Developing People asked:
However, it is also important to set expectations about how job responsibilities should be discharged and targets delivered as it is unacceptable for staff to deliver these at â€˜any costâ€™.
Setting behavioural expectations or â€˜competenciesâ€™ are an intrinsic part of managing the performance managers and staff. By setting these expectations the business clearly communicates how managers and staff should behave on a day to day basis. Competencies can be set around a range of different areas such as:
â€¢ Team working
â€¢ Developing people
â€¢ Improving results
â€¢ Customer focus
In addition, competencies can have different â€˜levelsâ€™ that set expectations for different hierarchy of management responsibility within an organisation. For example, an organisation may wish to set three different levels of competence that apply to:
â€¢ Front line managers and team leaders.
â€¢ Department managers and functional heads.
â€¢ Senior managers and directors.
To help to communicate competencies clearly, they can be set in terms of whatâ€™s not expected as well as what is expected. As an illustration the following statements are from a competency describing effective team working:
We expect you to:
â€¢ Promote tolerance and respect.
â€¢ Take time to understand others cultural norms, perspectives and rules.
â€¢ Work effectively across countries and cultures.
â€¢ Develop and maintain effective internal and external working relationships.
We donâ€™t expect you to:
â€¢ Ignore cultural norms, values and approaches.
â€¢ Take a narrow personal view.
â€¢ Stereotype the views and contributions of others.
â€¢ Put others down.
By defining the competencies likely to produce success in a particular role, the organisation clearly communicates the standards that are expected for successful performance within the business. In addition, competencies provide a means of objectively assessing an individualâ€™s strengths and weaknesses and as such form the basis of personal development.