Page 55 - DMGT517_PERFORMANCE_MANAGEMENT_SYSTEM

Performance Management System

Notes Competency and Proficiency Levels: An Example

Competency Name: ‘Planning and Organizing’
Defi nition: It establishes systematic action plans for self and others to assure accomplishment
of specifi c objectives.

Each competency is specified at three levels at BHEL and a corresponding behaviour
description is also defi ned.
Level 1

1. Develops schedules to accomplish work

2. Develops a personal system for organizing work (files, to-do lists, paperwork, pending
orders) that facilities delivery of work.
3. Prioritizes activities and issues on daily, weekly, and monthly basis and reworks plans
as required.
Level 2
1. Clearly outlines the work, deliverables, and timelines to team members and helps
them prepare action plans.
2. Establishes a course of action to accomplish a specific goal; plans proper allocation of

time and resources.

3. Analyses cost-benefit trade-off and focuses on activities that have the greatest impact.
4. Is aware of interrelationships among different activities and plans work assignments
and allocates resources accordingly.

Level 3
1. Works with multiple teams/projects and effectively integrates/ensures integration of
their deliverables, if required.

2. Foresees potential issues that might arise and develops contingency plans to take care
of the same.
3. Takes cognizance of a varied number of inputs across several functions and develop
long-term direction for unit/function.
These competencies are rated on a five-point scale as follows:

1. Learner: Has not yet demonstrated the behaviour or skill.
2. Development area: Sometimes demonstrates the behaviour/skill where appropriate.

3. Capable: Often demonstrates the behaviour/skill.
4. Strength: Almost always demonstrates behaviour/ skill where appropriate.
5. Role model: Encourages and influences others to display the skill in a job.

Unique Roles (UR) have to be created for every job under this system. Unique roles are jobs
that may be held by different incumbents but essentially perform the same function. Thus,
there may be certain differences in the incumbents, e.g., experience in number of years,
number of people supervised by the incumbents or overall authority; but the jobs may still
form one unique role if the following questions are answered:
1. Do the jobs have the same primary reason of existence? Is the purpose of the jobs
same?
Required Answer: YES
Contd....

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