Overview of Performance Management Systems and Competency Mapping

Awareness on
Performance Management System
and Competency Mapping
 
Jagath Karunathilaka
Consultant – Finance and HR  Management of CSOs
Need for PMS
 
PMS is the system that ensures
organizational objectives are achieved
through individual contribution while they
are being developed
What is Performance
Management?
 
Continuous improvements in performance
at individual, team and organizational
levels in all aspects of performance
Why Do we have to Manage
Performance?
 
Survival in a competitive world
Growth and profits
Establishing an high performance
organization
To put to use the best talents of people in
the organization
Renewed Emphasis on Performance
Management
 
Performance Appraisals System (PAS) replaced
by Performance Management Systems (PMS)
This is due to change in focus from Appraisal
to Performance
In Appraisals the focus is on Appraisal and not
so much on Performance
Now the focus is on Performance and its
Management
The system themselves are not too different
Objectives of PMS
 
Performance improvements
Role clarity
Identification of development needs
Competence building
Data base for rewards, promotions,
recognition and motivation
Performance Equation
 
Individual Performance =
 
 
Ability  X  Motivation  X  Organizational
Support
How Do You Plan Performance ?
 
Identify Key Performance Areas – KPA/KRA
Set goals : objectives
Specific  (observable)
Measurable  (quantitative –qualitative)
Ambitious (challenging)
Realistic
Time  Bound
Assign weightages & time estimates
How Do You Manage
Performance ?
 
we.hSï l%ufha uQ,sl mshjrhka
mshjr 
1
 
: 
m%Odk m%;sM, fÌa;% 
(KRA)/
m%Odk ld¾h idOk ks¾Kdhl 
(KPI)
 l,ska ksYaph
lr l<uKdldÍ;ajh úiska ,nd oSu 
.
mshjr 
2
 
: 
jd¾Isl jHdmdßl yd fufyhqï b,lal
(Targets) 
l<uKdldÍ;ajh  úiska idlÉPd lr ,nd oSu
.
ta wkqj ld¾;=uh iuqÉÑ; b,lal msysgqjd .ekSu
.
mshjr 
3
 
:
 jd¾Isl 
/
 ff;%hsudisl b,lal imqrd .ekSu
i|yd fhduqjk m%Odk l%shdldrlï
(Key Action)
;uka úiska ie,iqï lr .ekSu
mshjr 
4 :
 iqmÍÌl ks,OdÍka úiska ld¾h idOk udi 
3
lg jrla iudf,dapkh lsÍu
 (Performance Review)
yd wjYH iyh ,nd oSu
.
mshjr 
5 :
 udi 
6 
lg jrla ld¾h idOkh we.hSu
(Performance Evaluation)
 yd jir wjidk
we.hSfuka miq ld¾h idOkh u; úúO m%;sodk
,nd oSu 
(Rewards and Recognition).
PM Cycle
:
Plan
Monitor
Analyse/Review
Evaluate
Improve
Develop
Reward
Who Plans Performance ?
 
Performer
With the help of his supervisor or
seniors
In the context of organizational and unit
plans
On the basis of previous performance
Using bench marks where possible
How Frequently ?
 
Depends on the needs and feasibility
Every day for self
Once a quarter with boss for review
Once a month or more with the
department
Once every half yearly for appraisal
Components of PMS
 
KPAs, KRAs, KPI, Objectives, etc.
Attributes
Participative planning
Participative review
Performance analysis
Components of PMS…
 
What is KRA?
Key Result Area or KRA refers to general area of
outputs or outcomes for which department’s role is
responsible
KRA in simple  terms may be defined as primary
responsibilities  of an individual, the core area which
each person is accountable
KRA enables you to take ownership of your job and
to accept responsibility for those area in which
achieving results are you’re responsibly.
Components of PMS…
 
