1. What does good look like? October 2013

2. Where’s the greatest challenge? OBSERVABLE performance and behaviour indicators  Unacceptable, acceptable, exceptional  Risk when using competencies – managers don’t make sense of them  Competency descriptions never fully relate to actual work/job tasks and so hard to use for improvement

3. Subjectivity Norm based assessment Criteria based assessment

4. What does good like? Actual performance and behaviour Competences Versus

5. What does good like?

8. Example Train the trainer observation sheet

9. Competency frameworks Usually three or four levels relating to:

11. Putting competences into context

12. Moving to performance indicators What standard of performance/behaviour would you expect in an organisation where these competencies are being applied? Is there a way to specify the range of results from the population? The answer is yes but with a tentative statement (e.g. with 95% confidence, the population average will be between … and …)

13. How it works What a normal distribution looks like?

14. Example Consider a report on the performance of a department of 100 people, and assuming four categories, what percentages might each category represent? Now on that basis, consider descriptors of indicators for performance for each level

15. Population distributions before and after training

16. Activity: Project Manager

17. Thanks