Management Conference
|
|
- Gerard Cain
- 8 years ago
- Views:
Transcription
1 A: How to Build Performance Management Performance Processes that Work Management Conference Ch i t h Mill Christopher Mills Core Measures
2 How To Build Performance Management Processes That Work October 17 th 2013
3 Tips for an Employee Centric Approach to PM 1. Create ownership for performance management 2. Support and develop culture change 3. Track and measure competencies 4. Take charge of appraisals 5. Link behaviour to recognition and reward Core Measures 'measuring & managing performance'
4 1. Create Ownership for Performance Management
5 Audit Process
6 Forward Looking Project Plan Design of PM Form - Link to strategy - KPIs/Targets - Values/competencies - Review - Appraisal One Page
7 2. How Your Staff Can Support & Develop Culture Change
8 Asset & Expense & Orphans
9 GDH Services Recognised as a leader in financial services Vision Mission Critical Success Factors (Strategic Initiatives) Business Plans STRATEGY SCORECARD Values/Brand culture Key Result Areas and KPIs Behavioural-Functional Performance Management
10 GDH Services Recognised as a leader in financial services Vision Mission Service CandoSpirit Teamwork Critical Success Factors (Strategic Initiatives) Business Plans STRATEGY SCORECARD Values/Brand culture Key Result Areas and KPIs Behavioural-Functional Performance Management
11
12 Vision Mission CSFs Values Objectives KRAs KPIs KPIs Targets Competencies Values/Behaviours
13 Vision Mission CSFs Values Objectives KRAs KPIs Targets Values/ Competencies Service CDS Teamwor k
14 Performance Plan KRA KPI Target Date Tracking Corporate Strategy Core Strategy realisation >90 95% Dec Strategy report Division Strategy Divisional Strategy realisation >90 95% Dec Strategy report Competencies Action KPI Link Date Tracking Service Focus on client follow up Sales Target Dec Personal 3 rd Party Can Do Spirit Log examples ofself Division KPIs Dec Personal starting behaviour 3 rd Party Teamwork Track personal involvement Team KPIs Dec Personal and value Values 3 rd Party Rating System : Outputs are equal
15 3. Competency Overload Example - An organization s appraisal 1. Conduct 2. Initiative 3. Responsibility 4. Ability to work under pressure 5. Relations with others 6. Relations with external contacts 7. Job competence 8. Quality of work 9. Productivity 10.Perception & analytical thinking 11.Decision making 12.Creativity & innovation 13.Planning & organising 14.Written Witt communication 15.Verbal communication 16.Negotiation 17.Supporting other departments 18.Leadership & Supervision 19.Effective delegation 20.Staff development 21.Commitment t to organisation s objectives 22.Committee work 23.Involvement in Special projects 24.Organisation external representation
16 What problems do you foresee? Sample competencies from an appraisal system 1. Conduct 13.Planning & organising 2. Initiative 14.Written communication 3. Responsibility 15.Verbal communication 4. Ability to work under 16.Negotiation pressure 17.Supporting other 5. Relations with others departments 6. Relations with external 18.Leadership & Supervision contacts 19.Effective delegation 7. Job competence 20.Staff development 8. Quality of work 21.Commitment to 9. Productivity organisation s objectives 10.Perception & analytical 22.Committee work thinking 23.Involvement in Special 11.Decision making projects 12.Creativity & innovation 24.Organisation external representation
17 1. Track & Measure Competencies
18 How do I track Competencies?
19 Critical Incident Technique An "incident" is best thought as "any observable human activity that is sufficiently complete in itself to permit inferences and predictions to be made about the person performing the act." In order for the incident to be considered "critical," it "must occur in a situation where the purpose or intent of the act seems fairly clear to the observer and where its consequences are sufficiently i definite i to leave little doubt concerning its effects." (Flanagan, 1954)
20 Situation/Task/ Action Result
21 Date 2 Oct Situation /Task Work in marketing for a computer parts LLC Swindon S/TAR Log Action Result Competencies displayed I
22 Date Situation /Task S/TAR Log Action Result Competencies displayed 21 Feb Met with James, one of the fund raising executives to talk about development opportunities. Brought up some ideas regarding opportunities I felt she should try out.eg Market penetration thru sponsorship success stories. Assured her that, it would increase credibility and I was confident of increased donors signing up.i created a brochure and DVD called client conversations James used the ideas and revenue has increased by 18% and the organisation s credibility enhanced. Interestingly, sponsors who were videod d have committed to increase their contributions next year by 15%. Referrals have gone up by almost 10%. I
23 Date Situation /Task S/TAR Log Action Result Competencies displayed August 10 I overheard two colleagues, Roy and Sheila having a heated discussion over use of funds for two important activities My boss was away but I felt that I should take some action to help out. I invited them for lunch to discuss the issue. This calmed things down. I facilitated the pros and cons of the issue during lunch. Roy and Sheila eventually identified how they could share the funds and the resources available. They even helped each other out on the two events and both activities were successful.
