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O/CC/63/4

ORIGINAL: ENGLISH

DATE: JUNE 23, 2010

WIPO Coordination Committee

Sixty-Third (41stOrdinary) Session

Geneva, Septemer !" to !#, !"1"

PERFORMANCE MANAGEMENT AND STAFF DEVELOPMENT SYSTEM (PMSDS)

Memorandum by the Director General

1. The new Performance Management an Staff De!e"o#ment S$%tem (PMSDS) wa% off&c&a""$ "a'ncheacro%% PO (an *POV) &n A#r&" +,,-. The PMSDS &% a /e$ &n&t&at&!e of the Strateg&c Rea"&gnment

Program where &t %'##ort% the core !a"'e of 0Acco'nta1&"&t$ for Re%'"t%2 an 0or/&ng a% One2.

2. The PMSDS f'nct&ona"&t$ &% 1e&ng e#"o$e &n three #ha%e%3 each #ha%e 1e&ng %'##orte 1$ a

com#rehen%&!e comm'n&cat&on #roce%%3 feat'r&ng forma" an &nforma" tra&n&ng thro'gh a m&4 of forma"

wor/%ho#%3 coach&ng %e%%&on%3 an %taff 1r&ef&ng%.

3. The f&r%t #ha%e (Pha%e ) of the PMSDS &ntro'ce a new f&!e5#o&nt rat&ng %ca"e for #erformance

e!a"'at&on w&th a manator$ meet&ng to &%c'%% #erformance 1etween a"" %'#er!&%or% an the&r

%'#er!&%ee%. Pha%e wa% %'cce%%f'" &n &t% a&m%6 a com#"&ance rate of -78 wa% ach&e!e regar&ng

the e%ta1"&%hment an f&na"&9at&on of the PMSDS re#ort%: there wa% a goo mea%'re of &%tr&1't&onacro%% the three new rat&ng% for effect&!e #erformance: an3 wh&"e there were a %ma"" n'm1er of

conte%te ca%e%3 on"$ one '"t&mate"$ ha reco'r%e to the %$%tem of am&n&%trat&on of ;'%t&ce. The

&ntro'ct&on of a manator$ &a"og'e 1etween the %'#er!&%or% an %'#er!&%ee% on #erformance

o1;ect&!e% an e!e"o#ment nee% a"%o contr&1'te to a %'1%tant&!e &m#ro!ement &n &nforma"

comm'n&cat&on.

4. The %econ #ha%e &ntro'ce eta&"e #"ann&ng f'nct&ona"&t$ for %taff wor/ an e!e"o#ment3 w&th

e4#"&c&t "&n/age to the e4#ecte re%'"t% eta&"e &n the +,


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O>CC>?@>#age +

5. An e4ten%&!e tra&n&ng #rogram for a"" %taff3 e!e"o#e w&th an e4terna" #artner wa% 'nerta/en &n

%'##ort of the new f'nct&ona"&t$ of Pha%e 3 w&th manator$ wor/%ho#% on SMART o1;ect&!e %ett&ng3

the com#etenc$ moe"3 an #erformance e!a"'at&on5re"ate comm'n&cat&on %/&""%. n a""3 %ome


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P$S%S & G'ideines (ersion !)

O>CC>?@>ANNEH

Per*orman+e $anaement andSta** %eveopment System

G'ideines

Tae o* Contents

1 IT.O%/CTIO0000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000!

! 2$I3I2.IIG 5O/.SE3 WIT6 P$S%S000000000000000000000000000000000000000000000000000000000000000000!

7 O33OWIG T6E P$S%S C5C3E00000000000000000000000000000000000000000000000000000000000000000000000000000007

@.< DETERMNNGTEEHPECTEDTEAMPERFORMANCEFORTE*PCOMNGYEAR...................@@.+ PREPARNGANDCOND*CTNGPMSDS MEETNG(S)...........................................................@@.@ EVAL*ATNGPERFORMANCEOFTEPASTPMSDS CYCLEANDPLANNNGPERFORMANCE

FORTE*PCOMNGPMSDS CYCLE.................................................................................@. PROVDNGCONTN*O*SFEEDACID*RNGTEYEAR......................................................J@.J COND*CTNGANNTERMREVE......................................................................................J@.? CLOSNGTECYCLE(EVAL*ATON)ANDCREATNGANECYCLE(PLANNNG)....................J

4 E23/2TIG PE.O.$2CE O T6E P2ST P$S%S C5C3E0000000000000000000000000000000008

.< DETALEDPERFORMANCEEVAL*ATON...............................................................................J

.+ OVERALLPERFORMANCEEVAL*ATON................................................................................?8 P32IG PE.O.$2CE O. T6E E9T P$S%S C5C3E00000000000000000000000000000000000:

J.< DENTFCATONOFORI5RELATEDO=ECTVES................................................................KJ.+ SPECFYNGIEYCOMPETENCES.......................................................................................7J.@ DENTFCATONOFDEVELOPMENT5RELATEDO=ECTVES....................................................-J. DENTFCATONOFTRANNGNEEDS..................................................................................-J.J NTERDEPENDENCESETEENO=ECTVES3 IEYCOMPETENCESANDTRANNGNEEDS...


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P$S%S - G'ideines (ersion !)

O>CC>?@>Anne4 #age +

1IT.O%/CTIO

The ma&n #'r#o%e of the PMSDS &% to &m#ro!e POB% #erformance to the m't'a" 1enef&t

of the Organ&9at&on an the #eo#"e wor/&ng &n &t.

A"&gnment3 ca#a1&"&t$ an mot&!at&on are the /e$ h'man factor% of h&gh5#erform&ng

organ&9at&on% toa$. The PMSDS &% therefore e4#ecte to fac&"&tate6

- C"o%er alignmentof #eo#"e w&th the %trateg&c goa"% of PO:

- S$%temat&c an #roact&!e staff development:

- Cont&n'o'%dialog1etween %'#er!&%or% an em#"o$ee% to generate common'ner%tan&ng an engagement.

