Competencies and results are assessed side by side, reminding individuals that how<\/i> they do things is as important as wha<\/i>t they do.<\/span><\/h4>\n<\/div>\n<\/div><\/div><\/div>COMPETENCIES<\/strong><\/span><\/p>\n\u201cHow\u201d of performance
\nMore qualitative
\nLonger time frame: Future
\nPerformance in present and future jobs
\nDevelopment (behavior change)<\/p>\n<\/div><\/div>
PERFORMANCE \u2028<\/strong><\/span><\/p>\n\u201cWhat\u201d of performance
\nQuantitative: Tied to unit goals
\nShort time frame: One year,
\nPast performance
\nReward oriented<\/p>\n<\/div><\/div><\/div>
<\/div>We Help Organizations:<\/strong><\/span><\/p>\n\n- Design total competency-based performance management systems that are linked to work planning or goal-based systems, and to competency development<\/a><\/span> and succession planning processes.<\/li>\n
- Identify job responsibilities, performance standards and measures, and competencies to be reviewed for employees in the target jobs.<\/li>\n
- Implement performance review processes that give accurate feedback to people regarding their performance against agreed-upon standards.<\/li>\n
- Develop communications, review methods and training of managers.<\/li>\n<\/ul>\n<\/div><\/div><\/div>CONTACT US<\/span><\/a><\/div><\/div><\/div>
Relevant Posts<\/h4>\n
Tailor job competency models to your organization\u2019s vision, mission, and shared values<\/a><\/p>\nAre You Including the Right Competencies In Your HRIS?<\/a><\/p>\nIdentify an Organization\u2019s Core Competencies<\/a><\/p>\nCreating Competency Based Talent Management Processes<\/a><\/p>\n<\/div><\/div><\/div>Publications & Resources<\/h4>\n
Company-Specific Competency Framework & Dictionary (PDF)<\/a><\/p>\nHR Implementation Guide for a Competency Framework (PDF)<\/a><\/p>\nDoing Competencies Well: Best Practices in Competency Modeling (PDF)<\/a><\/p>\n<\/div><\/div><\/div>Helpful Tools<\/h4>\n
Interview Guides<\/a><\/p>\neDeveloper\u2122<\/a><\/p>\nCompetency Dictionary<\/a><\/p>\n360\u00b0 Feedback<\/a><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/section>[vc_custom_heading text=”What is Competency-Based Performance Management” font_container=”tag:h2|text_align:center” use_theme_fonts=”yes” css=”%7B%22default%22%3A%7B%22padding-top%22%3A%220.5rem%22%2C%22padding-bottom%22%3A%220.5rem%22%2C%22border-style%22%3A%22solid%22%2C%22border-top-width%22%3A%221px%22%2C%22border-bottom-width%22%3A%221px%22%2C%22border-color%22%3A%22%23acd000%22%7D%7D”]Many organizations are becoming more interested in management and appraisal of competence \u2013 the \u201chow\u201d of performance. They are seeking more qualitative assessment, oriented to the future and focused on development. A competency-based approach brings a different perspective to performance management. Performance is viewed in terms of the process em\u00adployees use to achieve their job results. It combines planning, management, and appraisal of both perfor\u00admance results and competency behaviors. It assesses what employees accomplished and how they did it (with personal characteristics they possess that predict superior performance in present jobs, or in future jobs).<\/p>\n
Performance and competence are balanced in a competency-based performance management system. In a line job, achievement of performance results may be weighted 80-90 percent and demonstration of competency behaviors only 10-20 per\u00adcent. At the other extreme, an appraisal form for a service position might weight competence 100 percent. Performance objectives for a staff job might give equal weight to results and demonstration of competency behaviors.<\/p>\n
In traditional systems, achievement of performance results is quantified, past oriented, and tied to unit goals, based on a short term, and used to make compensation decisions. Competency appraisal is more qualitative, longer range, future oriented, and used for employee devel\u00adopment and career path planning.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/section>PERFORMANCE
\n(\u201cpay for results\u201d)<\/strong><\/span><\/p>\n50%-90%<\/p>\n