24 Date Nov 25 Situation /Task My superior was working on the budget. I had to type it out and format it S/TAR Log Action Result Competencies displayed I noticed that he had miscalculated some of the figures for a special project that was planned. I immediately informed him. Later, he told me that because of my spotting the mistake, we were not only able to save money on that project but also. have more flexibility on the choice of hardware
25 Dates for Dept S/TAR review- Core Value Tracking Fund Raising Oct Nov Dec Human Resources, Admin, IT Finance Blood Donor Recruitment Fund Raising Human Resources, Admin, IT International Service Blood Donor Recruitment t Fund Raising Volunteer Development International Service Blood Donor Recruitment RC Home Volunteer Development International Service First Aid RC Home Volunteer Development eeop et Corporate Communications First Aid RC Home RC Training Centre Corporate Communications First Aid Finance RC Training Centre Corporate Communications Human Resources, Admin, IT Finance RC Training Centre
26 Rating Values/Competencies What to consider? Core Measures 'measuring & managing performance'
27 Rating Competencies/Core Values Exceeds Expectations Performs very well in all key actions with no significant need for development in any key actions Meets Expectations Performs very well in most key actions with minor need for development in one or a few key actions Below Expectations Performs well in some key actions. Needs development tin specific areas
28 Core Values Supporting Rating Data Rating 1 st Quarter 2 nd Quarter 3 rd Quarter 4 th Quarter Above Expectations Meets Expectations $ $ $ $ Below Expectations NB Below Expectations i.e. ie Lack of consistency
29 4. Take Charge of fappraisals Core Measures 'measuring & managing performance'
30 Typical Issues Manager led Appraisals One-Sided Data Collection Fear Core Measures 'measuring & managing performance'
31 Having an Appraisal with your Boss Preparation Review your performance plan Remember key relationship skills Plan your agenda Review KRAs Review objectives, KRAs tracking objectives, sources tracking sources Go through Go each through area, highlight each area, + and highlight + and Provide examples Provide of examples STARS for ofstars each competency foreachcompetency competency Consider issues to discuss Consider issues to discuss Be prepared for min. 1 hour Switch off hand phone Core Measures 'measuring & managing performance'
32 Appraisal Steps Open the discussion Clarify roles, expectations Discuss each KPI, competency Gainagreement agreement on ratings Summarise key points Core Measures 'measuring & managing performance'
33 5. Link Behaviour to Recognition and Reward Core Measures 'measuring & managing performance'
34 Performance Plan KRA KPI Target Date Tracking Corporate Strategy Core Strategy realisation >90 95% Dec Strategy report Division Strategy Divisional Strategy realisation >90 95% Dec Strategy report Competencies Action KPI Link Date Tracking Service Focus on client follow up Sales Target Dec Personal 3 rd Party Can Do Spirit Log examples ofself Division KPIs Dec Personal starting behaviour 3 rd Party Teamwork Track personal involvement Team KPIs Dec Personal and value Values 3 rd Party Rating System : Outputs are equal
35 Cultural Development Process Present behavioural S/TARs quarterly/ and at appraisal Select high achievers Annual awards ceremony Create a brochure with names, photographs, and achievements Have pictures of outstanding employees grace the foyer for twelve months Have winners receive appropriate financial/non financial rewards Core Measures 'measuring & managing performance'
36 Tips for an Employee Centric Approach to PM 1. Create ownership for performance management 2. Support and develop culture change 3. Track and measure competencies 4. Take charge of appraisals 5. Link behaviour to recognition and reward Core Measures 'measuring & managing performance'
