Management Conference

Size: px
Start display at page:

Download "Management Conference"

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

CONGRATULATIONS On-Boarding

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 information

Kenya Revenue Authority (KRA)

Kenya 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 information

Position Description. Title: Department: Reporting to: Time commitment: Employment type: Employment conditions: Last reviewed: About the role:

Position Description. Title: Department: Reporting to: Time commitment: Employment type: Employment conditions: Last reviewed: About the role: 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 information

JOB 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. 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 information

Build a Better Met: MPS Staff Survey 2014

Build 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 information

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources

ROLE 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 information

Service Improvement Plan. DRAFT v.0.1. Harrow IT Services

Service 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 information

Community & Events Fundraising Manager. 35 (out of hours work is likely to be required)

Community & 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 information

Performance Management in the Civil Service

Performance 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 information

River Clyde Homes: Officer Service Desk Analyst

River 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 information

JOB AND PERSON SPECIFICATION. It has an annual budget of approximately 50 million and currently a staff of approximately 300.

JOB 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 information

LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines

LSE 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 information

POSITION DESCRIPTION

POSITION 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 information

January 2016. Communications Manager: Information for Candidates

January 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 information

Engage. Growing Your Business. Business Advice Workshops Consultancy Services Coaching Programmes. Business, Leadership and Management Specialists

Engage. 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 information

DESCRIBING OUR COMPETENCIES. new thinking at work

DESCRIBING 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 information

Palmaris Services Ltd. Corporate Social Responsibility Statement

Palmaris 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 information

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

STRATEGIC 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 information

Registered Nurse Southlands Person Specification and Competencies

Registered 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 information

ECH Inc POSITION DESCRIPTION. 3. Classification: As per contract negotiated with the incumbent

ECH 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 information

LEVEL & SALARY Level 9 up to 39402 (Inclusive of 2% pay award effective 1 st April 2014)

LEVEL & 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 information

THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT

THE 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 information

PERFORMANCE MANAGEMENT POLICY

PERFORMANCE 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 information

Job description HR Advisor

Job 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 information

55 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 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 information

Special Vacancy Notice open to Internal and External candidates

Special 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 information

Results 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) 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 information

Applies 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 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 information

UNIVERSITY OF BRIGHTON HUMAN RESOURCE

UNIVERSITY 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 information

POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS

POSITION 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 information

UN career workshop 20.11.2014, CIMO

UN 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 information

Job Description. Financial Planning & Analysis Accountant

Job 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 information

Macquarie WA Forum Conference. 15 October 2015

Macquarie 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 information

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION

1. 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 information

Accountancy. Skills Needed at this Level. Be willing to work towards. Accounts Clerk 16,000. Trainee Accountant. Be willing to work towards 21,500

Accountancy. 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 information

NHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK

NHS 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 information

Board of Directors Meeting in Public: 15 May 2014

Board 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 information

Big 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 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 information

Shared Approach INVESTORS IN PEOPLE ASSESSMENT REPORT COMMERCIAL IN CONFIDENCE. INVESTORS IN PEOPLE SPECIALIST: Helen Gisbourne

Shared 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 information

Royal Insurance Corporation of Bhutan Performance Management System (PMS) User Manual

Royal 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 information

Qualities of Leadership Excellence at Sodexo. Competencies of a District Manager

Qualities of Leadership Excellence at Sodexo. Competencies of a District Manager Qualities of Leadership Excellence at Sodexo Competencies of a District Manager Helping You Reach Your Full Potential! This brochure is for you, the Sodexo district manager. It will help you to understand:

More information

NORTH 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 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 information

Interview Questions. version no.: 2.0 date: 13 March 2014

Interview 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 information

Contents. Before you begin. How to work through this learner guide Assessment. Introduction: Developing and managing performance management processes

Contents. 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 information

Community Development Officer

Community 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 information

Sales Management Competencies

Sales 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 information

Talent Management and OD Specialist

Talent 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 information

EMPLOYEE INFORMATION

EMPLOYEE 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 information

MSc in Logistics & Supply Chain Management

MSc in Logistics & Supply Chain Management 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 information

