For other Informa Webinars: http://www.informa-mea.com/webinars To view recording: https://youtu.be/y1dv_2IJ9W4 or watch the video at end of the slide In today’s HR world, performance management and performance appraisals are all about OCD: • O for Objectives and KPIs • C for Competencies and Behaviours • D for Development We no longer simply measure what an employee achieves (objectives), but now we also measure how they achieve it through the behaviours that they are required to show in their job (competencies). This webinar explains what competencies are, and explains in a simple step-by-step method how competencies should be implemented and embedded into a performance management and performance appraisal system. This webinar presentation will cover the following: • Competencies versus Competences • Why use Competencies? • Global dictionary of Competencies • Forming an internal steering group • Developing a Competency framework at the company-level • Examples of best practice of company frameworks • Selecting Competencies at the job-level • Reflecting company values in core Competencies • Using Competencies in performance management • Open Q&A session About the Presenter: Robert Mosley is a Global Remuneration Expert and Consultant and he is the CEO and Owner of Lemon Pip Consulting Limited. He is widely recognised in many industries and many countries as one of the leading global experts on compensation and benefits in all sectors across the GCC, and is also a leading expert in the more general field of human resources within the aviation and airline sectors. Robert, a Fellow of the Chartered Institute of Personnel and Development, has 28 years of experience in HR and C&B, 20 years of which were in the Middle East. He was the head of the Middle East practice with Hay Group in 1988-1990 before joining the Emirates Group and later promoted to the role of SVP Human Resources. He spent 13 years with Emirates Group, before establishing his own remuneration consulting business, Lemon Pip Consulting Limited, where he is working with over 400 companies in the Middle East and 80 airlines globally.

1. © Lemon Pip Consulting Limited
Using Competencies In
Performance Management
Tuesday, 24 May 2016 at 16:30 -17:30 (UAE Time)
Presentation by: Robert Mosley

2. © Lemon Pip Consulting Limited
About The HR Observer
• The HR Observer is an initiative by Informa Middle East
aimed at becoming a platform for HR professionals in
the Middle East to exchange insights and expertise,
both online and offline, in an effort to take the HR
industry forward in the GCC region.
• The initiative features a blog, LinkedIn group, Twitter
feed, online webinars and a series of offline informal
networking functions.

3. © Lemon Pip Consulting Limited
Housekeeping
• Please wait to the end of the session to type
questions
• Time will be allocated at the end to address
questions
• Slides and the recording of the webinar will be
available to view for the next four weeks, and the
link will be emailed to you
• Please complete survey that will pop-up at the end
of this webinar

4. © Lemon Pip Consulting Limited
Today’s Presenter
Robert Mosley is one of the leading global experts on
compensation and benefits in all sectors across the GCC.
He was head of the Middle East practice with Hay Group in
1987-1990 before joining the Emirates Group to later
become the SVP Human Resources. He spent 13 years
based in Dubai at Emirates Group, before starting his own
compensation consulting business, Lemon Pip Consulting,
where he is working with over 400 companies in the
Middle East and 80 airlines globally.

5. © Lemon Pip Consulting Limited
Using Competencies In Performance Management
Presentation Facilitator: Robert Mosley
Location: Webinar by Informa
Contact Email: robert@lemon-pip.com
Presentation Date: Tuesday, 24 May 2016
Presentation Time: 16:30 to 17:30 (UAE)

6. © Lemon Pip Consulting Limited
Robert Mosley:
1980-1983: MA in Mathematics at Oxford University
1983-1985: MBA in Business Studies at London Business and Chicago Business School
1985-1990: Hay Group Management Consultants (UK and UAE)
1990-2003: Emirates Airline Group in UAE (Senior Vice President Human Resources)
2003-2005: Qatar Airways in Qatar (Group General Manager Human Resources)
2007-2009: Travelport-Galileo in UK (Group Vice President Global Reward)
2003-: Fellow of the Chartered Institute of Personnel and Development (FCIPD)
2005-: CEO of Lemon Pip Consulting (Reward and HR Consulting in GCC)
2015-: Master Trainer for CIPD and Member of “CIPD Reward Advisory Board”
Lemon Pip Consulting Limited:
Specialism: Reward Consulting and Training Courses in Total Reward Management
Main Services: Grading, Compensation, Performance Management, Pay for Performance
GCC Clients: Over 400 clients globally (mainly in the Middle East and Asia)
Email: robert@lemon-pip.com
Your Seminar Leader: Robert Mosley

7. © Lemon Pip Consulting Limited
(01) COMPETENCES or COMPETENCIES ?
Competences
Competence
Technical Skills
Necessary for All Job Holders
Can Be Learnt from Zero
Learnt by Training
• Competencies
• Competency
• Behaviours and Attitudes
• Differentiate Best from Rest
• Can Be Developed/Improved
• Developed by Coaching

8. © Lemon Pip Consulting Limited
JOB
PERFORMANCE
MARKETPERSON
$
ODJOB
DESC
JE
GRADESKRAs
KPIs
GOALS
OBJECTIVES
BEHAVIOURS
COMPETENCIES
APPRAISALS
PAY-REVIEW
& BONUS
PAY
STRATEGY
PAY
SURVEYS
BENCHMARK
PAY RANGES
& ALLOWs
JEJA
RATINGS
(02) WHERE DO COMPETENCIES FIT WITH HR ?