37 What questions do you have?
38 Improving Performance Management
39 What questions do you have
40 Core Measures Performance Management Services Facilitate Strategic Focus Audit and Assessment of Your Performance System Design theperformance Management System Conduct Performance Management Training Performance Management Administrator Training Instructor Certification Performance Management Policy Manual Performance Management Communicate a new Performance Strategy
41 Core Measures Talent Management Services Organisational Change Strategic Focus Culture Change Employee Engagement Managing Talent Hi Potential Assessment Leadership Profiling Career Development Employee Profiling Competency Framework Selecting Employees Psychometric Testing Driving Performance Performance Management Performance Coaching Performance Appraisal
42 Contact Core Measures to arrange FREE no obligation l i consultation for help with HR system design, training and presentations Tel: York cmills@coremeasures.org
CONGRATULATIONS On-Boarding
CONGRATULATIONS On-Boarding New Hire 90-Day Success Plan On-boarding Goals: Thank those who were valuable to your job search Announce your new position Form a partnership with your new boss Build your
More informationService Improvement Plan. DRAFT v.0.1. Harrow IT Services
Harrow IT Services Service Improvement Plan DRAFT v.0.1 Harrow IT Services October 20 Contents 1. Introduction... Error! Bookmark not defined. 2. The Vision for HITS... Error! Bookmark not defined. 3.
More informationPalmaris Services Ltd. Corporate Social Responsibility Statement
Palmaris Services Ltd Corporate Social Responsibility Statement Introduction We recognise that we must integrate our business values and operations to meet the expectations of our stakeholders. They include
More informationKenya Revenue Authority (KRA)
Kenya Revenue Authority (KRA) Chief Manager - HR Development and Performance Management Job details Reference Number: KRA/HR02/14 Job Title: Chief Manager - HR Development and Performance Management Supervisor:
More informationBuild a Better Met: MPS Staff Survey 2014
Build a Better Met: MPS Staff Survey 2014 Introduction The staff survey Build a Better Met was launched in March 2014. The survey, which captures views from all MPS roles, had previously been updated to
More informationHow To Manage A Hospital
Title: Department: Reporting to: Time commitment: Employment type: Employment conditions: Finance Manager Finance Chief Financial Officer Full-time Fixed term MUH & Employee - National Employment Standards
More informationLEVEL & SALARY Level 9 up to 39402 (Inclusive of 2% pay award effective 1 st April 2014)
JOB DESCRIPTION: Human Resources Manager LEVEL & SALARY Level 9 up to 39402 (Inclusive of 2% pay award effective 1 st April 2014) RESPONSIBLE TO: Director of Human Resources and Organisational Development
More informationTHE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT
THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT Analysis of Performance Management System Using Key Result Areas: A Comparative Study of New and Traditional Performance Management of a Power Sector
More informationJob description HR Advisor
Job description HR Advisor Main purpose of job To work closely with colleagues in the HR Business Partner team along with the wider PDO directorate to ensure delivery of a first class, professional and
More informationCommunity & Events Fundraising Manager. 35 (out of hours work is likely to be required)
JOB DESCRIPTION Job Title: Reporting to: Location: Travelling Requirements: Transportation Requirements: Contracted Hours: Referencing Requirements: Registration Requirements: Community & Events Fundraising
More informationRiver Clyde Homes: Officer Service Desk Analyst
Job Role: Officer Service Desk Analyst Directorate: Business Support Role reports to: ICT Manager Roles Reporting to this role: N/A Total number of team members within team: 5 Grade: River Clyde Homes
More informationEngage. Growing Your Business. Business Advice Workshops Consultancy Services Coaching Programmes. Business, Leadership and Management Specialists
Engage Workshops, seminars, training courses & qualifications October 2015 to March 2016 Starting a New Business Enterprise Clubs Start Up Training Networking Events New Enterprise Allowance Growing Your
More informationJanuary 2016. Communications Manager: Information for Candidates
January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The
More informationLSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines
LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines Contents Introduction 2 A guide to the KSB framework 3 LSE Leadership and Management: 3 Behaviours LSE Leadership and Management:
More informationJOB AND PERSON SPECIFICATION Position Title: Education Manager Reports Directly to: General Manager Commercial. Non-EBA Senior Manager
JOB AND PERSON SPECIFICATION Position Title: Education Manager Reports Directly to: General Manager Commercial Responsible for: Member of: Grade: Team Leader Education Leadership Team Non-EBA Senior Manager
More informationJOB AND PERSON SPECIFICATION. It has an annual budget of approximately 50 million and currently a staff of approximately 300.