Importance of KRA
Set goals and objectives
Prioritize their activities,  and therefore
improve their time/work management
Clarify roles of department or individuals
Focus on results rather than activities
Align their roles to the organization’s business
or strategic plan
Promote an environment of self-management
 
Components of PMS…
 
What is a KPI?
KPI stands for key performance indicator, a
quantifiable measure of performance over time
for a specific objective.
KPIs provide targets for teams to shoot for,
milestones to gauge progress, and insights that
help people across the organization make better
decisions.
From finance and HR to production, marketing
and sales, key performance indicators help every
area of the business move forward at the
strategic level.
Components of PMS…
 
Why Are KPIs Important?
KPIs are an important way to ensure your teams are supporting the
overall goals of the organization. Here are some of the biggest reasons
why you need key performance indicators.
Keep your teams aligned:
 Whether measuring project success or employee
performance, KPIs keep teams moving in the same direction.
Provide a health check:
 Key performance indicators give you a realistic
look at the health of your organization, from risk factors to financial
indicators.
Make adjustments:
 KPIs help you clearly see your successes and failures so
you can do more of what’s working, and less of what’s not.
Hold your teams accountable:
 Make sure everyone provides value with key
performance indicators that help employees track their progress and help
managers move things along.
Components of PMS…
 
Performance review discussion
Identification of development needs
Development actions
Ratings
Review by review teams for rewards etc
Documentation
Types of PMS Systems
 
Individual appraisals
Team appraisals
Upward appraisals
360 degree appraisals
Appraisal Style
 
Confidential/Open
One to one – Face to Face Meeting
One to Many (Committee)
360 Degree Feedback (Competency Analysis)
Oneself
Superior
Peer
Subordinates
Select the appraisal method depends on the
culture and the structure of BGL
 
Focus of the Appraisal
 
Construct appraisal form in determining appraisal
method having concentrated with 
accuracy
 and
fairness
Focus of the appraisal (either 
job
 or the 
person
 or
combination of both)
focus on job 
– appraisal form is more like to ask achieving
targets/objectives  - 
result oriented appraisal
focus on person 
– appraisal form looks jobholders
personal attributes (qualities and attitudes)-  
personality
oriented appraisal
Performance Criteria Selected
 
Emphasis on individual qualities rather than results
(personal attributes and technical attributes)  -
depend on how they see things (perception)
Emphasis on the job and measurable targets
agreed by the job holder  - track objective evidence
How setting performance standards
o
Quantity (how much)
o
Quality (how well)
o
Time (by what time)
o
Cost savings (at what cost)
Result Oriented Appraisal Form
Appraisal Form for Individual Qualities
Performance Rating Generally Used
 
Appraisal criteria are generally personality oriented
or result oriented,  within each measure individual
performance
o
Personality oriented – behavioural scale (box ticking
describing performance)
o
Result oriented – Target Vs. Achievement
o
Free written reports – essay type
o
Questions set on the appraisal document
Improvement of the overall performance
and culture of an organization
 
Objectively driven system having key feature of;
output criteria based on agreed upon
targets/plans under pre-defined KPIs linked with
overall business objectives/plans
Management By Objectives (MBO)
Input criteria based on competency assessment:
competency is recognized as input criteria
Competency based HRD practices
Competency as input for
organizational effectiveness
 
Create competency based HRD practices by
providing continues ongoing training to change
attitude of staff towards better customer
service while  focusing on competence
development and capacity planning
Competency and Effectiveness =
Raw material & Output
 
Output
(Effectiveness on the job)
 
Raw material
(Competency)
 
Raw material
(Competency)
 
Output
(Effectiveness on the job)
Competency and Effectiveness =
Raw material & Output
Competency
 
A Competency is an underlying characteristic
of a person which enables him/her to deliver
superior performance in a given job, role or a
situation.
Competencies are seen mainly as inputs.
What is a competency?
 