\n- \u201cWhat\u201d of performance<\/li>\n
- Quantitative: Tied to unit goals<\/li>\n
- Short time frame: One year,<\/li>\n
- Past performance<\/li>\n
- Reward oriented<\/li>\n<\/ul>\n<\/div><\/div><\/div><\/div>
COMPETENCIES
\n(\u201cpay for skill\u201d)<\/strong><\/span><\/p>\n10%-50%<\/p>\n
\n- \u201cHow\u201d of performance<\/li>\n
- More qualitative<\/li>\n
- Longer time frame: Future<\/li>\n
- Performance in present and future jobs<\/li>\n
- Development (behavior change)<\/li>\n<\/ul>\n<\/div><\/div><\/div><\/div><\/div><\/div>[vc_custom_heading text=”Shifting the Emphasis” font_container=”tag:h2|text_align:center” use_theme_fonts=”yes” css=”%7B%22default%22%3A%7B%22padding-top%22%3A%220.5rem%22%2C%22padding-bottom%22%3A%220.5rem%22%2C%22border-style%22%3A%22solid%22%2C%22border-top-width%22%3A%221px%22%2C%22border-bottom-width%22%3A%221px%22%2C%22border-color%22%3A%22%23acd000%22%7D%7D”]
Competency-based performance management systems shift the emphasis of appraisal from organization results achieved to employee behaviors and competencies demonstrated. Diag\u00adnosis and problem solving to deal with poor performance takes this form: \u201cIf results are not at the desired level, give higher priority to these job tasks, demonstrate these behaviors more often, and develop these competencies\u201d (i.e., model the task priorities, behaviors, and competency levels of the best performers in the job).<\/p>\n
An important factor in implementing a competency-based perfor\u00admance management system is the training of managers to provide coaching and developmental assistance. (Studies of effective performance management sys\u00adtems consistently find training to be an important input.)\u00a0 Employee training also helps employees understand how the system works, what their role is, how to assess themselves, and how to contract for competency development<\/a> activi\u00adties with their managers.<\/p>\n<\/div><\/div><\/div>[vc_custom_heading text=”Employees\u2019 Perspective of the Performance Management Process” font_container=”tag:h2|text_align:center” use_theme_fonts=”yes” css=”%7B%22default%22%3A%7B%22padding-top%22%3A%220.5rem%22%2C%22padding-bottom%22%3A%220.5rem%22%2C%22border-style%22%3A%22solid%22%2C%22border-top-width%22%3A%221px%22%2C%22border-bottom-width%22%3A%221px%22%2C%22border-color%22%3A%22%23acd000%22%7D%7D”]From an employee\u2019s perspective, performance management involves five steps, as shown in the above illustration. Step 1 is to write your job goals and develop appropriate action plans. Step 2 gives you the chance to review your progress with your supervisor so he\/she can let you know how well you are doing, allowing him\/her to guide and coach you as needed. Step 3 is where career development plans are discussed. Step 4 is the quarterly or annual performance review, where your overall job responsibilities and achievements are evaluated. Step 5 is a discussion of pay decisions related to your performance.<\/p>\n
Our Performance Planning and Review booklet covers these steps in more detail. It describes employees\u2019 role in the planning and review process. It includes sections on setting job goals, reviewing progress, career development, the annual review, and the correlation to compensation actions.<\/p>\n
17 pages<\/strong>\u00a0(PDF) https:\/\/workitect.com\/PDF\/performance-planning-and-review.pdf<\/a><\/p>\n<\/div><\/div><\/div>![\"\"](\"https:\/\/demo.wwwebdesignstudios.com\/client05\/wp-content\/uploads\/2026\/04\/performance-management-5-steps.webp\")
<\/div><\/div><\/div><\/div><\/div><\/div><\/section>[vc_custom_heading text=”Organizational Issues” font_container=”tag:h2|text_align:center” use_theme_fonts=”yes” css=”%7B%22default%22%3A%7B%22padding-top%22%3A%220.5rem%22%2C%22padding-bottom%22%3A%220.5rem%22%2C%22border-style%22%3A%22solid%22%2C%22border-top-width%22%3A%221px%22%2C%22border-bottom-width%22%3A%221px%22%2C%22border-color%22%3A%22%23acd000%22%7D%7D”]Problems that indicate a need for competency-based performance management include the following:<\/p>\n
