A Systems Approach to Employee Performance and Development

Prof. Prachi Murkute 1

Performance Management

Recruitment, Selection & Classification

Goal: To develop a performance management system that: Provide a systems approach to employee development and succession planning. Supports employees in achieving their position goals and developmental needs. Align and cascade individual goals with organizational performance measures.

Career & Workforce Planning

Core Competencies

Focus on Performance & Development Needs of Agency

Succession Planning

Training & Development

Prof. Prachi Murkute

Competencies are those behaviors that excellent performers exhibit much more consistently than average performers. a grouping of behaviors, that taken together, better describe and communicate performance expectations.

Prof. Prachi Murkute

Competencies are Not a psychological construct No single behavior can term Conflict Management Not knowledge the application of knowledge

Prof. Prachi Murkute

Leadership Ex: Institutional Collaboration, Vision Performance Management

Leadership & Succession Planning

Ex: Change Mgt., Team Building Ex: Customer Focus, Teamwork Ex: Written Communication

Workplace

Analytical

Workplace Performance Skills Sets Foundational Skills Sets

Personal Effectiveness Ex: Integrity, Ethics

Prof. Prachi Murkute

Agency Performance Measure

The HOW

The WHAT

Performance Expectations / Appraisal / Development Needs *How do you plan on evaluating / developing performance? -Identifying skills gap -Communicating skills gap -Developing skills gap -Measuring success

Skills / Competencies Needed

Input FTE/BUDGET

Activities & Outputs (Nuts & Bolts)

Strategies / Intermediate Outcomes

Agency Performance Measures

Wyoming Quality of Life

What critical skills are needed to accomplish identified duties and activities? What are the skills of the persons working on the project? What is the gap between critical skills needed and skills of persons on project(s)?

What are the resources need to carry out stated duties, activities and outputs? Who are the employee's and/or AWECs assigned to complete the identified duties and activities?

What duties, activities, processes and/or procedures have been identified to carry out the strategy?

What divisions are directly working on this measure? What are their strategies and initial outcomes?

What are the goals and objectives of this measure?

The 10 Commitment to residents of the State. Where and how does the performance measure fit into Wyomings Quality of Life?

rof. rachi Murkute

The process of ensuring that the right people are in the right place at the right time to accomplish the agencys mission.

Prof. Prachi Murkute

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Defining the Future Analyzing Current Workforce Close the Gap Monitor, Evaluate and Revise

Prof. Prachi Murkute

Identify where the agency wants to be in the future. Examine, analyze, and redefine the vision, mission, organizational values, objectives, and competencies. Strategic Planning Becoming A Strategic Partner

Prof. Prachi Murkute

Develop a detailed picture of where the agency is now. Conduct an outward and inward analysis to identify potential competencies in the workforce such as qualified employees at the beginning of a career path or critical positions that may need special attention during recruitment. Future Competency-Based Performance System

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Determine what gaps exist between our current and projected workforce needs. Develop and implement strategy to close the gap. These strategies include knowledge transfer, recruiting, training/ retaining, restructuring organizations, leadership development, succession planning, technology, enhancements, etc. Knowledge Transfer Concepts

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Knowledge that people carry in their heads. It is difficult to access and most people are not even aware of what they possess or how it is of value to others. It provides context for ideas, experiences, people, and places and is not easily captured.

Prof. Prachi Murkute

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Structured Data elements that are organized in a particular way for future retrieval, e.g. documents, databases, spreadsheets Unstructured Information not referenced for retrieval, e.g. emails, images, audio or video selections

Prof. Prachi Murkute

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The process of sharing knowledge between one person and another If knowledge has not been absorbed, it has not been transferred

Prof. Prachi Murkute

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Managers may have some knowledge transfer methods already in place Consider using those methods as the foundation for the knowledge transfer plan

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Aids Mentoring Programs Process Documentation Best Practice Meetings or Studies Communities of Practice Retirees on Retainer Job Shadowing Expert Systems Critical Incident Reviews
Job

Electronic

Performance Support System Storyboards Storytelling Double fills Document Repositories Job Rotation Knowledge Fairs Knowledge Maps Structured On the Job Training

Prof. Prachi Murkute

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Measure progress to access whats working and not working. Make adjustments to plan as needed and address new workforce and organizational issues.

Prof. Prachi Murkute

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