Abstract

The integration of process management with human performance management at a global financial services company is structured by a competency model. The model uses analyses of process maps to identify the competencies needed to implement core processes. The model links core processes with a competency menu and with position profiles. For the subject company, this produced 15 key competencies for about 50 processes. For example, analysis of the New Customer Origination core process involved three levels: the core process level itself; the sourcing subprocess level; and the sub-subprocess level, which included the identification, qualification, and contact of prospects. Then, the subprocesses made links to behaviors like making cold calls to prospects and following up with them. This analysis produced competencies on: being tenacious about growth; relationship selling; and the resilience needed for transforming criticism into opportunity. A vital element of the process-driven human performance system is the writing of position profiles. These are better than job descriptions, for the profiles integrate competency, process, and strategic requirements. The subject company wrote over 100 profiles, each one explicitly linked to each level and subprocess of its respective core processes. The key component of this human performance system is performance management. It has four elements: planning of actions that create measurable performance objectives; coaching of employees in implementing their actions; developing competencies by using behavioral standards and performance gap analysis; and evaluating performance. Tools of the system include an annual performance plan and a long-term development plan.