Competency may take the following forms
 
– Knowledge
 
– Skill
 
– Attitude
 
– Other characteristics of an individual
Motives
values
Self concept etc.
Competency Models
 
Competency models represent the most
critical knowledge, skills and behaviors that
drive successful performance with respect to a
particular type of job or occupation.
They describe competencies in behavioral
terms, using behavioral indicators, so
employees can recognize the competencies
when demonstrated.
Competency Models
 
Used as a human resource tool for
Selection
Training and development
Performance appraisal and
Succession planning.
Framework -
 Core Competencies
 
Typically, Company’s core competency profile
refers set of characteristics that must be
possessed by every employee regardless of
their organizational level or the position.
Core competency profile of the Company is
considered as its strategic strength to support
the company’s overall mission
Framework -
 Core Competencies
 
Core competency profile – Examples
Core competencies or general professional competency profile is comprised
with following characteristics
Dependability / Accountability - 
Completion of assignments on time &
carries out instructions
Learning & Feedback 
- Attitude of continuous learning and provision of
accurate feedback
Interpersonal Relations 
- Cooperative, considerate & tactful nature in
dealing with others
Initiative & Leadership 
- Recommending & creating own work practices &
procedures
Communication Skills 
- Expression of thoughts clearly & concisely in
written & oral form
Facing Issues / Problem Solving 
- Manner of solving conflicting issues by
constructive action
 
Framework -
 Core Competencies…
 
 
Core competency profile – Examples
 
Planning & Organization / Making an Impact 
- Ability to optimize time, meet
deadlines, establish short & long term plans
Management Effectiveness / Drive & Resilience- 
Skill, involvement &
effectiveness
Staff Development 
(For Managerial Staff) - Guidance & opportunities
provided for the development of staff
Professionalism & Business Focus -
High standards of integrity, competence &
clear understanding of effective operational aspects
Delivering Quality Service - 
Monitors and upholds high quality of service and
products to clients
 
 
Values cum Organizational Competency
for Non Profit Field
 
 
Community Responsibility - 
Respect for the communities we work with
and serve
sense of community responsibility
Acting responsibly toward the communities in which we work and for
the benefit of the communities that we serve;
Human Empowerment:
 We trust and delegate to those we work with,
so that we can tap into the full human potential of our staff that is yet
to be tapped
Productivity Conscious:
 We productively use our time at work and
ensure that all the work we do is of value to the service recipient or to
the non profit organizational sustainability.
Responsibility for our Decisions and their Consequences. 
Being
responsible, transparent and accountable for all of our actions; and
Improving the accountability, transparency, ethical conduct and
effectiveness of the nonprofit field.
Integrity in our actions 
- Acting honestly, truthfully and with integrity in
all our transactions and dealings;
 
Framework - Competency Mapping
 
Company shall undertake the competency mapping
exercise as a process of identifying the specific skills,
knowledge, abilities, and behaviors required to
operate job related tasks in the company.
Competency maps are referred
as competency profiles or skills profiles of this
exercise.
Procedures - Role-Set Based
Competency Mapping
 
a)
Identify Role Holder (key roles in the CSO as per the
organizational structure)
b)
Defining role relationship (reporting authority, subordinate,
peers etc.)
c)
Identify divisional KRA & KPI (where the role holder is
located)
d)
Identify the objectives of the functions or division where the
role is located
e)
Identify individual KPAs or KRAs and KPIs of the role holder
f)
List of the tasks & activities as per the JD
g)
List of the activities expected to be performed by the role
holder
h)
List of the actual KASOs (*) required to perform the job task
effectively
Procedures - Role-Set Based
Competency Mapping…
 
Four areas of competencies could be identified that are
Technical / functional competencies 
– KASOs associated with
the technology or functional expertise required to perform
the role
Managerial 
– KASOs required to plan, organize, mobilize and
utilize various resources.
Human and behavioral 
– KASOs required to motivate, utilize
and develop human resources
Conceptual
 – abilities to visualize the invisible, think at
abstract levels and use the thinking to plan future business.
Procedures - Role-Set Based
Competency Mapping…
 
