Performance Dimensions– A Performance Dimension is what an employee must demonstrate in order to be effective in a particular organization, job, and/or level of the position. Typically, a Performance Dimensions model includes a number of competencies (such as “technical skills” and “honesty and integrity”), along with specific behaviors that fall within each competency. The vision for the model of Performance Dimensions is to:
- Represent the knowledge and skills that are critical to success across various roles.
- Include critical aspects of performance within particular roles.
- Serve as a common thread running through virtually all aspects of succession planning.
Managing the performance of staff is arguably one of the most complex and challenging aspects of leadership. It is often a balancing act – balancing direction with empowerment, delegation with control, engagement with expedience, relationships with organizational imperatives. One thing is certain; very few of us have mastered the art of managing performance. The Performance Dimension is designed to build capacity for effective management of the organizational, team, and individual performance. The Framework is used to assist managers and teams to analyze:
- The extent to which the team(s) and individuals are clear and agreed about expectations in terms of outcomes, outputs, behavior, processes, client and stakeholder expectations and time-frames.
- The extent to which the team(s) and individuals review and evaluate performance, feedback is sought, exchanged, and acted upon.
- Motivational factors that impact performance – both intrinsic and extrinsic aspects.
- The match between expectations of quality, quantity, and appropriateness and the systems, structures, and resources available and in use.
- The team atmosphere and culture and the extent to which staff, managers, and colleagues support each other to perform
The capacity and confidence (including skills, knowledge, and expertise) of the team(s) and individuals to perform to the standards expected.
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