The foc'% of the %$%tem &% on the futurea% the #a%t cannot 1e change. Ne!erthe"e%%3 &t

&% &m#ortant to &%c'%% an e!a"'ate the #a%t to6

- Ac/now"ege goo #erformance:

- ent&f$ area% for f'rther e!e"o#ment:

- Learn from e4#er&ence for cont&n'o'% &m#ro!ement:

- Proact&!e"$ are%% 'ner #erformance.

!2$I3I2.IIG 5O/.SE3 WIT6 P$S%S

Rea thro'gh th&% oc'ment to fam&"&ar&9e $o'r%e"f w&th the conce#t% an com#onent% of

PMSDS. n a&t&on3 !&%&t the PMSDS &ntranet #agefor more &nformat&on3 wh&ch ma$

1e '#ate an>or amene from t&me to t&me6

- PMSDS Fre'ent"$ A%/e 'e%t&on%

- A&t&ona" nformat&on6

*ner%tan&ng the PMSDS Rat&ng Sca"e

E4am#"e% of Performance n&cator%

POB% Corean Manager&a"Com#etenc&e%

ent&f$&ng Tra&n&ng Nee% Are%%&ng *ner Performance

- Sam#"e of a PMSDS c$c"e re#ort

- PMSDS Re"ate Off&ce n%tr'ct&on% an nformat&on C&rc'"ar%

- PMSDS Foca" Po&nt% &n PO

- ePMSDS *%er Man'a"
http://intranet.wipo.int/homepages/hr/en/hrtopics/pmsds_general.htmlhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_rating_scale_definitions.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_performance_indicators.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_core_competencies.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_managerial_competencies.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_training_needs.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_under_performance.pdfhttp://intranet.wipo.int/homepages/hr/en/hrtopics/pmsds_general.htmlhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_rating_scale_definitions.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_performance_indicators.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_core_competencies.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_managerial_competencies.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_training_needs.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_under_performance.pdf


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O>CC>?@> Anne43 #age

7O33OWIG T6E P$S%S C5C3E

Performance management an %taff e!e"o#ment &n the PMSDS &% aprocess thro'gho't

the $ear3 not a one5t&me e!ent3 shared 1$ the &rect %'#er!&%or an the em#"o$ee.

The PMSDS c$c"e &% a"&gne to the calendar$ear. Th&% fac&"&tate% the &ent&f&cat&on of

&n&!&'a" o1;ect&!e% &n "&ne w&th the 1&enn&a" Program an 'get an the re"ate ann'a"

wor/#"an% of organ&9at&ona" 'n&t%.

The creat&on an fo""ow5'# of a PMSDS c$c"e &% %'##orte 1$ ePMSDS3 an T Too"

e!e"o#e &nterna""$ 1$ the T D&!&%&on to %'##ort the PMSDS #roce%%e%. t &% a f'""$

e"ectron&c %$%tem &nc"'&ng e"ectron&c %&gnat're% wh&ch 1r&ng% to an en the #roce%%&ng of

#a#er51a%e PMSDS re#ort%. n th&% conte4t3 e"ectron&c %&gnat're mean% the e4ec't&on of

a 0S&gn5off2 act&on &n ePMSDS 1$ wh&ch the c'rrent '%er & an ate>t&me of the e4ec't&on

&% %tore e"ectron&ca""$ &n the %$%tem. Once the &rect %'#er!&%or an the em#"o$ee %&gn5

off the P"ann&ng3 nter&m Re!&ew or E!a"'at&on &n ePMSDS3 &t w&"" not 1e #o%%&1"e to f'rther

mo&f$ the &nformat&on &n the %ame %tage &n ePMSDS. A"" reference% to 0%&gnat're%2 an

0S&gn5off2 &n the%e g'&e"&ne%3 a% we"" a% re"ate Off&ce n%tr'ct&on% an oc'ment%3 refer

to %'ch e"ectron&c %&gnat're%.

%eterminin the Expe+ted Team Per*orman+e *or the /p+omin 5ear

To*ard$ the end o& the year

Towar% the en of a $ear3 a 'n&t meet&ng %ho'" 1e con'cte &n wh&ch the team &%

&ntro'ce to the o!era"" %trateg$ of the re"ate #rogram an the act&!&t&e% #"anne there

'ner for the '#com&ng $ear (%ee 1&enn&a" Program an 'get an ann'a" or/#"an%).

D&%c'%% w&th the em#"o$ee% the team o1;ect&!e% an e4#ecte re%'"t% &n re"at&on to the%eact&!&t&e% an e!e"o# together a #"an on how to &m#"ement them. ent&f$ #o%%&1"e

&n&!&'a" a%%&gnment% for the !ar&o'% &n&t&at&!e%. A"" team mem1er% %ho'" ha!e a c"ear

'ner%tan&ng of what &% e4#ecte from the 'n&t o!era"" an what &% the&r &n&!&'a" ro"e

an re%#on%&1&"&t$ for the %'cce%% of the 'n&t an of the Organ&9at&on.

Preparin and Cond'+tin P$S%S $eetin(s)

+t the end o& the year,be(innin( o& the ne-t year

A""ocate %'ff&c&ent t&me to #re#are an con'ct the PMSDS meet&ng(%). efore the meet&ng%3

ref"ect a1o't the #erformance 'r&ng the #a%t #er&o an e!e"o# &ea% for the ne4t PMSDS

c$c"e. D'r&ng the f&r%t meet&ng e4change $o'r !&ew% an &ea% a1o't the e!a"'at&on an the#"ann&ng.

