The Performance Management process can be broadly defined to include all those functions that support the communication of performance expectations to employees, setting individual performance plans consistent with these expectations, ongoing feedback and management of performance to support employees in meeting their performance goals and expectations, and end of cycle reviews to evaluate how well employees have performed over the year and to plan for the next performance cycle.
While the performance management process must support the business goals of the organization (i.e. translation of what the organization must accomplish into what each employee must accomplish), organizations typically use competencies to define how the organization expects employees to behave in the performance of their job duties (e.g. through teamwork; with integrity; oriented toward achieving results; with a focus on the client; etc.). Thus, organizations often include competencies in the planning, review and evaluation cycle to complement and enhance the feedback provided to employees on their personal performance.
Competency profiles must support reliable, valid, fair and unbiased recruitment and selection decisions. They provide the standards for assessing whether candidates have the potential or capabilities to perform successfully in the target role or career stream. As such, therefore, the competency profiles must reflect the true (bona fide) requirements for entry into job roles / positions in the organization and they must not unfairly discriminate against groups protected under Canadian Human Rights and Employment Equity legislation. They must be sufficiently comprehensive to support the development or selection of reliable, valid, fair and unbiased screening and selection tools and processes.
This post is based on content from 'Framework for Competency-based Management' by Human Resource Systems Group, Ltd
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