KSAOs are commonly referred to as competencies. Four areas of
competencies could be identified that are
Knowledge: 
Understanding acquired through learning. It is a
body of information relevant to job performance. It is what
people have to know to be able to perform a job, such as
knowledge of policies and procedures for a recruitment
process.
Attitude:  
your view point towards the job
Skills
 – Capabilities acquired through practice. It can be
financial skill – budgeting, or a verbal skill; making a
presentation
Procedures - Role-Set Based
Competency Mapping…
 
KSAOs are commonly referred to as competencies. Four areas of
competencies could be identified that are
Other characteristics 
of an individual includes
Motives: 
example - an affiliation oriented person constantly
think about having friends, and achievement oriented person
wants to accomplish unique things or wants to be better than
before.
Values: 
example - honesty, openness, transparency, work values
etc.
Traits:
 example- physical qualities like quick reaction time and
good eyesight are required to drivers etc.
Self-concept: 
example- self-worth, confidence and attitudes to
one’s self.
Overall HR Strategy or HR Mission
It provides following quality services to the employees of the
company
Recruitment of qualified individuals.
Retention of valuable employees.
Training, development and education to promote individual
success and increase overall value to the organization.
A safe and healthful working environment. Inspiration and
encouragement for a high level of employee morale through
recognition, effective communication and constant feedback.
Resources for administering benefits, policies and
procedures.
These services are achieved through a teamwork philosophy
that is inspired through effective organizational skills, proactive
efforts, and a balance between professionalism and the ability to
have employee well being
Launch and steps followed
–  rolling out
 
Initial discussion and awareness
Preparation – Design stage
Testing
Awareness – Training
Management Approval
Implementation – Trial
Review and improve further
Adopting the PMS by circular
Discussion and comments
Thank for the Attention
Slide Note
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Performance Management Systems (PMS) play a crucial role in ensuring organizational objectives are met through individual contributions. This entails continuous improvement at all levels - individual, team, and organizational. Managing performance is vital for survival and growth in a competitive environment, aiming to establish high-performance organizations and utilize talents effectively. The transition from Performance Appraisal Systems (PAS) to PMS reflects a shift towards focusing more on performance management. Objectives of PMS include enhancing performance, clarifying roles, identifying development needs, building competence, and providing a basis for rewards and motivation. The performance equation emphasizes the correlation between individual performance, abilities, motivation, and organizational support. Planning and managing performance involve identifying key performance areas, setting specific, measurable, challenging, and realistic goals, and assigning weightages and time estimates.


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  1. Awareness on Performance Management System and Competency Mapping Jagath Karunathilaka Consultant Finance and HR Management of CSOs

  2. Need for PMS PMS is the system that ensures organizational objectives are achieved through individual contribution while they are being developed

  3. What is Performance Management? Continuous improvements in performance at individual, team and organizational levels in all aspects of performance

  4. Why Do we have to Manage Performance? Survival in a competitive world Growth and profits Establishing an high performance organization To put to use the best talents of people in the organization

  5. Renewed Emphasis on Performance Management Performance Appraisals System (PAS) replaced by Performance Management Systems (PMS) This is due to change in focus from Appraisal to Performance In Appraisals the focus is on Appraisal and not so much on Performance Now the focus is on Performance and its Management The system themselves are not too different

  6. Objectives of PMS Performance improvements Role clarity Identification of development needs Competence building Data base for rewards, promotions, recognition and motivation

  7. Performance Equation Individual Performance = Ability X Motivation X Organizational Support

  8. How Do You Plan Performance ? Identify Key Performance Areas KPA/KRA Set goals : objectives Specific (observable) Measurable (quantitative qualitative) Ambitious (challenging) Realistic Time Bound Assign weightages & time estimates