For more &nformat&on %ee the cha#ter% of th&% oc'ment6

- E!a"'at&ng Performance of the Pa%t PMSDS C$c"e

- P"ann&ng Performance for the *#com&ng PMSDS C$c"e

- *ner%tan&ng the Ro"e of the Em#"o$ee3 the D&rect S'#er!&%oran theRe!&ew&ng Off&cer


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After the f&r%t meet&ng3 the &nformat&on %ho'" 1e entere &nto ePMSDS an 1oth3 the

&rect %'#er!&%or an the em#"o$ee3 %ho'" ta/e a few a$% to ref"ect on the e!a"'at&on

an the #"ann&ng 1efore meet&ng a %econ t&me to f&na"&9e &t. n ca%e of #er%&%t&ng

&%agreement on the e!a"'at&on3 the re!&ew&ng off&cer %ho'" 1e &n!o"!e a% me&ator.

The e!a"'at&on %ho'" on"$ 1e %&gne 1$ the &rect %'#er!&%or3 the em#"o$ee an the

re!&ew&ng off&cer once the me&at&on #roce%% ha% 1een com#"ete.

For an$ c"ar&f&cat&on% or other #erformance management an %taff e!e"o#ment5re"ate

'e%t&on%3 contact $o'r PMSDS foca" #o&nt an>or RMD.

P"ea%e note3 the recore &nformat&on m'%t 1e #ro!&e &n e&ther Englishor French3

whate!er &% the '%'a" "ang'age of comm'n&cat&on 1etween the em#"o$ee an &rect

%'#er!&%or. f th&% &% not o1!&o'%3 conf&rm the "ang'age beforehand. owe!er3 the

em#"o$eeB% comment% (mae &n an$ of the three %&gn5off %ect&on% of ePMSDS) an the

re!&ew&ng off&cerB% comment% ma$ 1e #ro!&e &n e&ther of the two "ang'age%.

Eva'atin Per*orman+e o* the Past P$S%S Cy+e and Pannin Per*orman+e *orthe /p+omin P$S%S Cy+e

ntil March 31 o& the year

Once the e!a"'at&on ha% 1een com#"ete &nc"'&ng the &nformat&on recore 1$ the

em#"o$ee3 &t %ho'" 1e f&r%t %&gne off 1$ the &rect %'#er!&%or an then 1$ the em#"o$ee

&n the O!era"" E!a"'at&on an S&gn5off Sect&on.

Ne4t3 the re!&ew&ng off&cer %ho'" #ro!&e h&%>her fee1ac/ an %&gn off the e!a"'at&on. n

ca%e of &%agreement an>or comment% of the re!&ew&ng off&cer3 the e!a"'at&on wo'"

nee to 1e %&gne off aga&n 1$ the em#"o$ee.

S&m'"taneo'%"$ a"ong w&th the e!a"'at&on3 the ne4t PMSDS c$c"e %ho'" 1e &n&t&ate 1$

the &rect %'#er!&%or to reg&%ter the #"ann&ng. The eta&"e #"ann&ng &nformat&on can 1e

recore &n ePMSDS 1$ the &rect %'#er!&%or an the em#"o$ee.

Once the #"ann&ng ha% 1een com#"ete &nc"'&ng the comment% 1$ the em#"o$ee3 &t

%ho'" f&r%t 1e %&gne off 1$ the &rect %'#er!&%or an then 1$ the em#"o$ee &n the

P"ann&ng S&gn5off Sect&on.

A"" concerne #art&e% %ho'" ha!e %&gne off the e!a"'at&on an the #"ann&ng at the "ate%t

1$ March @< of the $ear.


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Providin Contin'o's eeda+= d'rin the 5ear

Throu(hout the year

On an ongo&ng 1a%&%3 the &rect %'#er!&%or an the em#"o$ee wo'" nee to &%c'%% anfo""ow5'# on the wor/ an e!e"o#ment5re"ate o1;ect&!e%3 /e$ com#etenc&e% an

&ent&f&e tra&n&ng nee%.

Cond'+tin an Interim .evie>

When re/ue$ted durin( the year

n genera"3 the &nter&m re!&ew &% not o1"&gator$3 1't can 1e re'e%te 1$ e&ther the

&rect %'#er!&%or or the em#"o$ee (&n wh&ch ca%e3 the &nter&m re!&ew %ho'" 1e he").

t &% recommene3 howe!er3 to con'ct an &nter&m re!&ew when6

- There &% a mar/e change in the objectives3 for e4am#"e3 when newre%#on%&1&"&t&e% are a""ocate or #r&or&t&e% ha!e change:

- There &% a ma;or concern related to the performanceof the em#"o$ee toa!o& %'r#r&%e% at the $ear5en:

- The last overall ratingof #erformance wa% of concern(0meet% #art"$2 an0oe% not meet2 e4#ectat&on%).

The change% &n o1;ect&!e% %ho'" 1e ref"ecte &n the Re!&%e P"ann&ng Sect&on of the

&nter&m re!&ew. Comment% concern&ng the change% an>or concern% %ho'" 1e

#ro!&e &n the nter&m Re!&ew S&gn5off Sect&on. The &rect %'#er!&%or oe% not#ro!&e a rat&ng of the em#"o$eeB% #erformance &n the &nter&m re!&ew. The em#"o$ee

can a h&%>her comment%3 &f an$. The &nter&m re!&ew %ho'" 1e ate an %&gne 1$

the &rect %'#er!&%or an the em#"o$ee &n the nter&m Re!&ew S&gn5off Sect&on.

Cosin the Cy+e (Eva'ation) and Creatin a e> Cy+e (Pannin)

+t the end o& the year, be(innin( o& the ne-t year

Pre#are an con'ct PMSDS meet&ng% an recor the &nformat&on &n ePMSDS a%

e%cr&1e a1o!e 1$ March @< of the ne4t $ear.

4E23/2TIG PE.O.$2CE O T6E P2ST P$S%S C5C3E

n PMSDS3 &t &% the &rect %'#er!&%or who g&!e% the rat&ng% an ma/e% re"ate comment%

on the em#"o$eeB% #erformance. Ne!erthe"e%% &t &% !er$ &m#ortant that the &rect

%'#er!&%or "&%ten% to an ta/e% &nto acco'nt the em#"o$eeB% !&ew on h&%>her own

#erformance 1efore ma/&ng f&na" ec&%&on%.