9. © Lemon Pip Consulting Limited
Objective Setting
Employees must know what is expected of them, and have the
opportunity to agree their individual and team goals, and know
their KRAs and KPIs that define “what” that must achieve.
Competencies and Behaviours
Employees must have the attitudes and behaviours and know
“how” to deliver on these expectations of “what” is expected”.
Development Planning
Employees must be supported by the organisation to develop
personal capacity to meet their expectations and get feedback.
(03) COMPONENTS OF PERFORMANCE MANAGEMENT

10. © Lemon Pip Consulting Limited
(04) WEIGHTING: OBJECTIVES vs BEHAVIOURS

11. © Lemon Pip Consulting Limited
(05) WEIGHTING: OBJECTIVES vs BEHAVIOURS
Weighting on
Outcomes
Weighting on
Competencies
Comments and Observations
100% 0% This weighting would be an appraisal that is based solely on “results and
achievements” with no consideration of “behaviours”, and this is of course the
weighting used by organisations who don’t use competencies.
75% 25% If an organisation does include competencies in performance management, then
usually the minimum weighting that is given to them would be 25% to make them
be seen as sufficiently important by employees, as anything less than 25% would
not communicate a powerful message that “behaviours matter”.
70% 30% This is the most common ratio used both in the GCC and globally, and is the two-
thirds to one-third approach, which says that “competencies” matter, but
“outcomes” matter even more with double the emphasis.
60% 40% This is the common weighting for organisations that ideally want a balanced 50%-
50%, but still want to give the message that “outcomes” have slightly more
importance than “competencies”.
50% 50% This is the completely balanced 50%-50% approach where there is equal emphasis
on “outcomes” and “competencies”, and this is the second most common ratio
used in the GCC and globally.
Below 50% Above 50% This is extremely rare, and very few organisations (less than 1%) put a greater
emphasis on “competencies and behaviours” compared to “outcomes and results”.

12. © Lemon Pip Consulting Limited
(06) WHAT IS A COMPETENCY?
A competency is the practical application of essential
skills and knowledge through appropriate
behaviours as measured against a predetermined
standard of performance which is defined by the
organisation and the needs of the business.
It is the “how” of how a job should be performed
(and not the “what” of what has to be achieved).

13. © Lemon Pip Consulting Limited
(07) COMPETENCIES AND BEHAVIOURS
Why Use Competencies and Behaviours?
• Focusing on Traits and Motives that Improve Performance
• Not Just “What” But Also “How”
• Closer Match Between Job and Person Recruited
• Assessment is Objective, Clear, and as Accurate as possible
• Constructive Feedback is Given to Develop or Focus the
Employee on Areas to Improve

14. © Lemon Pip Consulting Limited
How Many Types of “Competencies” Exist?
Email me for a copy of:
“Global Competencies Dictionary”
robert@lemon-pip.com
(08) GLOBAL COMPETENCY DICTIONARY

15. © Lemon Pip Consulting Limited
(09) DEVELOPING A COMPETENCY FRAMEWORK
STAGE-1:
Form a “Steering Group”
Typically about 4-5 Senior Managers:
• 2 from HR (one from PM, one from OD)
• 2 from Key Line Areas (eg: Sales and Operations)
• 1 from Strategy or Business Performance

16. © Lemon Pip Consulting Limited
(10) DEVELOPING A COMPETENCY FRAMEWORK
STAGE-2:
Reduce the Global List (of 160+) to a Company List
Typically select 12-20 Competencies at “Company Level”
Steering Group agrees the list of 12-20 for Company

17. © Lemon Pip Consulting Limited
(11) DEVELOPING A COMPETENCY FRAMEWORK
MOST COMMON “CORE” AREAS OF COMPETENCIES IN GCC:
• Leadership
• Strategic and Change Management
• Judgement and Decision Making
• Problem Solving
• Attention to Detail or Quality
• Customer Orientation
• Negotiation
• Teamwork
• Building Effective Work Relationships
• Communication and Listening Skills
• Coaching
• Managing Staff Performance
• Safety

18. © Lemon Pip Consulting Limited
STAGE-3:
Develop a “Company Competencies Framework”
One-Page Summary on Each Selected Competency
Remember:
Select about 12-20 Competencies at Company Level
(12) DEVELOPING A COMPETENCY FRAMEWORK

19. © Lemon Pip Consulting Limited
(13) DEVELOPING A COMPETENY FRAMEWORK
Why Use a Competency Framework?
• An opportunity for all managers and supervisors to agree a
common language for describing what is effective behaviour
across an organisation.
• An opportunity to achieve a high level of consistency when
assessing and appraising performance.
• Can improve performance by clearly communicating what is a
“job well done” within the organisation.
• Can improve performance by listing behaviours that the
highest-performers show that explain their success.

