Performance Management
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.
Core Competencies
Succession Planning
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.
Competencies are Not a psychological construct No single behavior can term Conflict Management Not knowledge the application of knowledge
Ex: Change Mgt., Team Building Ex: Customer Focus, Teamwork Ex: Written Communication
Workplace
Analytical
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
Input FTE/BUDGET
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?
The 10 Commitment to residents of the State. Where and how does the performance measure fit into Wyomings Quality of Life?
The process of ensuring that the right people are in the right place at the right time to accomplish the agencys mission.
1. 2. 3. 4.
Defining the Future Analyzing Current Workforce Close the Gap Monitor, Evaluate and Revise
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
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.
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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
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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
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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
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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.
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