%etaied Per*orman+e Eva'ation

A eta&"e #erformance e!a"'at&on 'ner the E!a"'at&on Sect&on can on"$ 1e con'cte &f

the #"ann&ng &nformat&on wa% recore at the 1eg&nn&ng of the PMSDS c$c"e.

n that ca%e3 &%c'%% the re%'"t% ach&e!e 'ner the wor/ an e!e"o#ment5re"ate

o1;ect&!e% an how we"" the /e$ com#etenc&e% ha!e 1een emon%trate at wor/. f the


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o'tcome oe% not meet the e4#ectat&on%3 ana"$%e the rea%on%3 &ent&f$ "e%%on% "earnt an

'%e the f&n&ng% for the #"ann&ng of the ne4t PMSDS c$c"e.

f an o1;ect&!e &% 0not a##"&ca1"e2 an$more3 no rat&ng &% re'&re. The &rect %'#er!&%or

nee% to #ro!&e comment% &f the rat&ng &% 0e4cee%23 0#art"$ meet%2 or 0oe% not meet2

e4#ectat&on% or the o1;ect&!e &% 0not a##"&ca1"e2 an$more. The %ame a##"&e% to core an

manager&a" com#etenc&e% &f the rat&ng &% 0e4ce#t&ona""$23 0#art"$2 or 0not2 emon%trate.

n a&t&on3 the &rect %'#er!&%or %ho'" "&%t &n the E!a"'at&on Sect&on an$ ach&e!ement%

1e$on the one% oc'mente 'ner the o1;ect&!e% an>or other contr&1't&on% of the

em#"o$ee3 for e4am#"e3 the #art&cat&on &n f'nct&ona" wor/&ng gro'#% or off&c&a" PO

oar%.

oth of $o' m&ght want to &%c'%% the o!era"" rat&ng an comment% after the eta&"e

e!a"'at&on to close the past1efore mo!&ng the &%c'%%&on forward to the future.

Overa Per*orman+e Eva'ation

The o!era"" rat&ng cannot 1e ca"c'"ate from the eta&"e rat&ng%3 a% the eta&"e rat&ng%

are not we&ghte. For e4am#"e3 for eterm&n&ng the o!era"" rat&ng of an em#"o$eeB%

#erformance3 a h&gh rat&ng for the %'cce%%f'" &m#"ementat&on of a ma;or #ro;ect &n PO

wo'" 1e m'ch more re"e!ant than a "ow rat&ng for the fa&"&ng of a "ang'age e4am.

Ne!erthe"e%%3 eta&"e rat&ng% an comment%3 an o!era"" rat&ng an comment% %ho'" 1e

con%&%tent.

A% a genera" g'&e"&ne3 5 to 15 per centof POB% em#"o$ee% ma$ 1e rate a% 0E4cee%

e4#ectat&on%2.

Exceedse4#ectat&on% Outstanding#erformance

Fullymeet% e4#ectat&on% Effective#erformance

Largely meet% e4#ectat&on%

Partlymeet% e4#ectat&on% nder#erformance

!oes notmeet e4#ectat&on%

Em#"o$ee% w&th a rat&ng 2F'""$ meet% e4#ectat&on%2 an 2Large"$ meet% e4#ectat&on%2 areeffect&!e #erformer% who%e o't#'t fa""% w&th&n the norma" range3 an the$ genera""$

con%t&t'te the "arge%t gro'# &n an organ&9at&on. f an em#"o$ee oe% not $et f'""$ meet the

e4#ectat&on% f'rther &m#ro!ement ma$ 1e enco'rage. Em#"o$ee% w&th a rat&ng of 2Part"$

meet% e4#ectat&on%2 an 2Doe% not meet e4#ectat&on%2 nee to &m#ro!e the&r

#erformance %&gn&f&cant"$. For more &nformat&on %ee *ner%tan&ng the PMSDS Rat&ng

Sca"ean E4am#"e% of Performance n&cator%.

The new rat&ng %ca"e oe% not ha!e an$ &rect corre%#onence to the rat&ng %ca"e of the

o" %$%tem of Per&o&ca" Re#ort%.

n a&t&on to the rat&ng3 the &rect %'#er!&%or can a o!era"" comment%. f the rat&ng &%

0e4cee%23 0#art"$ meet%2 or 0oe% not meet2 e4#ectat&on%3 comment% are o1"&gator$.
http://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_rating_scale_definitions.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_rating_scale_definitions.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_performance_indicators.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_performance_indicators.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_rating_scale_definitions.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_rating_scale_definitions.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_performance_indicators.pdf


9/25:



The o!era"" comment% m&ght conta&n6

- A %'mmar$ of #a%t #erformance &nc"'&ng com#etenc&e% an e!e"o#ment:

- Re"ate &ea% for f't're &rect&on%:

- An$ other &%%'e% re"ate to the PMSDS.

n POB% Staff Reg'"at&on% an Staff R'"e% an Off&ce n%tr'ct&on% there are e%ta1"&%he

am&n&%trat&!e con%e'ence% "&n/e to the #erformance of em#"o$ee%. For the #'r#o%e of

"&n/e am&n&%trat&!e con%e'ence% to #erformance3 the rat&ng% 0E4cee% e4#ectat&on%23

0F'""$ meet% e4#ectat&on%2 an 0Large"$ meet% e4#ectat&on%2 are con%&ere a%

%at&%factor$ %er!&ce an the rat&ng 0Doe% not meet e4#ectat&on%2 a% 'n%at&%factor$ %er!&ce.

