Competency Models and Performance Management — Getting It Right

Many traditional approaches to performance management and annual appraisals are outdated and irrelevant in a contemporary setting. These processes were designed for an industrial age when change was slow, competition was negligible, and the economic and operational context was largely domestic.

Now, human resource practitioners are challenged to develop strategies and tactics that attract, retain and motivate employees in a world where change is constant, competition is global and highly-educated and employees make decisions about how much discretionary effort they are prepared to contribute.

In this article, Bill Bradford presents a competency-based performance management model and discusses its implementation as a strategic initiative.

Language: English

Author

Bill Bradford

Bill Bradford is an experienced consultant who works in the areas of capacity building, strategic planning, operational effectiveness and human resources. He is a Senior Consultant at PMC, a company that provides a full range of advisory and business training services to help in creating a competency-based performance management model at organizations.