JOB AND PERSON SPECIFICATION Job Title: Division Grade: HR Adviser - HR Operations Section G Reports To: Head of HR Operations General Information The Commonwealth Secretariat is the principal intergovernmental
More informationROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources
ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of Job
More informationRegistered Nurse Southlands Person Specification and Competencies
Competency Profile GROUP COMPETENCY CORE LEVEL OF COMPETENCY A B C D RESULT 1. Customer Focus CUSTOMER ORIENTATION 2. Taking Responsibility 3. Interpersonal Sensitivity 4. Teamwork ALL JOBS 5. Motivation
More informationSTRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY
STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic
More informationPerformance Management in the Civil Service
Republic of Mauritius Performance Management in the Civil Service Understanding Performance Appraisal Forms and Performance Improvement Plans Performance Factors Excellent Good Poor Quality of Work Quantity
More informationResults Based Performance Management System (RPMS) for DepEd. Lead, Engage, Align & Do! (LEAD)
Results Based Performance Management System (RPMS) for DepEd Lead, Engage, Align & Do! (LEAD) DepEd s Framework Based on DBM s OPIF Inclusive Growth and Poverty Reduction Alignment of Dr. Morato s framework
More informationEMPLOYEE INFORMATION
EMPLOYEE INFORMATION Date Last Name MI First Name Position/Title Current Pay Grade Department/Division or Section Original Hire Date Performance Review Period Date Appointed to Current Position From: Supervisor
More informationPERFORMANCE MANAGEMENT POLICY
PERFORMANCE MANAGEMENT POLICY Updated July 2010 2007 1 CONTENTS Page 1 Purpose 3 2 Scope of the policy 3 Policy Framework 4 Roles and Responsibilities 5 Introduction to performance management in HelpAge
More informationSpecial Vacancy Notice open to Internal and External candidates
Special Vacancy Notice open to Internal and External candidates I. POSITION INFORMATION SVN No: SVN/IOMSO/085/2013 Position title Database & IT Officer Position grade Ungraded equivalent to G6/01 (Somalia
More informationDESCRIBING OUR COMPETENCIES. new thinking at work
DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE
More informationUNIVERSITY OF BRIGHTON HUMAN RESOURCE
UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for
More informationJob Description. The applicant will require the ability to learn key processes and gain an understanding of IT systems and how to support them.
Job Description Job Title Service Desk Function IT Services IT Service Desk Reporting to IT Service Desk Manager Direct Reports None Working Hours Standard 35 hours per week Normally working Mon Fri, this
More informationPOSITION DESCRIPTION
POSITION DESCRIPTION Position Title Business Unit : Relationship Manager : Corporate Client Services Reports to (Position) : General Manager Corporate Client Services Physical Location : Auckland Date
More information55 Success Strategies to Help You Improve Your Profits and Enjoy Your Business
55 Success Strategies to Help You Improve Your Profits and Enjoy Your Business These strategies are a recipe for success. They have been compiled from workshops with thousands of franchisees. We simply
More informationJob Description. Financial Planning & Analysis Accountant
Job Description Financial Planning & Analysis Accountant Role Title Financial Planning & Analysis Accountant Reporting to Head of Financial Planning Role Purpose The purpose of this role is to provide
More information11 WAYS TO MARKET AN ACCOUNTING BUSINESS
11 WAYS TO MARKET AN ACCOUNTING BUSINESS Many Accountants acknowledge they are poor at marketing and sales. Some even consider marketing and sales to be dirty words; tasks that are not the domain of the
More informationShared Approach INVESTORS IN PEOPLE ASSESSMENT REPORT COMMERCIAL IN CONFIDENCE. INVESTORS IN PEOPLE SPECIALIST: Helen Gisbourne
INVESTORS IN PEOPLE ASSESSMENT REPORT COMMERCIAL IN CONFIDENCE Shared Approach INVESTORS IN PEOPLE SPECIALIST: Helen Gisbourne DATE: 30 th October 2012 Investors in People North of England is delivered
More informationBoard of Directors Meeting in Public: 15 May 2014
Item No: 15 Board of Directors Meeting in Public: 15 May 2014 Report Title: Talent Management Executive/NED Lead: Director of HR and OD Report author(s) Sarah Shirtcliff and Rachel Jackson Approval Discussion
More informationHow To Host An Incompany Project For An Msc Student At Cranfield
The Cranfield Project an opportunity for your business Applying learning to real business issues At Cranfield School of Management we believe that Logistics and Supply Chain excellence is both a desirable
More informationRoyal Insurance Corporation of Bhutan Performance Management System (PMS) User Manual