The rat&ng 0Part"$ meet% e4#ectat&on%2 &% ne&ther con%&ere a% %at&%factor$ %er!&ce nor a%

'n%at&%factor$ %er!&ce. A% th&% rat&ng &% not con%&ere a% %at&%factor$ %er!&ce3 no %te#&ncrement w&"" 1e grante &f &t #er%&%t% for two con%ec't&!e c$c"e%. No %te# &ncrement w&""

1e grante &n ca%e of the rat&ng 0Doe% not meet e4#ectat&on%2.

Therefore3 the PMSDS &% an &m#ortant e"ement &n eterm&n&ng am&n&%trat&!e

con%e'ence%.

For the #'r#o%e of am&n&%trat&!e con%e'ence% "&n/e to PMSDS3 the "ate%t o!era""

rat&ng w&"" 1e ta/en &nto acco'nt t&"" a new one &% rece&!e 1$ RMD3 on or 1efore March

@< of the ne4t $ear (wh&ch &% the ea"&ne for c"o%&ng a PMSDS c$c"e).

There m&ght 1e e4ce#t&ona" ca%e% howe!er3 where the #erformance of an em#"o$ee ha%

mar/e"$ change for %e!era" month% an the o!era"" rat&ng g&!en at the 1eg&nn&ng of the

$ear ma$ no "onger 1e acc'rate for the eterm&nat&on of am&n&%trat&!e con%e'ence%

"ater &n the $ear. n %'ch ca%e%3 the &rect %'#er!&%or %ho'" con'ct an e!a"'at&on an

c"o%e the c'rrent c$c"e3 ta/&ng &nto acco'nt the %hortene #er&o of the c$c"e. Th&%

e!a"'at&on wo'" %'#er%ee the #re!&o'% one for the #'r#o%e of am&n&%trat&!e

con%e'ence%. A new c$c"e %ho'" 1e &n&t&ate for the rema&n&ng #er&o. f the %tart ate

of the new c$c"e &% &n the fo'rth 'arter of the $ear3 the c$c"e %ho'" 1e e%ta1"&%he from

the start date'nt&" the end of the next year(ma4&m'm


10/25CC>?@> Anne43 #age

n a&t&on to the core an manager&a" com#etenc&e% %#ec&f$ together '# to %&4 other

'a"&f&cat&on% &m#ortant to e"&!er the e4#ecte re%'"t% 'ner the wor/5re"ate o1;ect&!e%.

The$ ma$ co!er f'nct&ona" com#etenc&e% (e.g. #ro;ect management3 raft&ng %/&""%3

ana"$t&ca" th&n/&ng)3 techn&ca" e4#ert&%e>/now"ege (e.g. P Law3 T3 '%&ne%%

Am&n&%trat&on)3 "ang'age%3 off&ce a'tomat&on %/&""% (e.g. MS or3 MS E4ce")3 etc.

Identi*i+ation o* %eveopment-reated O?e+tives

n genera"3 the %ame #r&nc"e% a% for the wor/5re"ate o1;ect&!e% are !a"& for the

e!e"o#ment5re"ate o1;ect&!e%.

hen %ett&ng e!e"o#ment5re"ate o1;ect&!e%3 /ee#&n m&n the em#"o$eeB% wor/5re"ate

o1;ect&!e%3 c'rrent com#etenc&e% (e.g. %/&""%3 /now"ege)3 career #rogre%%&on an

#er%ona" &ntere%t% a% we"" a% the f't're nee% of the Organ&9at&on.

here #o%%&1"e3 1e %#ec&f&c a1o't the e4#ecte e!e"o#ment. For e4am#"e3 &n%tea ofwr&t&ng 0m#ro!e Eng"&%h2 &t wo'" 1e 1etter to #hra%e the o1;ect&!e a% 0Pa%% "e!e" @ &n

Eng"&%h at the e"" Schoo"2.

Identi*i+ation o* Trainin eeds

Determ&ne together w&th the em#"o$ee one to three tra&n&ng nee% &n re"at&on to the

o1;ect&!e% an /e$ com#etenc&e%.

The term 0tra&n&ng2 refer% to a"" learning activitieswh&ch wo'" he"# the em#"o$ee to

f'rther e!e"o# h&%>her %/&"" %et an therefore a"%o &nc"'e% tra&n&ng moa"&t&e% "&/e 0on the

;o12 an 0%e"f5%t'$2. The #'r#o%e of "earn&ng act&!&t&e% &n PO %ho'" 1e %een &n the

conte4t of the #erformance "e!e" of the em#"o$ee6

- Outstanding performers6 to %ta$ at the #ea/ of e4#ert&%e an>or &n#re#arat&on for f't're career #ro%#ect% &n "&ne w&th ta"ent management an%'cce%%&on #"ann&ng &n PO:

- Effective performers6 to /ee# com#etenc&e% &n "&ne w&th the e!o"!&ng nee% ofthe Organ&9at&on an to en%'re that the em#"o$ee rema&n% attract&!e &n the"a1o'r mar/et: "earn&ng act&!&t&e% for em#"o$ee% who%e #erformance oe% not$et f'""$ meet the e4#ectat&on% %ho'" %'##ort the f'rther enhancement of#erformance:

- nder performers6 to 1r&ng '# #erformance to the organ&9at&ona" %tanar.

S#ec&f$ together for a"" tra&n&ng nee% the tra&n&ng categor$ (e.g. com#etenc&e%)3 the

%'1;ect (a"wa$% &n Eng"&%h)3 the "e!e" (e.g. A!ance)3 the tra&n&ng moa"&t&e% (e.g. n5c"a%%

co'r%e3 On5the5;o1)3 the ;'%t&f&cat&on (e.g. C'rrent ;o1 re'&rement). For more &nformat&on

on tra&n&ng nee% an "earn&ng %t$"e% %ee ent&f$&ng Tra&n&ng Nee%
http://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_training_needs.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_training_needs.pdf


12/251"



Interdependen+ies et>een O?e+tives, @ey Competen+ies and Trainin eeds

The %ett&ng of o1;ect&!e%3 the %#ec&f&cat&on of /e$ com#etenc&e% an the &ent&f&cat&on of

tra&n&ng nee% %ho'" 1e 1'&"t on each other.

