Be Able to Demonstrate Acquired Interpersonal and Transferable Skills.
personal and professional development [pic]
What gets measured gets done.
© iStockphoto/galdzer
You're probably familiar with the phrase ‘what gets measured gets done.' Defining and measuring effectiveness – especially the performance of workers – is a critical part of your job as a manager.
The question is: How do you define the skills, behaviors, and attitudes that workers need to perform their roles effectively? How do you know they're qualified for the job? In other words, how do you know what to measure?
Some people think formal education is a reliable measure. Others believe more in on-the-job training, and years of experience. Still others might argue that personal characteristics hold the key to effective work behavior.
All of these are important, but none seems sufficient to describe an ideal set of behaviors and traits needed for any particular role. Nor do they guarantee that individuals will perform to the standards and levels required by the organization.
A more complete way of approaching this is to link individual performance to the goals of the business. To do this, many companies use ‘competencies.' These are the integrated knowledge, skills, judgment, and attributes that people need to perform a job effectively. By having a defined set of competencies for each role in your business, it shows workers the kind of behaviors the organization values, and which it requires to help achieve its objectives. Not only can your team members work more effectively and achieve their potential, but there are many business benefits to be had from linking personal performance with corporate goals and values.
Defining which competencies are necessary for success in your organization can help you do the following: • Ensure that your people demonstrate sufficient expertise. • Recruit and select new staff more effectively. • Evaluate performance more effectively. • Identify skill and competency gaps more efficiently. • Provide more customized training and
What gets measured gets done.
© iStockphoto/galdzer
You're probably familiar with the phrase ‘what gets measured gets done.' Defining and measuring effectiveness – especially the performance of workers – is a critical part of your job as a manager.
The question is: How do you define the skills, behaviors, and attitudes that workers need to perform their roles effectively? How do you know they're qualified for the job? In other words, how do you know what to measure?
Some people think formal education is a reliable measure. Others believe more in on-the-job training, and years of experience. Still others might argue that personal characteristics hold the key to effective work behavior.
All of these are important, but none seems sufficient to describe an ideal set of behaviors and traits needed for any particular role. Nor do they guarantee that individuals will perform to the standards and levels required by the organization.
A more complete way of approaching this is to link individual performance to the goals of the business. To do this, many companies use ‘competencies.' These are the integrated knowledge, skills, judgment, and attributes that people need to perform a job effectively. By having a defined set of competencies for each role in your business, it shows workers the kind of behaviors the organization values, and which it requires to help achieve its objectives. Not only can your team members work more effectively and achieve their potential, but there are many business benefits to be had from linking personal performance with corporate goals and values.
Defining which competencies are necessary for success in your organization can help you do the following: • Ensure that your people demonstrate sufficient expertise. • Recruit and select new staff more effectively. • Evaluate performance more effectively. • Identify skill and competency gaps more efficiently. • Provide more customized training and