Emerging 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 Emerging Leaders Programme 2011 Personal Leadership Development Plan and Portfolio Name 2 Personal Leadership Development

More information

Qualities of Leadership Excellence at Sodexo. Competencies of a Sales Executive or Sales Vice President

Qualities of Leadership Excellence at Sodexo. Competencies of a Sales Executive or Sales Vice President Qualities of Leadership Excellence at Sodexo Competencies of a Sales Executive or Sales Vice President Helping You Reach Your Full Potential! This brochure is for you, the Sodexo sales executive or sales

More information

Facilities 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 Process: Stage 1 Process, Emerging Themes (SWOT) & Future Activity Facilities and Services - Change Management 18/11 2 Agenda Process: Stage 1 Consultation Methods

More information

Competency Based Recruitment and Selection

Competency 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 information

INTERVIEW QUESTIONS GUIDE

INTERVIEW 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 information

Interpersonal Skills. Leadership, Change Management and Team Building

Interpersonal 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 information

Attribute 1: COMMUNICATION

Attribute 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 information

Corporate Services Directorate Number of staff responsible for 7 Budget responsibility ( )

Corporate 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 information

Job 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. 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 information

Fundamentals of Cultural Transformation

Fundamentals of Cultural Transformation Fundamentals of Cultural Transformation Implementing whole system change By Richard Barrett Abstract This paper explores the concept of whole system change. It identifies the four principles necessary

More information

It s more fun than fundraising and participating alone. Getting fit and fundraising are easier as a Team

It s more fun than fundraising and participating alone. Getting fit and fundraising are easier as a Team 1 Welcome to TeamMS TeamMS is the best team you ll ever be on! Here s why... TeamMS Provides inspiration and competition for other participants Team energy is contagious It s more fun than fundraising

More information

POSITION DESCRIPTION. Date Amended: 6 March 2015

POSITION 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 information

STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES

STRATEGIC 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 information

DIGITAL FUTURES PROGRAMME

DIGITAL FUTURES PROGRAMME DIGITAL FUTURES PROGRAMME CITY HALL - BELFAST 14 OCTOBER 2015 Technology for Innovation and Growth 2014 Partners: T: 028 97 512114 - engage@digitaldna.org.uk - www.digitaldna.org.uk Investing in our youth

More information

11 WAYS TO MARKET AN ACCOUNTING BUSINESS

11 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 information

Vacancy Announcement (SVNMM066)

Vacancy 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 information

SD0-302 Service Desk Manager Qualification

SD0-302 Service Desk Manager Qualification SD0-302 Service Desk Manager Qualification Version 4.5 Topic 1, Volume A QUESTION NO: 1 What is the key outcome of keeping commitments to users, team members and organizations? A. It boosts credibility,

More information

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager Page 1 of 6 ROLE PROFILE & PERSON SPECIFICATION Organisational Development Manager 1. RESPONSIBLE TO: Associate Director of Learning & Organisational Development 2. RESPONSIBLE FOR : The Workforce Development

More information

A9. What is the total number of employees worldwide including Denmark by headcount?

A9. What is the total number of employees worldwide including Denmark by headcount? SURVEY OF EMPLOYMENT PRACTICES OF MULTINATIONAL COMPANIES OPERATING IN DENMARK Home-based English version Please select a language: SECTION A: INTRODUCTION English... 1 Danish... 2 First page: EMPLOYMENT

More information

SCHOOL SPORT ORGANISING COMMITTEE TRAINING. Handout 2.

SCHOOL SPORT ORGANISING COMMITTEE TRAINING. Handout 2. SCHOOL SPORT ORGANISING COMMITTEE TRAINING Handout 2. Head of Committee Represent the Committee in school meetings. Liaise with school or college staff. Lead meetings and ensuring all members have an opportunity

More information

Community Sector Workforce Capability Framework Tool Kit

Community 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 information

Key Steps to a Management Skills Audit

Key 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 information

The 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 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 information

Internship Position Descriptions

Internship 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 information

Operations & Business Development Director

Operations & Business Development Director POSITION DESCRIPTION Position: Reports to: EFT: Role Purpose: Internal Relationships: External Relationships: Remuneration: Location Base: Operations & Business Development Director CEO Initial twelve