The fo""ow&ng e4am#"e &""'%trate% how o1;ect&!e%3 /e$ com#etenc&e% an tra&n&ng nee%

co'" re"ate to each other6

Wor=-reated

o?e+tive

A Sect&on ea ha% the wor/5re"ate o1;ect&!e to fac&"&tate the

e#"o$ment of a major change&n h&%>her team wh&ch w&""

hea!&"$ affect the wa$ the team &% wor/&ng c'rrent"$.

@ey +ompeten+ies n that ca%e3 &'ommunicating Effectively&3 an

&Promoting (nnovation and Learning)m&ght 1e &m#ortant

com#etenc&e% to "ea #eo#"e thro'gh the change #roce%%. At

the %ame t&me3 goo #ro;ect management %/&""% m&ght 1e&m#ortant a% we"".

%eveopment-

reated o?e+tives

To f'"f&" the wor/5re"ate o1;ect&!e% an to f'""$ emon%trate

the /e$ com#etenc&e% there m&ght 1e a nee to further

develop the communication and project management

s*illsof the Sect&on ea for wh&ch two e!e"o#ment5re"ate

o1;ect&!e% co'" 1e ef&ne.

Trainin needs Therefore3 a training course on effective communication

an a self%study of good practices in project

management m&ght 1e a##ro#r&ate tra&n&ng act&!&t&e% "&%te

'ner the tra&n&ng nee%.

;/%E.ST2%IG T6E .O3E O T6E E$P3O5EE

The PMSDS &% 1'&"t on a fr'&tf'" an ongo&ng &a"og 1etween %'#er!&%or% an em#"o$ee%

a1o't wor/3 e!e"o#ment an f't're &rect&on%.

A% an em#"o$ee3 &t &% $o'r re%#on%&1&"&t$ to familiari+e$o'r%e"f w&th the PMSDS an to

contributeto the %$%tem to the 1e%t of $o'r /now"ege an a1&"&t$.

/nderstandin and 2ssessin 5o'rse*

,hin* aheada1o't $o'r #a%t #erformance3 com#etenc&e%3 %trength% an wea/ne%%e%3

tra&n&ng nee% an &ntere%t%. Tr$ to %ee $o'r%e"f from %omeone e"%eB% #o&nt of !&ew. ow

wo'" $o' rate $o'r%e"f e aware that $o'r &rect %'#er!&%or can on"$ e!a"'ate &n

#art&c'"ar $o'r com#etenc&e% &n the wa$ $o' ha!e emon%trate them at wor/.

hen $o' com#are $o'r%e"f w&th other%3 ta/e $o'rpeersan not $o'r %'#er!&%or% or

%'#er!&%ee%. Rea the #"ann&ng for the #a%t #er&o an th&n/ a1o't $o'r ach&e!ement%

an the #rogre%% that $o' ha!e mae.


13/2511



Pre#are $o'r &ea% for the ne4t #er&o. hat t$#e of wor/ rea""$ %'&t% $o' an how co'"

$o' contr&1'te e!en more to $o'r 'n&t>team an the Organ&9at&on hat wo'" $o' "&/e to

#"an for the f't're Tr$ to &ent&f$ new wor/ an e!e"o#ment5re"ate o1;ect&!e%3 re'&re

/e$ com#etenc&e% an tra&n&ng nee%.

2ttendin the P$S%S $eetin(s) and Providin eeda+=

Come o#en5m&ne an we"" #re#are to the PMSDS meet&ng% an #ro!&e $o'r &rect

%'#er!&%or w&th an hone%t an con%tr'ct&!e fee1ac/ a1o't $o'r%e"f3 $o'r wor/&ng

en!&ronment3 $o'r &ea%3 an $o'r a%#&rat&on% for the f't're.

At the en of the e!a"'at&on #roce%%3 %tate $o'r agreement>&%agreement w&th the

e!a"'at&on3 ma/e comment% &f e%&re3 an %&gn off &n ePMSDS w&th&n


14/251!



oo>-'p d'rin the 5ear

D'r&ng the $ear3 on an ongo&ng 1a%&%3 re!&ew the #"ann&ng an6

-E!a"'ate $o'r%e"f aga&n%t $o'r o1;ect&!e% an /e$ com#etenc&e%:

- Pro!&e fee1ac/ to $o'r &rect %'#er!&%or regar&ng #rogre%%:

- Ta/e correct&!e mea%'re% where nece%%ar$:

- n ca%e of #ro1"em%3 tac/"e them wh&"e the$ are %t&"" %ma"": &%c'%% them&mme&ate"$ w&th $o'r &rect %'#er!&%or an>or co""eag'e%:

- Fo""ow5'# on $o'r &ent&f&e tra&n&ng nee%:

- r&te own $o'r ach&e!ement%:

- f $o'r f'nct&ona" ro"e an>or the o1;ect&!e% change 'r&ng the $ear re'e%t an&nter&m re!&ew from $o'r &rect %'#er!&%or.

:/%E.ST2%IG T6E .O3E O T6E S/PE.ISO.

Manag&ng an e!e"o#&ng #eo#"e are core management f'nct&on% of an$ moern

organ&9at&on toa$. The PMSDS ha% 1een e%&gne to forma"&9e an fac&"&tate th&%

process.