Royal Insurance Corporation of Bhutan Performance Management System (PMS) User Manual RICB Ltd. PMS User Manual 1 P a g e RICB Ltd. PMS User Manual 2 P a g e A Scorecard based Performance Management System
More informationApplies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet
Applies from 1 April 2007 Revised April 2008 Core Competence Framework Guidance booklet - Core Competence Framework - Core Competence Framework Core Competence Framework Foreword Introduction to competences
More informationUN career workshop 20.11.2014, CIMO
UN career workshop 20.11.2014, CIMO Agenda Competencies Recruitment process Motivation letter P11 Competency based CV Technical Tests Competency based interview Q&A What are Competencies? It is my hope
More informationNHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK
09/26 NHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK EXECUTIVE SUMMARY From April 2009 an NHS wide common approach to complaint handling comes in to effect. This provides
More informationInterview Questions. version no.: 2.0 date: 13 March 2014
Interview Questions version no.: 2.0 date: 13 March 2014 Contents # Item 1 Introduction 2 Behavioural interviewing (STAR) 3 Questions used as a light touch and to open up discussion 4 You and the job:
More informationECH Inc POSITION DESCRIPTION. 3. Classification: As per contract negotiated with the incumbent
ECH Inc POSITION DESCRIPTION 1. Position title: Manager Retirement Living 2. Accountable to: Manager Independent Retirement Living 3. Classification: As per contract negotiated with the incumbent 4. Position
More informationCommunity Development Officer
POSITION DESCRIPTION Position Title Community Development Officer Award Local Government Industry Award 2010 Band 6/8 Progression to Band 8 will require the employee to be able to demonstrate a high level
More informationSales Management Competencies
Sales Management Competencies John Sergeant Associates, Tel: (02) 9972 9900, Fax: (02) 9972 9800, Email: john@jsasolutions.com Website: www.jsasolutions.com.au js@ John Sergeant Associates Contents Page
More informationNORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee
NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff
More informationPOSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS
POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS Attachment 1 Position Title: Programs & Client Relations Manager Responsible to: Chief Executive Officer Responsibility: Programs Management and Client
More informationFacilities and Services Change Management Process: Stage 1. Process, Emerging Themes (SWOT) & Future Activity
Facilities and Services Change Management Process: Stage 1 Process, Emerging Themes (SWOT) & Future Activity Facilities and Services - Change Management 18/11 2 Agenda Process: Stage 1 Consultation Methods
More informationCascading KPIs using the 9 Steps to Success
Cascading KPIs using the 9 Steps to Success BSA uses the proven, disciplined framework, Nine Steps to Success, to systematically develop, implement, and sustain a strategic scorecard systems (see Figure
More informationAttribute 1: COMMUNICATION
The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level
More informationInterpersonal Skills. Leadership, Change Management and Team Building
Interpersonal Skills Leadership, Change Management and Team Building Capital s Learning and Development team design and deliver tailored skills and competency based programmes to meet your wide range of
More informationBig data, big opportunities. Your digital guide to people analytics. www.thomasinternational.net
Big data, big opportunities Your digital guide to people analytics www.thomasinternational.net Although big data has become one of the most used buzzwords in the business world today, it is still a new
More informationHow To: Implement Change Successfully
How To: Implement Change Successfully INTRODUCTION The most important part of the audit cycle is making change Baker et al (1999) The aim of this How To guide is to provide advice on how to implement change
More informationChapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES
Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES What is employee satisfaction? Employee satisfaction is the individual employee s general attitude towards the job. It is also an employee
More informationPerformance Management and Service Improvement Framework
Performance Management and Service Improvement Framework Author Marcus Evans, Operational Director - Performance and Customer Insight Date: September 2014 Contents Page 1. Introduction 3 2. Strategic ning
More information2011 staff survey. Plans and changes to the staff survey for 2011 June 2011
2011 staff survey Plans and changes to the staff survey for 2011 June 2011 ICO Vision By 2012 we will be recognised by our stakeholders as the authoritative arbiter of information rights, delivering high-quality,
