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Good and best practice in ‘Standard-setting’


Could someone point me in the direction of good and best practice in 'standard-setting' for performance management in a multi-sited complex organisation? Thanks.
Fred Olsen

6 Responses

  1. Try a competency framework
    Hi Fred, Complex organisations are often addressing this issue by putting in a “competency framework” which defines the competencies that are required for each job from a pre-defined and not too big “competency dictionary” that is defined for the organisation as a whole. The framework describes the types of behaviours that are typical at different performance levels for each competency and so helps people to talk about the closest behavioural fit in a performance management context. This is a robust system that requires a significant implementation effort and training for all using it. It is used in many large UK companies (e.g. Barclays, Consignia).
    A word too on the concept of best practice – I only believe in good practice – what’s best for others is not usually best for you, as you are in your own unique situation. Look at a number of good practices, adopt those that you reckon will work for you, adapt them to your organisation and while you’re at it, improve them a little too. Good luck, Angela.

  2. Standard Setting for PM
    I helped design and Project Managed implementation of PM practices for Barclays (which we’ve since upgraded to PD to focus more on the ‘Development’ (transformational) as opposed to ‘Management’ (transactional) aspects of performance). I’d be happy to share my expereinces of design, standard setting and implementation in what is quite a complex process if you think it would be useful to you. Please feel free to call me on my mobile 07702 433284 during office hours (as can anyone else with a similar interest in the subject for that matter !).
    Kind regards

  3. Try Career Anchors
    You could try using the career anchors developed by Edgar Schein. We have found these a useful tool in forming a framework for conversations surrounding what really motivates people at work and what they value most.

  4. Performance Management
    Hi Fred,

    I agree with Angela’s comments and suggest you aim for good practice, focusing on things that will work for your organisation and the culture that you have in place. I have developed a 10-point competency framework (with 5 levels of behaviour within each of the ten points) for core competencies that can then be enhanced with role specific comptencies for the variety of different roles you will have in your organisation. I also have one or two role specific ones I have compiled. Please get in touch with me if you would like a copy of my core competency framework which you are free to use/modify/ignore.

    Also, please don’t underestimate the scale of the project you face. Successfully implementing a performance management system is not just about documenting the process and training your managers how to follow it. You should look how it is aligned with your company strategy & goals, how it fits your company culture, how it will fit with your style of business operations, what systems are required to support it (IT & Manual), what skills will your managers will require to get the most from the new processes (e.g. feedback, coaching, etc..) and what expectations will it raise in your workforce. And these are just some of the top-level issues!

    Please feel free to give me a call to discuss (0788 079 0815)and good luck whatever direction you take!



  5. Competecy development
    Hi Fred

    You are making a start on an issue I have been dealing with for over 15 years for major blue chip companies. The process is very easy and rewarding as long as you fully integrate it with the rest of your HR systems. I know in some areas NVQs may have a bad press, but it is very easy to cherry pick and set yourself up a very good set of standards, even if you don’t wish for National recognition of your peoples achievement. I am working with the engineering institutions to get some of these schemes registration recognition up to CEng level.

    Take a look at my website if you would like any more information or to discuss

    Best of luck, Brian

  6. Performance Management
    Try contacting Tom Govan.

    He has developed a number of performance management systems both competencies based and performance objective based and a mixture of the two.
    He has implemented schemes for shopfloor staff up to board level across a range of companies including the likes of Boots!

    Hope this helps, you can contact Tom via email:
    [email protected]

    Good luck!


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