珠寶行業(yè)基于勝任力的績(jī)效考核系統(tǒng)英文(編輯修改稿)
2025-02-27 04:08 本頁面
【文章內(nèi)容簡(jiǎn)介】 r and Competenciesl Performance is not outputs or resultsl Behaviour is one of the causes of output27The argumentl Performance not within the control of the individuall Behaviour is within the control of the individual28Best practices effective performancel Mean29Best practices superior performancel One . above the mean30The picturel Chart31Psychologist William Jamesl A difference which makes no difference is no difference.32Framework for the session1. Competency in Practice today.2. Competency based performance management systems (PMS) practices today.3. Competency approaches4. Best practices5. Implementation strategies6. SMR experience33Two approaches1. Threshold – minimum acceptable level2. Differentiating – superior performers34Thresholdl Purely knowledge and skills driven.l Easier to develop.l Skill the masses to a minimum standardl Government initiatives to develop local expertise35Threshold/Functionall Ensuring the minimum is in place before you talk about superior performers.36Behaviourall Differentiating. l Superior performers – relates to top 1/10.l Used by panies with adequate expertise but desire to push up the performance bar.37Framework for the sessionl Competency in Practice today.l Competency based performance management systems (PMS) practices today.l Competency approachesl Best practicesl Implementation strategiesl SMR experience38Best practices – C
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