More information

Professionalisation of management and leadership

Professionalisation 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 information

Cascading KPIs using the 9 Steps to Success

Cascading 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 information

Talent Management & Succession Planning Masterclass

Talent 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 information

INTERVIEW QUESTIONS: ADVICE AND GUIDANCE

INTERVIEW QUESTIONS: ADVICE AND GUIDANCE INTERVIEW QUESTIONS: ADVICE AND GUIDANCE Although interviews can vary tremendously, from an informal chat to a panel interview, some questions always seem to crop up. It would be a good idea to review

More information

Purpose of this Assessor Guide 3 Units in this Assessor Guide 3 Instructions to Assessor 3 Safety 3 Australian Qualifications Framework 4

Purpose 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 information

DFID CORE COMPETENCY FRAMEWORK

DFID 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 information

Helvetia Group. Human resources policy

Helvetia Group. Human resources policy Helvetia Group Human resources policy Dear colleagues Our human resources policy is based on our mission statement To excel in growth, profitability and customer loyalty and is lived and implemented throughout

More information

Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES

Chapter 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 information

Performance Management and Service Improvement Framework

Performance 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 information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

world class operational risk management

world class operational risk management world class operational risk management To be a world class organisation requires world class operational risk management. This document sets out how and why we manage operational risk at Rexam. world

More information

Work Experience Portfolio

Work Experience Portfolio The Careers Service. Work Experience Portfolio Compilation Guidelines 1. What is a Work Experience Portfolio? Quite simply, a Work Experience Portfolio is a short collection of documents that brought together,

More information

DEPARTMENT OF THE PREMIER AND CABINET

DEPARTMENT 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 information

How To: Implement Change Successfully

How 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 information

Introductory Level Management Training Programme

Introductory 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 information

Fáilte Ireland Sales Academy. The Fáilte Ireland International Sales Management Programme The Fáilte Ireland Sales Excellence Programme

Fáilte Ireland Sales Academy. The Fáilte Ireland International Sales Management Programme The Fáilte Ireland Sales Excellence Programme Fáilte Ireland Sales Academy The Fáilte Ireland International Sales Management Programme The Fáilte Ireland Sales Excellence Programme PROGRAMME OVERVIEW The very best tourism professionals are strategically

More information

2011 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 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 information

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.

More information

LEGAL MANAGER - JOB DESCRIPTION

LEGAL 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 information

How to build effective change management capabilities

How 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 information

POSITION DESCRIPTION: NURSING IN GENERAL PRACTICE (NiGP) PROGRAM DIRECTOR

POSITION DESCRIPTION: NURSING IN GENERAL PRACTICE (NiGP) PROGRAM DIRECTOR POSITION DESCRIPTION: NURSING IN GENERAL PRACTICE (NiGP) PROGRAM DIRECTOR About APNA The Australian Primary Health Care Nurses Association (APNA) is the peak national body for nurses working in primary

More information

Making the Transition to Management

Making 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 information

Managing and Compensating Staffing Sales Reps

Managing 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 information

JOB APPLICATION PACK

JOB APPLICATION PACK JOB APPLICATION PACK Job Title: Directorate: Sales and Development Accountant Finance Department: Financial Accounting Location: Twickenham 1 P a g e Dear Candidate Thank you for your interest in working

More information

1. INTRODUCTION 2. ENVIRONMENTAL SCAN SQUAMISH CHAMBER OF COMMERCE 2014 STRATEGY WORKSHOP BUILDING THE STRATEGIC PLAN 2013-2018

1. INTRODUCTION 2. ENVIRONMENTAL SCAN SQUAMISH CHAMBER OF COMMERCE 2014 STRATEGY WORKSHOP BUILDING THE STRATEGIC PLAN 2013-2018 BUILDING THE STRATEGIC PLAN 2013-2018 1. INTRODUCTION The Squamish Chamber of Commerce conducted a strategy workshop in May 2013. A comprehensive environmental scan was conducted and priority strengths,

More information

GUIDE PASSION FOR PEOPLE. www.investingintalent.co.uk ENTRY

GUIDE 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 information