Performance management PEMT

(unchanged)

Improving organisational performance by developing the performance of individuals and workgroups to meet agreed objectives with measurable results.

SFIA 9 is in development

SFIA 9 beta due in early July 2024
SFIA 9 planned for publication October 2024

Guidance notes

(modified)

The term workgroup is used to be inclusive of different organisational structures. A workgroup is a collection of people working together on interdependent tasks to achieve shared objectives. This includes, but is not limited to, permanent/business-as-usual teams, cross-functional teams, squads or workgroups formed to deliver a specific outcome.

Activities may include, but are not limited to:

setting workgroup objectives aligned to organisational drivers
supporting individual growth to achieve objectives
forming effective teams
developing effective working relations within the workgroup
developing effective working relations with other workgroups, partners and individuals who they collaborate with to achieve workgroup objectives.

Understanding the responsibility levels of this skill

Where lower levels are not defined...

Specific tasks and responsibilities are not defined because the skill requires a higher level of autonomy, influence, and complexity in decision-making than is typically expected at these levels. You can use the essence statements to understand the generic responsibilities associated with these levels.

Where higher levels are not defined...

Responsibilities and accountabilities are not defined because these higher levels involve strategic leadership and broader organisational influence that goes beyond the scope of this specific skill. See the essence statements.

Developing skills and demonstrating responsibilities related to this skill

The defined levels show the incremental progression in skills and reponsibilities.

Where lower levels are not defined...

You can develop your knowledge and support others who do have responsibility in this area by:

Learning key concepts and principles related to this skill and its impact on your role
Performing related skills (see the related SFIA skills)
Supporting others with tasks (generic examples are provided by the essence statements for each level)

Where higher levels are not defined...

You can progress by developing related skills which are better suited to higher levels of organisational leadership.

Levels

Defined at these levels:

Click to learn why SFIA skills are not defined at all 7 levels.

Show/hide extra descriptions and levels.

Level 1

Level 1 - Follow: Essence of the level: Performs routine tasks under close supervision, follows instructions, and requires guidance to complete their work. Learns and applies basic skills and knowledge.

Level 2

Level 2 - Assist: Essence of the level: Provides assistance to others, works under routine supervision, and uses their discretion to address routine problems. Actively learns through training and on-the-job experiences.

Level 3

Level 3 - Apply: Essence of the level: Performs varied tasks, sometimes complex and non-routine, using standard methods and procedures. Works under general direction, exercises discretion, and manages own work within deadlines. Proactively enhances skills and impact in the workplace.

Performance management: Level 4

Level 4 - Enable: Essence of the level: Performs diverse complex activities, supports and supervises others, works autonomously under general direction, and contributes expertise to deliver team objectives.

(unchanged)

Provides operational direction, support and guidance to assigned colleagues.

Allocates routine tasks or project work, in line with team objectives and individual capabilities. Monitors quality and performance against agreed criteria to make learning recommendations or to escalate concerns.

Coaches colleagues in developing target skills and capabilities in line with team and personal goals.

Facilitates effective working relationships between team members.

Performance management: Level 5

Level 5 - Ensure, advise: Essence of the level: Provides authoritative guidance in their field and works under broad direction. Accountable for achieving workgroup objectives and managing work from analysis to execution and evaluation.

(modified)

Forms, maintains and leads workgroups and individuals to achieve organisational objectives.

Determines and delegates objectives and task responsibilities to individuals or teams, including people management responsibilities as appropriate. Sets the quality, performance and capability targets in line with organisational goals. Monitors performance and working relationships and provides effective feedback to address individual issues.

Encourages individual development of skills and capabilities in line with team and personal goals. Facilitates the development of individuals by adjusting workload, targets, and team capacity.

Plays an active role in formal organisational processes such as recruitment, reward, promotion and disciplinary procedures.

Performance management: Level 6

Level 6 - Initiate, influence: Essence of the level: Has significant organisational influence, makes high-level decisions, shapes policies, demonstrates leadership, fosters organizational collaboration, and accepts accountability in key areas.

(unchanged)

Determines and delegates people management and functional management objectives and responsibilities.

Creates and sets the direction for multiple workgroups to achieve strategic organisational objectives. Sets strategy for quality and performance measurement in line with organisational goals.

Provides a work environment and resources that allow individuals and workgroups to perform their tasks efficiently.

Leads the implementation of formal organisational processes such as recruitment, reward, promotion and disciplinary procedures.

Level 7

Level 7 - Set strategy, inspire, mobilise: Essence of the level: Operates at the highest organisational level, determines overall organisational vision and strategy, and assumes accountability for overall success.