More informationContents. Before you begin. How to work through this learner guide Assessment. Introduction: Developing and managing performance management processes
Contents Contents Before you begin How to work through this learner guide Assessment Introduction: Developing and managing performance management processes v v vi 1 Chapter 1: Developing integrated performance
More informationCorporate Services Directorate Number of staff responsible for 7 Budget responsibility ( )
Role Profile template Job Title Service Desk Manager Barnet Band and scale range BBB 47-50 Reports to Head of IS Service area Corporate Services Directorate Number of staff responsible for 7 Budget responsibility
More informationAccountancy. Skills Needed at this Level. Be willing to work towards. Accounts Clerk 16,000. Trainee Accountant. Be willing to work towards 21,500
Accountancy 3 x A Levels AAT Association Accounting Technicians CAT Certified Accounting Technician (min 2:1) CIMA Management s ICAEW s in England and Wales ACCA Association of Certified s Accounts Clerk
More information1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION
1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION (i) CHIEF MANAGER - COMPENSATION AND BENEFITS, AND HR ADMINISTRATION (Grade KRA 7 ) JOB DESCRIPTION FORM Date: Kenya Revenue Authority
More informationChartered Institute of Credit Management
Chartered Institute of Credit Management CICMQ 6 Criteria Hints and Tips Originally published in the CICM s Monthly Briefings 2014 The Quality Accreditation from the Chartered Institute of Credit Management
More informationMacquarie WA Forum Conference. 15 October 2015
Macquarie WA Forum Conference 15 October 2015 Important notice and disclaimer The information contained in this presentation is for information purposes only and does not constitute an offer to issue,
More informationSTRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES
STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES BERLIN, 21 MAY 2015 Julia Howes Mercer Workforce Analytics & Planning A WORKFORCE TSUNAMI IS APPROACHING COPYRIGHT MERCER 2015 STRATEGIC
More informationCommunity Sector Workforce Capability Framework Tool Kit
Community Sector Workforce Capability Framework Tool Kit Published by the Office for the Community Sector Department of Planning and Community Development 1 Spring Street Melbourne Victoria 3000 Telephone
More informationVacancy Announcement (SVNMM066)
Vacancy Announcement (SVNMM066) The International Organization for Migration (IOM) office in Yangon, a Geneva based international organization with over 150 offices world wide, is seeking qualified professionals
More informationEmerging Leaders Programme 2011 Personal Leadership Development Plan and Portfolio
Emerging Leaders Programme 2011 Personal Leadership Development Plan and Portfolio Emerging Leaders Programme 2011 Personal Leadership Development Plan and Portfolio Name 2 Personal Leadership Development
More informationCompetency Based Recruitment and Selection
Competency Based Recruitment and Selection A Handbook for Managers 2010 March 2010 v2 1 March 2010 v2 2 Table of Contents Introduction...4 1. What are competencies?...4 2. Why use competencies for recruitment
More informationWEEK SIX Performance Management
WEEK SIX Performance Management Performance Management: objective-setting and systematic performance review Monitoring Performance: control/monitoring systems, absence control and the design of disciplinary
More informationThe psychological contract
http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm?wa_src=email&wa_pub=cipd&wa_crt=feature3_main_none&wa_cm p=cipdupdate_160610 The psychological contract Employee relations Revised May 2010
More informationPurpose of this Assessor Guide 3 Units in this Assessor Guide 3 Instructions to Assessor 3 Safety 3 Australian Qualifications Framework 4
BSB07: Business Services Training Package Table of Contents Purpose of this 3 Units in this 3 Instructions to Assessor 3 Safety 3 Australian Qualifications Framework 4 Employability Skills 5 Mapping of
More informationInternship Position Descriptions
Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it's the only thing that ever has. ~Margaret Mead Teach For Malaysia is an independent, non-profit organisation
More informationProfessionalisation of management and leadership
Sheila Gupta Professionalisation of management and leadership Sheila Gupta, Director of Human Resources, Edinburgh University This article shows the importance of appropriate governance and management
More informationDEVELOPING AN EFFECTIVE PERFORMANCE MANAGEMENT SYSTEM. Ross Fraser HouseMark
DEVELOPING AN EFFECTIVE PERFORMANCE MANAGEMENT SYSTEM Ross Fraser HouseMark Raising the Bar on Performance and Sector Revitalization July 5 and 6, 2007 Contents Page 1. Introduction 2 2. What should a