\n- Job performance standards and appraisal criteria are seen as unequal or unfair,<\/li>\n
- Performance appraisal is seen by managers and employees as a bureau\u00adcratic \u201cpaperwork\u201d exercise,<\/li>\n
- Employees see nothing in the system for them,<\/li>\n
- Has little impact on actual man\u00adagement,<\/li>\n
- Does not reflect or reinforce the organization\u2019s strategy.<\/li>\n<\/ul>\n
Particularly appropriate for:<\/p>\n
\n- Uncertain Environments,<\/li>\n
- Qualitative\/Process Service Jobs,<\/li>\n
- Jobs Intended for Development of Future Performance,<\/li>\n
- Changing Organizational Strategy, Focus, or Markets.<\/li>\n<\/ul>\n<\/div><\/div><\/div>READ MORE<\/span><\/a><\/div><\/div><\/div><\/div><\/div><\/section>
[vc_custom_heading text=”A Blueprint for Competency-Based Performance Management” font_container=”tag:h2|text_align:center” use_theme_fonts=”yes” css=”%7B%22default%22%3A%7B%22padding-top%22%3A%220.5rem%22%2C%22padding-bottom%22%3A%220.5rem%22%2C%22border-style%22%3A%22solid%22%2C%22border-top-width%22%3A%221px%22%2C%22border-bottom-width%22%3A%221px%22%2C%22border-color%22%3A%22%23acd000%22%7D%7D”]What a competency-based approach is and does, its impact on individual and organizational results, organizational issues addressed, situations best served by a competency-based approach, and steps to implementing. 5 pages<\/strong> (PDF)<\/span><\/a><\/p>\nMake Performance Management a Positive Experience <\/strong><\/p>\nPerformance management can be improved in most organizations with a few basic, common-sense principles. These principles also can help make performance management a good source of motivation. Since performance management is a human process, however, following a prescribed formula will not satisfy employees in all situations. 5 pages<\/strong> (PDF)<\/span><\/a><\/p>\nPerformance Management Kit<\/b> \u2013 A set of forms for performance & competency planning and review are included with a Competency Bundle<\/a> license.<\/i><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/section>
COMPETENCIES<\/strong><\/span><\/p>\n \u201cHow\u201d of performance PERFORMANCE \u2028<\/strong><\/span><\/p>\n \u201cWhat\u201d of performance We Help Organizations:<\/strong><\/span><\/p>\n Tailor job competency models to your organization\u2019s vision, mission, and shared values<\/a><\/p>\n Are You Including the Right Competencies In Your HRIS?<\/a><\/p>\n Identify an Organization\u2019s Core Competencies<\/a><\/p>\n Creating Competency Based Talent Management Processes<\/a><\/p>\n<\/div><\/div> Company-Specific Competency Framework & Dictionary (PDF)<\/a><\/p>\n HR Implementation Guide for a Competency Framework (PDF)<\/a><\/p>\n Doing Competencies Well: Best Practices in Competency Modeling (PDF)<\/a><\/p>\n<\/div><\/div> Interview Guides<\/a><\/p>\n eDeveloper\u2122<\/a><\/p>\n Competency Dictionary<\/a><\/p>\n 360\u00b0 Feedback<\/a><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/section> Many organizations are becoming more interested in management and appraisal of competence \u2013 the \u201chow\u201d of performance. They are seeking more qualitative assessment, oriented to the future and focused on development. A competency-based approach brings a different perspective to performance management. Performance is viewed in terms of the process em\u00adployees use to achieve their job results. It combines planning, management, and appraisal of both perfor\u00admance results and competency behaviors. It assesses what employees accomplished and how they did it (with personal characteristics they possess that predict superior performance in present jobs, or in future jobs).<\/p>\n Performance and competence are balanced in a competency-based performance management system. In a line job, achievement of performance results may be weighted 80-90 percent and demonstration of competency behaviors only 10-20 per\u00adcent. At the other extreme, an appraisal form for a service position might weight competence 100 percent. Performance objectives for a staff job might give equal weight to results and demonstration of competency behaviors.