECOND BULLET: The analysis helps the management

identify the existing competencies of that individual and determine
additional ones that they may require to further improve their
performance.
Slide 13 AFTER FIRST BULLET: Setting expectations: To measure
performance, you need to first aim for a target against which your
progress can be determined. Management should clearly
communicate with all employees what is expected of them during
a specific duration. Failure to do so is one of the reasons
organizations do not achieve their goals.
Thus, there needs to be ample focus on the goal setting process
in the workplace. Setting goals helps employees identify with the
organization’s purpose and align their efforts in that direction.
Without a proper goal setting process, the workplace tends to
flounder about aimlessly, wasting precious amount of time and
resources.

Reclassifying the employee’s job objectives and goals:

Clearly define all the skills that are required to perform a particular
job. Also which additional skills will help these individuals move
up the ladder. Once employees understand what skills are
required for them to succeed in their current position and what
can help them grow further, they are more confident about their
job and their future in the company.
This step also helps your recruitment process. Whenever there is
a requirement for a specific position to be filled, the HR can
quickly shortlist those individuals whose skill set match with the
skills that are required for the job. They are able to eliminate
misfits and hire competent individuals who are more suited to the
process.
 Reviewing competencies associated with the job role: Upon
setting a list of expected competencies required for a job, identify
individuals who lack these in their current profile. This information
can be obtained through one-to-one meetings, questionnaires or
surveys conducted by the HR Team. Find out what
behaviors should your team project in order to perform well. What
are those missing competencies that prevent them from being
exceptional performers?

AFTER THIRD BULLET: Provide them with an analysis of how

certain behaviors prevented them from reaching their goal. It
could be that they couldn’t empathize with the target audience
and hence couldn’t develop the right personas. Hence the deficit.
Employees will appreciate a more actionable and constructive
feedback as opposed to a generic feedback. This is
your competency-based performance review.
Slide 14 AFTER THE FIRST BULLET: By definition, managers have a
different set of responsibilities than non-managerial employees. In
addition to managing tasks and projects, they also manage
people — and their managerial style often has a large impact on
the productivity of those people. /// Ultimately, managers are the
face of the company for their employees. They can play a vital
role in communicating the company’s mission, vision, and goals
to their employees to inspire performance and drive engagement,
or they can inspire your top performers to leave. Because they
give you the data to spot problems early, well-designed
managerial reviews are a best practice that will increase
performance and retention across all employees.

AFTER THE SECOND BULLET: Every role requires different

qualifications. Clearly defined roles create clarity and
transparency — not just for the job candidate, but for the
employer and recruiter, as well. These roles will help you identify
exactly who you are looking for, what that person should be able
to accomplish, and what should drive that person.
/// Roles are an entity that tie together across the entire talent
management life cycle. Creating a role library will enable roles to
live beyond just the context of recruiting, as role descriptions will
be useful to selected candidates and their superiors well past
their hiring date.

AFTER THE THIRD BULLET: It’s easy to measure the revenue a

salesperson brings in, or the average time it takes a service
technician to complete a call. But many other employees, many of
whose contributions are extremely important, are much harder to
measure. A midlevel engineer might play a contributing role on
 several large projects over the course of a year, where it is not
easy to identify exactly what that individual contributed, or define
simple transactional goals. For these roles, competencies provide
a framework for more-objective benchmarking of each individual’s
performance. This enables employees without a direct bottom-line
connection to be evaluated on a similar field as one who
generates a significant amount of revenue.

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Slide 17 AFTER FIRST BULLET: It’s time to change the competencies to
more accurately reflect success within the role. This often results
when our headcount needs to be filled immediately and in the
interest of a quicker hiring process, the job role and competencies
aren’t updated. After someone’s in the role, it’s time to revise the
competencies.

AFTER SECOND BULLET: An employee is performing the right

behaviors but not seeing the desired results. It’s time to adjust the
competencies necessary for the role, because despite the
behaviors meeting what was desired, they aren’t driving success
in the role.

AFTER THIRD BULLET: You’ve reached a place of successful

alignment (for now) between job roles and job competencies that
lead to goal achievement. Continue to monitor feedback from
your competency-based reviews for areas where competencies
can be adjusted to better reflect the goals of the overall strategy.
Slide 18 Here are two samples for the competency-based performance
review that show how these types of reviews often look and
connect the various elements mentioned earlier: READ
Slide 19 The first sample here is based on the overall competency of
delivering service excellence to internal and external clients. It
defines five levels of the competency, from dealing with
immediate client needs to ensuring continued service excellence.
Under each level are examples of specific behaviors associated
with it.
Slide 20 This example might commonly be used to assess HR
professionals. It centers on the competency of administering
employee benefits and compensation in line with HR strategies
and the recruitment of top talent.
Slide 21 As with the previous example, this one (also from HRSG), also
uses five levels and a series of behaviors at each level.