In our last article we discussed determining what the real purpose of your organization is, often referred to as your Mission Statement. We emphasized how important it is for you and your employees to understand why your organization exists, what it does, who it does it for and how it does it. This is the first stepping stone to building employee engagement and a productive workforce!
Once you have clearly defined and communicated your mission, your next stepping stone is figuring out a way to drive employee behavior in support of your mission. One of the ways you can successfully do this is to create core competencies as a part of your overall Performance Management system. Core competencies are particular behaviors that you want to encourage and measure in each individual in your organization. You will want to think about 4-5 core competencies that are shared by all your employees. These should be directly driven from your mission statement and the work you will do to support your mission statement.
It is important to have shared core competencies to ensure that each of the employees are moving in the same direction and the same behavioral attributes are being rewarded across the organization. Examples of these core competencies might be “Results Management” or “Critical Thinking”. Competencies that are important for everyone in your organization to excel in. You might also think about whether core competencies by function are important. An example of a core competency by function might include “Attention to Detail” for your Accounting team, while an example of a core competency for your marketing team might be “Creativity and Innovation”. If you are going to create these by function, try to limit it to another 4-5 so that you end up with no more than 10 total.
Another decision point is whether you want to level these core competencies to account for the differences in expectations between, for instance, an AP Clerk and a Dir., of Accounting. In general, I feel it is important to use leveling as our expectations of one position are different than of the other.
There are many excellent Performance Management systems that exist on the market today. Many will give you a list of core competencies to choose from, as well as letting you create more custom varieties for your own individual organizational needs.
Think about engaging your workforce to help choose the core competencies, especially those by function. This will encourage both buy-in to your Performance Management process, as well as drive employee engagement.
Next time we’ll talk about developing goals which you will incorporate into your Performance Management system.