More informationTalent Management & Succession Planning Masterclass
Talent Management & Succession Planning Masterclass The Capital 20 West Hotel, Johannesburg, South Africa 24 27 March 2015 WHAT YOU WILL ACHIEVE: Increase your working knowledge and your ability to manage
More informationINTERVIEW QUESTIONS GUIDE
INTERVIEW QUESTIONS GUIDE Prepared by MBA Career Services USC Marshall School of Business March 2016 1 Table of Contents GENERAL QUESTIONS3 TOP TEN MOST ASKED QUESTIONS... 3 CAREER DIRECTION... 3 CORPORATE
More informationTalent Management and OD Specialist
Position Employee category level Department Reporting to Line reports Purpose of the role Key Responsibilities Talent Management and OD Specialist Professionally qualified HR professional and experienced
More informationPOSITION DESCRIPTION. Date Amended: 6 March 2015
POSITION DESCRIPTION Date Amended: 6 March 2015 POSITION: Engineer (Graduate) Technical Services POSITION NUMBER: 155 DEPARTMENT: Infrastructure Services UNIT: Technical & Civic Services SALARY: AI1 AN3:
More informationDFID CORE COMPETENCY FRAMEWORK
DFID CORE COMPETENCY FRAMEWORK DFID s Core Competency Framework presents competencies in three clusters as shown below. The red cluster groups the work-related competencies, the green has peoplerelated
More informationThe ICMCI CMC Competence Framework - Overview
This CMC Competence Framework specifies the cluster of related abilities, commitments, knowledge, and skills that a management consultant should demonstrate in practice in order to successfully complete
More informationThe HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions
The HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions Fierce competition for funding and the need to differentiate from other institutions
More informationKey Steps to a Management Skills Audit
Key Steps to a Management Skills Audit COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for your own personal use or the internal use of your employer.
More informationINVESTORS IN PEOPLE ASSESSMENT REPORT FOR LIFESKILLS SOLUTIONS LTD
INVESTORS IN PEOPLE ASSESSMENT REPORT FOR LIFESKILLS SOLUTIONS LTD Page: 1 of 16 Page Description 3 3 Key Information Conclusion 5 5 Introduction to Lifeskills Solutions Ltd Executive summary 6 Strengths
More informationResults Based Performance Management System (RPMS) FREQUENTLY ASKED QUESTIONS (FAQs)
Results Based Performance Management System (RPMS) FREQUENTLY ASKED QUESTIONS (FAQs) 1. What is the Performance Management System? It is an organization-wide process to ensure that employees focus work
More informationGUIDE PASSION FOR PEOPLE. www.investingintalent.co.uk ENTRY
ENTRY GUIDE Early Bird entry deadline: 22 April Final entry deadline: 1 June THE RECRUITMENT AWARDS THAT PUT TALENT FIRST It s great when a hardworking, dedicated team is recognised by an external organisation.
More informationVacancy Announcement (VNMM086)
Vacancy Announcement (VNMM086) The International Organization for Migration (IOM) office in Yangon, a Geneva based international organization with over 150 offices world wide, is seeking qualified professionals
More informationDeputy Director of HR and Workforce Development
Job description Job title: HR Business Partner Salary: 31,720.49-38,920.00 Grade: F Hours per week: 35 Location: Accountable to: Accountable for: Bromsgrove Deputy Director of HR and Workforce Development
More informationLearning to Delegate
Learning to Delegate Overview Tips for managers on how to delegate Why is delegation necessary? Why do many managers have a hard time delegating? What to delegate What not to delegate How to delegate Give
More informationJOB DESCRIPTION POSITION DETAILS REPORTING RELATIONSHIPS SUPERVISOR 1 FUNCTIONS OF THE POSITION
JOB DESCRIPTION Australian Export Grains Innovation Centre POSITION DETAILS Classification: Award agreement: Individual Agreement Common Law Physical location: REPORTING RELATIONSHIPS Number of positions
More information2015 UCISA Award for Excellence Entry
Institution Name: University of Leeds Originating Department: IT Contact Name (and email address): John Grannan j.k.grannan@leeds.ac.uk, Sally Bogg, s.l.bogg@leeds.ac.uk Project Title: IT Help Desk Continual
More informationMaking the Transition to Management
Making the Transition to Management Overview Advice on making the move to a management or supervisory position. Mistakes new managers often make The pressures and challenges new managers face Tips for
More informationCatherine Booth College: School for Learning & Development. The Salvation Army Capability Framework: Generic Matrix
Catherine Booth College: School for Learning & Development The Salvation Army Capability Framework: Generic Matrix V3.0 Sep 2014 Contents ATTRIBUTES... 5 SERVICE USER PERSPECTIVE... 6 TEAM PERSPECTIVE...