<\/p>\n In traditional systems, achievement of performance results is quantified, past oriented, and tied to unit goals, based on a short term, and used to make compensation decisions. Competency appraisal is more qualitative, longer range, future oriented, and used for employee devel\u00adopment and career path planning.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/section> PERFORMANCE 50%-90%<\/p>\n COMPETENCIES 10%-50%<\/p>\n Competency-based performance management systems shift the emphasis of appraisal from organization results achieved to employee behaviors and competencies demonstrated. Diag\u00adnosis and problem solving to deal with poor performance takes this form: \u201cIf results are not at the desired level, give higher priority to these job tasks, demonstrate these behaviors more often, and develop these competencies\u201d (i.e., model the task priorities, behaviors, and competency levels of the best performers in the job).<\/p>\n An important factor in implementing a competency-based perfor\u00admance management system is the training of managers to provide coaching and developmental assistance. (Studies of effective performance management sys\u00adtems consistently find training to be an important input.)\u00a0 Employee training also helps employees understand how the system works, what their role is, how to assess themselves, and how to contract for competency development<\/a> activi\u00adties with their managers.<\/p>\n<\/div><\/div> From an employee\u2019s perspective, performance management involves five steps, as shown in the above illustration. Step 1 is to write your job goals and develop appropriate action plans. Step 2 gives you the chance to review your progress with your supervisor so he\/she can let you know how well you are doing, allowing him\/her to guide and coach you as needed. Step 3 is where career development plans are discussed. Step 4 is the quarterly or annual performance review, where your overall job responsibilities and achievements are evaluated. Step 5 is a discussion of pay decisions related to your performance.<\/p>\n Our Performance Planning and Review booklet covers these steps in more detail. It describes employees\u2019 role in the planning and review process. It includes sections on setting job goals, reviewing progress, career development, the annual review, and the correlation to compensation actions.<\/p>\n 17 pages<\/strong>\u00a0(PDF) https:\/\/workitect.com\/PDF\/performance-planning-and-review.pdf<\/a><\/p>\n<\/div><\/div> Problems that indicate a need for competency-based performance management include the following:<\/p>\n Particularly appropriate for:<\/p>\n What a competency-based approach is and does, its impact on individual and organizational results, organizational issues addressed, situations best served by a competency-based approach, and steps to implementing. 5 pages<\/strong> (PDF)<\/span><\/a><\/p>\n Make Performance Management a Positive Experience <\/strong><\/p>\n Performance management can be improved in most organizations with a few basic, common-sense principles. These principles also can help make performance management a good source of motivation. Since performance management is a human process, however, following a prescribed formula will not satisfy employees in all situations. 5 pages<\/strong> (PDF)<\/span><\/a><\/p>\n Performance Management Kit<\/b> \u2013 A set of forms for performance & competency planning and review are included with a Competency Bundle<\/a> license.<\/i><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/section>
\nMore qualitative
\nLonger time frame: Future
\nPerformance in present and future jobs
\nDevelopment (behavior change)<\/p>\n<\/div><\/div>
\nQuantitative: Tied to unit goals
\nShort time frame: One year,
\nPast performance
\nReward oriented<\/p>\n<\/div><\/div><\/div>\n
Relevant Posts<\/h4>\n
Publications & Resources<\/h4>\n
Helpful Tools<\/h4>\n
\n(\u201cpay for results\u201d)<\/strong><\/span><\/p>\n\n
\n(\u201cpay for skill\u201d)<\/strong><\/span><\/p>\n\n
<\/div><\/div><\/div><\/div><\/div><\/div><\/section>\n
\n