Performance can be defined as how an individual effectively fulfills their job responsibilities, meets performance expectations, achieves established goals and has the required level of job knowledge, attitude and behaviour in their job position.
By implementing effective performance management practices, such as performing a review using a 9-Box matrix, organizations can create a culture where employees are engaged, motivated and continuously improving. These factors will enhance the organization's overall productivity, employee satisfaction, and achievement of business objectives.
What is the difference between soft and hard skills?
Each person possesses a number of soft and hard skills that play different roles in the workplace but also in several aspects of life. Through a regular review it is possible to know exactly where each person stands regarding their skill set.
Hard skills refer to specific technical abilities and knowledge that regularly is learnt through formal education, training programs or on-the-job experience. These skills are often quantifiable and can be measured or tested for proficiency being regularly specific for each industry or job function. Some hard skills examples include: language proficiency, data analysis, computer programming, etc.
Whereas, soft skills or interpersonal skills are more intangible and relate to the way people interact with others and handle diverse situations. They are crucial for effective communication, building positive relationships, fostering a productive work environment and being an effective team member or leader. Regularly soft skills require ongoing practice and self-awareness to improve. Some soft skills examples are conflict resolution, time management, adaptability and flexibility, etc.
Both hard and soft skills are valuable in the workplace so it is essential that People departments are aware of each individual's skills level in order to be able to support those that need to improve in one or several skill areas and at the same time to identify those people that excel on their current level assigned skills and may be candidates for a promotion. Organizations often seek individuals who possess a balance of both hard and soft skills to ensure success in their roles and contribute positively to the organization’s culture.
Best practices to define teams’ performance competences
Defining teams’ performance competencies requires a thoughtful and collaborative approach to ensure that they align with the organization’s values, goals and that they contribute to enhancing teamwork, productivity, and the overall organization success.
To define performance competences for your organization have into account the following steps:
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Pre-writing performance competences tasks
Before starting to write your organization performance competences it is important to evaluate the structure of the organization by:
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- Conduct a job analysis: Perform a deep job analysis to identify the essential skills, knowledge and behaviours required for various roles in your organization. This analysis will help you to understand the specific competences needed for each role.
- Identify key behaviors and skills: Identify the critical behaviours and skills that are essential for team success, considering both hard and soft skills that foster effective teamwork.
- Involve key stakeholders: Engage key stakeholders, including team leaders, team members, People department and senior management, in the process of defining team competences as their input will ensure a comprehensive and well-rounded and relevant competencies.
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Define your organization’s performance competences
It is time to start writing performance competences per levels, teams, etc. within the company. So take into consideration the following tips:
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- Align with organizational vision: Ensure that the team performance competencies align with the overall strategic goals and values of the organization. The competences should reflect the behaviour and skills that contribute to the success of the team and the organization as a whole.
- Identify Core competences: Based on the job analysis and the organization goals, identify a set of core competences that are applicable across the organization.
- Tailor competences depending on the role: While core competences are essential, different roles may require additional or specific competences. Tailor the competences for each job role to reflect the unique requirement and responsibilities.
- Be specific and measurable: Write clear and concise competency statements that describe the expected behaviours and outcomes in measurable terms. Use action verbs and specific language to define each competency.
- Balance individual and team competences: Include competences that focus on both individual performance and collaborative teamwork. The competences should encourage individual growth while also fostering a cohesive and supportive team culture.
- Incorporate team feedback: Gather feedback from team members through surveys, focus groups, or 1:1 meetings to understand their perspectives on what competences are most crucial for team success.
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Put in use the new defined performance competences.
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- Communicate competences to team members: Clearly communicate the performance competences to all team members and stakeholders, ensuring that they understand the importance of these competences and how they contribute to individual and organizational success.
- Test competences with pilot groups: Before finalizing defining your organization competences, test them with pilot groups of employees to gather feedback and make any necessary adjustments.
- Integrate competences into performance reviews: Integrate team performance competences into the performance evaluation process. Ensure that team members are assessed on how well they demonstrate these competences in their day-to-day work.
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What to do when you have your first review 9-box matrix results
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- Review and refine: Regularly review and refine the team performance competences and gather feedback from individuals and managers to ensure they remain relevant to the evolving needs of the team and the organization.
- Promote growth and development: Design performance competences to encourage continuous learning and development. Include competences that inspire team members to expand their skills and improve their contributions.
- Provide training and development: Offer training and support to team members to develop the competences effectively through training programs and coaching to enhance their skills and excel in their roles.
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What are performance competences?
Performance competencies are a set of skills, knowledge, abilities, and behaviours that an individual needs for excelling in a particular function. These competences go beyond technical knowledge and encompass a range of qualities that contribute to the organization's success.
Performance competences can help to provide further information regarding the following:
- Behavioral expectations: Performance reviews outline the desired behaviours that individuals should exhibit in their roles mixing both soft and hard skills.
- Specific skills: Defining each role competencies highlight the specific skills and abilities that are critical for success in a particular role.
- Examples of proficiency: For each competency, there are typically examples of what proficient or high-level performance looks like providing a clear understanding of the expected standards.
- Alignment with organizational goals: Individuals show their alignment with the organization’s strategic objectives being their contributions aimed towards the organization's success.
- Development opportunities: Competencies can identify areas for individual’s growth and development by highlighting the skills and behaviours that they need to improve allowing the creation of individual development plans.
- Recognition and rewards: Individuals who consistently demonstrate high-level competencies may be eligible for promotions, bonuses, or other forms of acknowledgement.
How can performance competences be used in a 9-box?
Performance competences combined with potential competences are gathered in a 9-box matrix which allows an overview of each organization's individual performance and potential for future development.
Performance competences applied to a review can provide the following information to People’s teams:
- Holistic Assessment: Including performance competencies provides a more well-rounded and holistic assessment of an individual's abilities as it allows to consider current performance in their role, but also their strengths and areas for improvement.
- Alignment with organizational values: By considering competencies, organizations can evaluate how well an individual embodies and demonstrates their alignment with the organization core values and culture.
- Development: Assessing performance competences helps identify areas where individuals may require further development and training. This allows organizations to create targeted development plans to enhance skills critical for success in their roles.
- Talent calibration discussions: Including performance competencies in talent assessment discussions can lead to more meaningful and in-depth conversations between managers and direct reports about their growth, strengths, and areas for improvement.
💡We recommend you to perform regular reviews (at least 2 a year) in order to have a clear vision of the status of each person within the organization and be able to track their progress.