20. © Lemon Pip Consulting Limited
STAGE-4:
Circulate the “Company Competencies Framework”
• Training for All Line Managers
• Open Access on Intranet for All Employees
Remember:
Select about 12-20 Competencies at Company Level
(14) DEVELOPING A COMPETENCY FRAMEWORK

21. © Lemon Pip Consulting Limited
(15) COMPANY COMPETENCY FRAMEWORK

22. © Lemon Pip Consulting Limited
STAGE-5:
From Company List of 12-20
Select the Most Critical 6-8 for Each Job
• Recommended by Each Line Manager
• Agreed by Steering Committee
(16) SELECTING COMPETENCIES AT JOB-LEVEL

23. © Lemon Pip Consulting Limited
1) JOB PURPOSE
2) MINIMUM QUALIFICATIONS/KNOWLEDGE
3) ACCOUNTABILITIES AND OBJECTIVES
4) COMMUNICATION AND WORKING RELATIONSHIPS
5) KEY DIMENSIONS
6) OPERATING ENVIRONMENT
7) KEY COMPETENCIES
8) ORGANISATION CHART
(17) EMBEDDING COMPETENCIES IN JDs

24. © Lemon Pip Consulting Limited
REMINDER ON STAGE-5:
From Company List of 12-20
Select the Most Critical 6-8 for Each Job
BUT …
Will Some Competencies Be Compulsory ?
(18) SELECTING COMPETENCIES AT JOB-LEVEL

25. © Lemon Pip Consulting Limited
STAGE-6:
Will Some Competencies Be Compulsory ?
EITHER:
Let Each Line Manager Select 6-8 from 12-20
OR:
Make Up To 4 Compulsory To Reflect Company Values
But Must Allow At Least Other 4 to Be Selected
(19) SELECTING COMPETENCIES AT JOB-LEVEL

26. © Lemon Pip Consulting Limited
(20) EXAMPLE OF COMPULSORY COMPETENCIES
SHOULD SOME COMPETENCIES BE EMBEDDED AND
BE COMPULSORY IN ALL JOBS COMPANY-WIDE?
Reflect Core Values and Culture
Required in All Jobs
But How Many Competencies Can Be Measured?
Example:
These Four Competencies Are Required In All Jobs at Air Asia:
(1) Communication
(2) Flexibility
(3) Safety and Security
(4) Teamwork

27. © Lemon Pip Consulting Limited
(21) MEASURING LEVELS OF COMPETENCY ABILITY
Initial Approach:
Define Positive and Negative Behaviours
Advanced Approach:
Define Levels of Demonstrated Ability

28. © Lemon Pip Consulting Limited
STAGE-7:
Advanced Concept: Target Levels of Competencies
Use E-D-C-B-A for “Target Levels”
Don’t Confuse With 1-2-3-4-5 for “Performance Ratings”
(22) USING TARGET-LEVELS FOR COMPETENCIES

29. © Lemon Pip Consulting Limited
Target Levels of Demonstrated Ability:
A. Role-Model or Exceptional Perfect Mastery
B. Expert or Full Depth and Breadth
C. Advanced or Extensive Experience
D. Competent or Working Experience
E. Developing or Minimal Understanding
(23) USING TARGET-LEVELS FOR COMPETENCIES

30. © Lemon Pip Consulting Limited
(24) PERFORMANCE RATINGS ON COMPETENCIES
Performance Ratings Based Upon “Expectations”
5: Outstanding: Significantly Exceeds Target
4: Excellent: Exceeds Target-Level
3: Well Done: Meets Target-Level
2: Developing: Almost Meets Target-Level
1: Unsatisfactory: Falls Below Target-Level

31. © Lemon Pip Consulting Limited
(25) PUSHING COMPETENCIES DEEPER …
Pushing Competencies Deeper into the Company:
• Improved Recruitment and Selection
• Improved Assessment of Potential
• Improved Performance Appraisal Process
• Common Language to Describe Effectiveness
• Self-Assessment and Self-Development
• Basis of Coaching and L&D Initiatives
• Develops Internal Organisational Culture
• Supports Building Successful Teams

32. © Lemon Pip Consulting Limited
Tuesday 31st May and Wednesday 1st June:
20th Annual Middle East C&B Forum in Dubai.
(26) COMING SOON – NEXT WEEK !

33. © Lemon Pip Consulting Limited
(27) ANY QUESTIONS ?
Any Questions ?
Or contact me for future consulting support:
robert@lemon-pip.com

34. © Lemon Pip Consulting Limited
Using Competencies in Performance Management
Presentation Facilitator: Robert Mosley
Location: Webinar by Informa
Presentation Title: Using Competencies in PM
Contact Email: robert@lemon-pip.com
Presentation Date: Tuesday 24th May 2016
Presentation Time: 16:30pm to 17:30pm (UAE)