  9. How Do You Manage Performance ? we.hS l%ufha uQ,sl mshjrhka mshjr 1 : m%Odk m%;sM, f a;% (KRA)/ m%Odk ld h idOk ks Kdhl (KPI) l,ska ksYaph lr l<uKdld ;ajh iska ,nd oSu . mshjr 2 : jd Isl jHdmd l yd fufyhq b,lal (Targets) l<uKdld ;ajh iska idl Pd lr ,nd oSu. ta wkqj ld ;=uh iuq ; b,lal msysgqjd .ekSu. mshjr 3 : jd Isl / ff;%hsudisl b,lal imqrd .ekSu i|yd fhduqjk m%Odk l%shdldrl (Key Action) ;uka iska ie,iq lr .ekSu mshjr 4 : iqm l ks,Od ka iska ld h idOk udi 3 lg jrla iudf,dapkh ls u (Performance Review) yd wjYH iyh ,nd oSu. mshjr 5 : udi 6 lg jrla ld h idOkh we.hSu (Performance Evaluation) yd jir wjidk we.hSfuka miq ld h idOkh u; O m%;sodk ,nd oSu (Rewards and Recognition). PM Cycle: Plan Monitor Analyse/Review Evaluate Improve Develop Reward

  10. Who Plans Performance ? Performer With the help of his supervisor or seniors In the context of organizational and unit plans On the basis of previous performance Using bench marks where possible

  11. How Frequently ? Depends on the needs and feasibility Every day for self Once a quarter with boss for review Once a month or more with the department Once every half yearly for appraisal

  12. Components of PMS KPAs, KRAs, KPI, Objectives, etc. Attributes Participative planning Participative review Performance analysis

  13. Components of PMS What is KRA? Key Result Area or KRA refers to general area of outputs or outcomes for which department s role is responsible KRA in simple terms may be defined as primary responsibilities of an individual, the core area which each person is accountable KRA enables you to take ownership of your job and to accept responsibility for those area in which achieving results are you re responsibly.

  14. Components of PMS Importance of KRA Set goals and objectives Prioritize their activities, and therefore improve their time/work management Clarify roles of department or individuals Focus on results rather than activities Align their roles to the organization s business or strategic plan Promote an environment of self-management

  15. Components of PMS What is a KPI? KPI stands for key performance indicator, a quantifiable measure of performance over time for a specific objective. KPIs provide targets for teams to shoot for, milestones to gauge progress, and insights that help people across the organization make better decisions. From finance and HR to production, marketing and sales, key performance indicators help every area of the business move forward at the strategic level.

  16. Components of PMS Why Are KPIs Important? KPIs are an important way to ensure your teams are supporting the overall goals of the organization. Here are some of the biggest reasons why you need key performance indicators. Keep your teams aligned: Whether measuring project success or employee performance, KPIs keep teams moving in the same direction. Provide a health check: Key performance indicators give you a realistic look at the health of your organization, from risk factors to financial indicators. Make adjustments: KPIs help you clearly see your successes and failures so you can do more of what s working, and less of what s not. Hold your teams accountable: Make sure everyone provides value with key performance indicators that help employees track their progress and help managers move things along.

  17. Components of PMS Performance review discussion Identification of development needs Development actions Ratings Review by review teams for rewards etc Documentation

  18. Types of PMS Systems Individual appraisals Team appraisals Upward appraisals 360 degree appraisals

  19. Appraisal Style Confidential/Open One to one Face to Face Meeting One to Many (Committee) 360 Degree Feedback (Competency Analysis) Oneself Superior Peer Subordinates Select the appraisal method depends on the culture and the structure of BGL

  20. Focus of the Appraisal Construct appraisal form in determining appraisal method having concentrated with accuracy and fairness Focus of the appraisal (either job or the person or combination of both) focus on job appraisal form is more like to ask achieving targets/objectives - result oriented appraisal focus on person appraisal form looks jobholders personal attributes (qualities and attitudes)- personality oriented appraisal