A% a &rect %'#er!&%or of an em#"o$ee &t &% $o'r re%#on%&1&"&t$ to familiari+e$o'r%e"f

w&th the PMSDS3 to en%'re that &t &% consistentlyan correctlya##"&e to the 1e%t of

$o'r /now"ege an a1&"&t$3 an to lead the employeethro'gh the PMSDS c$c"e.

f $o' 1ecome the new %'#er!&%or of em#"o$ee(%) 'r&ng a PMSDS c$c"e3 $o' w&"" 1e &n

charge of the correct an con%&%tent a##"&cat&on of the PMSDS for the em#"o$ee(%). Yo'

%ho'" &%c'%% w&th the former %'#er!&%or% the mo%t recent PMSDS c$c"e of the

concerne em#"o$ee(%) an the #erformance &n re"at&on to &t. The former %'#er!&%or m'%t

#ro!&e $o' in writingw&th h&%>her !&ew on the o!era"" rat&ng of the #erformance for the

e!a"'at&on #er&o '# to han&ng5o!er>tran%fer for each em#"o$ee &n&!&'a""$3 e&ther 1$ e5

ma&" or 1$ an &nterna" memoran'm3 w&th a co#$ to the re%#ect&!e em#"o$ee.

The a%%e%%ment of the former %'#er!&%or %ho'" 1e ta/en &nto acco'nt an we&ghte &n

accorance w&th the #ro#ort&on of the re#ort&ng #er&o co!ere 1$ the former %'#er!&%or.

P"ea%e note that $o'r own %'#er!&%or w&"" e!a"'ate $o' on how we"" $o' ha!e a##"&e the

PMSDS w&th&n $o'r team.


15/2517



3eadin the Empoyee thro'h the P$S%S Cy+e

Pre#are an con'ct e!a"'at&on meet&ng% w&th a"" em#"o$ee% 'ner $o'r &rect

%'#er!&%&on who fa"" w&th&n the %co#e of the PMSDS. A##"$ the fo""ow&ng #r&nc"e%6

- A""ocate %'ff&c&ent t&me to con'ct the meet&ng(%) an a""ow am#"e t&me for the&%c'%%&on:

- Se"ect a '&et3 comforta1"e an a##ro#r&ate "ocat&on: a!o& &nterr'#t&on%3 &f#o%%&1"e %&t a%&e (not o##o%&te to) the #er%on3 an #'t h&m>her at ea%e:

- Enco'rage the em#"o$ee% to %e"f5re!&ew an g&!e fee1ac/: "&%ten to the&r &ea%an concern%: ma/e no f&na" ec&%&on% on the rat&ng 1efore ta/&ng &nto acco'ntthe em#"o$ee%B !&ew% on the&r own #erformance3 1't a"wa$% rema&n &n contro"of the meet&ng:

- hen #ro!&&ng fee1ac/ to the em#"o$ee6

start with the strengthsrather than &n a ranom manner or w&thwea/ne%%e%:

1e %#ec&f&c3 %oft on the #er%on 1't har on the %'1;ect:

#ro!&e solutionsrather than ;'%t cr&t&c&%m:

#"ace em#ha%&% on #o%&t&!e re&nforcement:

o not refer to &nc&ent% outsidethe e!a"'at&on #er&o3 1a%e $o'r

e!a"'at&on on the who"e #er&o an not on"$ on recent e!ent%:

- *%e the occa%&on to ac/now"ege goo #erformance an than/ the em#"o$eefor &t:

- F&n agreement on the new o1;ect&!e%3 /e$ com#etenc&e% an tra&n&ng nee%3to en%'re 1'$5&n from the em#"o$ee3 where #o%%&1"e:

-Do not ma/e an$ %tatement% that are not ;o15re"ate e.g. #er%ona" "&fe3 age3re"&g&on3 gener3 #regnanc$3 etc.:

- Sta$ ca"m an re%#ectf'" 'ner a"" c&rc'm%tance%.

En%'re that the #a%t PMSDS c$c"e &% com#"ete an the '#com&ng PMSDS c$c"e &%

&n&t&ate &n t&me.

D'r&ng the $ear3 &n&t&ate f'rther occa%&on% for &a"og an a""ocate t&me for fo""ow5'#. n

ca%e of #ro1"em%3 tac/"e them wh&"e the$ are still small: &%c'%% &mme&ate"$ an &n

#r&!ate: document the issues: &f #ro1"em #er%&%t% $o' m&ght con%&er an &nter&m re!&ew.

Sho>in .e+onition

Ac/now"egement of goo #erformance &% &m#ortant for %taff mot&!at&on an therefore a

!&ta" com#onent of moern #erformance management an %taff e!e"o#ment.

A##"$ the fo""ow&ng #r&nc"e%6

- 'elebrateteam>'n&t ach&e!ement% an ac*nowledgean communicate&n&!&'a" ach&e!ement% when the$ ha##en 'r&ng the $ear:

- .aintain a list of achievementsto 1e referre to at the en of the $ear when

the ne4t PMSDS re#ort w&"" 1e e%ta1"&%he.


16/2514



2ddressin /nder Per*orman+e

Dea"&ng w&th 'ner #erformance &% one of the greate%t manager&a" cha""enge%. e&ng an

'ner #erformer &% a !er$ fr'%trat&ng %&t'at&on for the em#"o$ee an for the rema&n&ng

'n&t>team wh&ch ha% to #&c/ '# the a&t&ona" wor/"oa. gnor&ng %'ch a %&t'at&on &% not a%o"'t&on.

At f&r%t3 &t &% &m#ortant to &%t&ng'&%h 1etween 'ner #erformance an m&%con'ct

'nre"ate to #erformance3 1eca'%e &fferent mea%'re% are re'&re to 1e 'nerta/en.

M&%con'ct &% ef&ne genera""$ a% fa&"'re of an em#"o$ee to com#"$ w&th h&%>her

o1"&gat&on% 'ner the Stanar% of Con'ct for the nternat&ona" C&!&" Ser!&ce3 the PO

Staff Reg'"at&on% an Staff R'"e%3 the contract of em#"o$ment or other am&n&%trat&!e

&n%tr'ct&on%. n %ome %&t'at&on%3 'n%at&%factor$ #erformance ma$ amo'nt to m&%con'ct3

for e4am#"e3 when an em#"o$ee e"&1erate"$ ref'%e% to #erform 't&e% wh&ch fa"" w&th&n

the %co#e of h&%>her f'nct&ona" ro"e.

