Core and Functional Competency Models and Performance Appraisal System for a Major Airline Company
This airline company is one of the leading and well-established airlines with around 2,000 staff providing services to more than 30 passenger destinations across Asia. It also offers a wide variety of flexible holiday packages which cater to both business and leisure travelers.
The Company was looking to develop a core competency model and functional competency models for individual departments that guide employees to think, behave and learn in a way that upholds its value system and culture.
It was believed that developing core and functional competencies which usually go hand-in-hand would help equip staff with the necessary attitudes and capabilities for higher performance. When staff can identify clearly what is expected of them in terms of behavior on the job, they can perform more successfully. In fact, well-designed competency models provide a steering mechanism for a sound education and development strategy and thus deliver real, long-term value to any business.
Leadingenes started the project with an in-depth research on the Company’s mission, vision and business challenges which the competency models should address. Then Leadingenes conducted structured interviews with selected individual staff and focus groups, as well as went through the job descriptions and organization charts to identify and validate job requirements. After the models had been approved by the Management, the Company’s performance appraisal system was redesigned to incorporate the core competency models.
Upon completion of the project, some communication-centric change management effort had been made to help business leaders and the entire population understand the reasons for the change, plus the application of the newly-developed competency models and the performance appraisal system including business goals setting.
The Project was sealed with a skills-transfer program to ensure that the HR team had a good understanding about the development, application and maintenance of the competency models. In this regard, the skills-transfer program included briefing sessions for the Human Resources Team and the provision of performance appraisal manuals.
The project was developed and delivered to the complete satisfaction of the client. The competency models were found to be effective tools that let staff fully understand the Company’s expectation of them. The series of communication sessions on the competency models and the new face of the performance appraisal system greatly contributed to an aligned understanding of these new human resources processes throughout the company.