  21. Performance Criteria Selected Emphasis on individual qualities rather than results (personal attributes and technical attributes) - depend on how they see things (perception) Emphasis on the job and measurable targets agreed by the job holder - track objective evidence How setting performance standards o Quantity (how much) o Quality (how well) o Time (by what time) o Cost savings (at what cost)

  22. Result Oriented Appraisal Form Key Results Areas Targets Set for the period * Achieved Evidence Notes Profitability Increase profit: sales ratio by 5% yes Annual Accounts Sales Achieve gross sales of Rs 50Mn no (Rs 45Mn) Annual Accounts Market Share Maintain present market share at 15% No (13%) Industry statistics Price cutting by all competitors Delivery Reduce average delivery time to four weeks yes Customer accounts Staff performance Ensure staff costs do not exceeded 55% of total expenditure yes Annual Budget Summery * Financial year

  23. Appraisal Form for Individual Qualities Personal Attributes - Soft Skills/traits (Behavioral Competency) Leadership (always at the center of activity - ability to influence others) Initiative and Drive (always acts on own initiative) Judgment (assesses situation and critical factors) Decision making ability (make sound decisions at all times) Customer Awareness (aware need for quality, timeliness and price) Self discipline (has well-balanced attitude towards work and leisure) Teamwork (work collaboratively with a group of people to achieve a goal) Technical Attributes (Technical /Functional Competency) Technical Knowledge product/subject knowledge/functional expertise Quality of Work rarely make error or mistakes Diligence constantly hardworking Cost Consciousness effort or thought of giving to cost control

  24. Performance Rating Generally Used Appraisal criteria are generally personality oriented or result oriented, within each measure individual performance o Personality oriented behavioural scale (box ticking describing performance) o Result oriented Target Vs. Achievement o Free written reports essay type o Questions set on the appraisal document

  25. Improvement of the overall performance and culture of an organization Objectively driven system having key feature of; output criteria based on agreed upon targets/plans under pre-defined KPIs linked with overall business objectives/plans Management By Objectives (MBO) Input criteria based on competency assessment: competency is recognized as input criteria Competency based HRD practices

  26. Competency as input for organizational effectiveness Create competency based HRD practices by providing continues ongoing training to change attitude of staff towards better customer service while focusing on competence development and capacity planning

  27. Competency and Effectiveness = Raw material & Output Output (Effectiveness on the job) Raw material (Competency)

  28. Competency and Effectiveness = Raw material & Output Output (Effectiveness on the job) Raw material (Competency)

  29. Competency A Competency is an underlying characteristic of a person which enables him/her to deliver superior performance in a given job, role or a situation. Competencies are seen mainly as inputs.

  30. What is a competency? Competency may take the following forms Knowledge Skill Attitude Other characteristics of an individual Motives values Self concept etc.

  31. Competency Models Competency models represent the most critical knowledge, skills and behaviors that drive successful performance with respect to a particular type of job or occupation. They describe competencies in behavioral terms, using behavioral indicators, so employees can recognize the competencies when demonstrated.

  32. Competency Models Used as a human resource tool for Selection Training and development Performance appraisal and Succession planning.

  33. Framework - Core Competencies Typically, Company s core competency profile refers set of characteristics that must be possessed by every employee regardless of their organizational level or the position. Core competency profile of the Company is considered as its strategic strength to support the company s overall mission

  34. Framework - Core Competencies Core competency profile Examples Core competencies or general professional competency profile is comprised with following characteristics Dependability / Accountability - Completion of assignments on time & carries out instructions Learning & Feedback - Attitude of continuous learning and provision of accurate feedback Interpersonal Relations - Cooperative, considerate & tactful nature in dealing with others Initiative & Leadership - Recommending & creating own work practices & procedures Communication Skills - Expression of thoughts clearly & concisely in written & oral form Facing Issues / Problem Solving - Manner of solving conflicting issues by constructive action