More informationDEPARTMENT OF THE PREMIER AND CABINET
DEPARTMENT OF THE PREMIER AND CABINET POSITION DESCRIPTION: TEAM LEADER, ICT SERVICE DESK (ASO5) ORGANISATIONAL CONTEXT Organisational Role As a leader in the public sector, we have a clear role to support
More informationAssessment Report. Investors in People assessment report for HealthWORKS. Commercial in Confidence
Assessment Report Investors in People assessment report for HealthWORKS Undertaken by Helen Gisbourne On behalf of Investors in People North of England Project Number: 14/0460 Date: 22 October 2014 Commercial
More informationManaging and Compensating Staffing Sales Reps
Managing and Compensating Staffing Sales Reps PRESENTED BY Tom Koznik President, Visus Group Presentation Outline I. How To HIRE Sales Reps II. How to MANAGE Sales Reps III. How To COMPENSATE Sale Reps
More informationIntroductory Level Management Training Programme
Introductory Level Management Training 2016 Foreword January 2016 Managers and supervisors across the career development sector, be this in the context of career education, career guidance/development,
More informationManaging Performance An Introduction/Refresher. March 15, 2000
Managing Performance An Introduction/Refresher March 15, 2000 Agenda The process is a resource to help measure and improve performance. The Performance Management Process & Form Performance Planning Integrating
More informationLEGAL MANAGER - JOB DESCRIPTION
Job details LEGAL MANAGER - JOB DESCRIPTION Reference number: ESD/LM2011 Job title: Legal Manager Division: Legal Reports to: Company Secretary Location: Nairobi Job summary The job holder is responsible
More informationTod To ay a s Ag enda
1 Today s Agenda o Engagement workgroup recommendations o Training for people managers on performance management o Improve the performance management process o Staff recognition o What can managers and
More informationJOB DESCRIPTION. I.C.T Application Systems & Workflow Manager
JOB DESCRIPTION POST: LOCATION: Service Level Manager Belfast City Hospital GRADE: Band 6 REPORTS TO: RESPONSIBLE TO: I.C.T Application Systems & Workflow Manager I.C.T Service Delivery Manager JOB SUMMARY/MAIN
More informationCANCER CONCIL WESTERN AUSTRALIA RESEARCH FELLOWSHIP GUIDE TO APPLICANTS/CONDITIONS OF AWARD for projects commencing in 2016
CANCER CONCIL WESTERN AUSTRALIA RESEARCH FELLOWSHIP GUIDE TO APPLICANTS/CONDITIONS OF AWARD for projects commencing in 2016 Closing Date for full applications: Monday 15 June 2015 Introduction and purpose
More informationHow to build effective change management capabilities
How to build effective change management capabilities A successful change management maturity model www.changefirst.com Making change your business Boost project value by building your own organisation
More informationSTRATEGIC LEADERSHIP Guiding and Leading the Change Process
STRATEGIC LEADERSHIP Guiding and Leading the Change Process ATTEND THIS SEMINAR Are you having to manage the issues that come with growth, cutbacks, restructuring, o r s i g n i fi c a n t s h i f t s
More information: SDI SD0-302 : SDI - SERVICE DESK MANAGER QUALIFICATION. Version : R6.1
Exam : SDI SD0-302 Title : SDI - SERVICE DESK MANAGER QUALIFICATION Version : R6.1 Prepking - King of Computer Certification Important Information, Please Read Carefully Other Prepking products A) Offline
More information