  35. Framework - Core Competencies Core competency profile Examples Planning & Organization / Making an Impact - Ability to optimize time, meet deadlines, establish short & long term plans Management Effectiveness / Drive & Resilience- Skill, involvement & effectiveness Staff Development (For Managerial Staff) - Guidance & opportunities provided for the development of staff Professionalism & Business Focus -High standards of integrity, competence & clear understanding of effective operational aspects Delivering Quality Service - Monitors and upholds high quality of service and products to clients

  36. Values cum Organizational Competency for Non Profit Field Community Responsibility - Respect for the communities we work with and serve sense of community responsibility Acting responsibly toward the communities in which we work and for the benefit of the communities that we serve; Human Empowerment: We trust and delegate to those we work with, so that we can tap into the full human potential of our staff that is yet to be tapped Productivity Conscious: We productively use our time at work and ensure that all the work we do is of value to the service recipient or to the non profit organizational sustainability. Responsibility for our Decisions and their Consequences. Being responsible, transparent and accountable for all of our actions; and Improving the accountability, transparency, ethical conduct and effectiveness of the nonprofit field. Integrity in our actions - Acting honestly, truthfully and with integrity in all our transactions and dealings;

  37. Framework - Competency Mapping Company shall undertake the competency mapping exercise as a process of identifying the specific skills, knowledge, abilities, and behaviors required to operate job related tasks in the company. Competency maps are referred as competency profiles or skills profiles of this exercise.

  38. Procedures - Role-Set Based Competency Mapping a) Identify Role Holder (key roles in the CSO as per the organizational structure) Defining role relationship (reporting authority, subordinate, peers etc.) Identify divisional KRA & KPI (where the role holder is located) Identify the objectives of the functions or division where the role is located Identify individual KPAs or KRAs and KPIs of the role holder List of the tasks & activities as per the JD List of the activities expected to be performed by the role holder List of the actual KASOs (*) required to perform the job task effectively b) c) d) e) f) g) h)

  39. Procedures - Role-Set Based Competency Mapping Four areas of competencies could be identified that are Technical / functional competencies KASOs associated with the technology or functional expertise required to perform the role Managerial KASOs required to plan, organize, mobilize and utilize various resources. Human and behavioral KASOs required to motivate, utilize and develop human resources Conceptual abilities to visualize the invisible, think at abstract levels and use the thinking to plan future business.

  40. Procedures - Role-Set Based Competency Mapping KSAOs are commonly referred to as competencies. Four areas of competencies could be identified that are Knowledge: Understanding acquired through learning. It is a body of information relevant to job performance. It is what people have to know to be able to perform a job, such as knowledge of policies and procedures for a recruitment process. Attitude: your view point towards the job Skills Capabilities acquired through practice. It can be financial skill budgeting, or a verbal skill; making a presentation

  41. Procedures - Role-Set Based Competency Mapping KSAOs are commonly referred to as competencies. Four areas of competencies could be identified that are Other characteristics of an individual includes Motives: example - an affiliation oriented person constantly think about having friends, and achievement oriented person wants to accomplish unique things or wants to be better than before. Values: example - honesty, openness, transparency, work values etc. Traits: example- physical qualities like quick reaction time and good eyesight are required to drivers etc. Self-concept: example- self-worth, confidence and attitudes to one s self.

  42. Overall HR Strategy or HR Mission It provides following quality services to the employees of the company Recruitment of qualified individuals. Retention of valuable employees. Training, development and education to promote individual success and increase overall value to the organization. A safe and healthful working environment. Inspiration and encouragement for a high level of employee morale through recognition, effective communication and constant feedback. Resources for administering benefits, policies and procedures. These services are achieved through a teamwork philosophy that is inspired through effective organizational skills, proactive efforts, and a balance between professionalism and the ability to have employee well being

  43. Launch and steps followed rolling out Initial discussion and awareness Preparation Design stage Testing Awareness Training Management Approval Implementation Trial Review and improve further Adopting the PMS by circular

  44. Discussion and comments

  45. Thank for the Attention

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