Dea"&ng w&th %er&o'% m&%con'ct that &% 'nre"ate to an em#"o$eeB% #erformance &%

o't%&e the %co#e of PMSDS an3 &f a %'#er!&%or &% confronte w&th %'ch a m&%con'ct

%&t'at&on3 he>%he m'%t fo""ow POB% #roce're% a##"&ca1"e to &%c"&nar$ ca%e%.

Proact&!e %o"!&ng of 'ner #erformance re'&re% f&r%t a c"ear &ent&f&cat&on of the %o'rce

for the 'ner #erformance3 for e4am#"e3 &n%'ff&c&ent comm'n&cat&on3 m&%%&ng

com#etenc&e% an "ac/ of mot&!at&on. D&%c'%% the #erformance &%%'e% w&th the em#"o$ee

an etect together the ca'%e for &t. ent&f$ %o"'t&on% an re"ate act&on% to 1e ta/en for

the rema&n&ng t&me of the PMSDS c$c"e to %o"!e the #erformance &%%'e% an oc'ment

1oth. Pro!&e the em#"o$ee w&th a co#$ the f&n&ng%. For more &nformat&on %ee

Are%%&ng *ner Performance

or f&na"&9&ng the re#ort w&th the

em#"o$ee.
http://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_under_performance.pdfhttp://intranet.wipo.int/export/sites/intranet/homepages/hr/en/documents/pmsds/pmsds_phase_2/pmsds2_under_performance.pdf


17/2518



$ediatin

n the e!ent of a &%agreement3 1oth the em#"o$ee an the &rect %'#er!&%or m'%t

ma/e e!er$ rea%ona1"e effort to re%o"!e th&% thro'gh &a"og. here &%agreement

#er%&%t% after &%c'%%&on3 the$ %ho'" %ee/ $o'r he"# to wor/ towar% a %o"'t&on &n thePMSDS #roce%%.

f no agreement can 1e reache an the em#"o$ee &n&cate% h&%>her &%agreement w&th

the e!a"'at&on3 $o' %ho'" oc'ment &n the 0Re!&ew&ng Off&cerB% Comment%2 f&e" of

the %ame %ect&on the me&at&on effort%3 &nc"'&ng the ate(%)3 #art&cant% an o'tcome

of the e4change(%). f the em#"o$ee re;ect% to %&gn off the e!a"'at&on w&th&n


18/251;



#%E23IG WIT6 %IS2G.EE$ETS O T6E E23/2TIO - 2 S/$$2.5

n the e!ent of a &%agreement concern&ng the e!a"'at&on (rat&ng% an>or re"ate

comment%)3 1oth3 the em#"o$ee an the &rect %'#er!&%or3 m'%t ma/e e!er$ rea%ona1"e

effort to re%o"!e th&% thro'gh &a"og. n ca%e of #er%&%t&ng &%agreement3 the re!&ew&ngoff&cer %ho'" 1e &n!o"!e a% me&ator who3

together w&th the em#"o$ee an the &rect %'#er!&%or3 w&"" wor/ towar% a %o"'t&on &n the

e!a"'at&on #roce%%. f an agreement 1etween the &rect %'#er!&%or an the em#"o$ee

cannot 1e reache3 the evaluation of the direct supervisor will prevail.

The em#"o$ee ha% the #o%%&1&"&t$ to &n&cate h&%>her &%agreement w&th the e!a"'at&on an

comment on &t &n the O!era"" E!a"'at&on an S&gn5off Sect&on. n %'ch ca%e%3 the

re!&ew&ng off&cer m'%t oc'ment &n the 00Re!&ew&ng Off&cerB% Comment%2 f&e" the

me&at&on effort%3 the ate(%)3 #art&cant% an o'tcome of the e4change(%) e%cr&1e

a1o!e.

The e!a"'at&on %ho'" on"$ 1e %&gne off 1$ the &rect %'#er!&%or3 the em#"o$ee an the

re!&ew&ng off&cer once the me&at&on #roce%% ha% 1een com#"ete.

f the re!&ew&ng off&cer oe% not agree w&th the e!a"'at&on g&!en 1$ the &rect %'#er!&%or3

e!en tho'gh the em#"o$ee ma$ 1e &n agreement3 he>%he cannot change the or&g&na"

e!a"'at&on 1't can %tate the &%agreement &n the 0Re!&ew&ng Off&cerB% Comment%2 f&e".

The re!&ew&ng off&cer m'%t "&%t the area% of &%agreement3 g&!e rea%on% an eterm&ne the

o!era"" rat&ng accor&ng to h&%>her !&ew. f the o!era"" rat&ng &% &fferent from the one g&!en

1$ the &rect %'#er!&%or3 the rating of the reviewing officer will prevail.

n ca%e of &%agreement an>or comment% 1$ the re!&ew&ng off&cer3 the e!a"'at&on nee%

to 1e %&gne off 1$ the em#"o$ee a %econ t&me. The em#"o$ee ha% the #o%%&1&"&t$ to&n&cate3 &n the 0Comment%2 f&e" #ro!&e3 an$ &%agreement w&th the re!&ew&ng off&cerB%

comment% an mo&f&e rat&ng3 &f an$.

The em#"o$ee %ho'" %&gn off the e!a"'at&on e!en &f he or %he oe% not agree w&th the

e!a"'at&on of the &rect %'#er!&%or or the comment%>mo&f&e rat&ng of the re!&ew&ng

off&cer. The %&gnat're ac/now"ege% that the em#"o$ee ha% rece&!e the e!a"'at&on an

oe% not #re!ent the em#"o$ee from contesting the ratings and-or related comments

'ner the e4&%t&ng a##ea">re1'tta" #roce're%3 a% the ca%e ma$ 1e.

f an em#"o$ee ref'%e% to %&gn5off the e!a"'at&on w&th&n


19/25

P$S%S & Core Competen+ies (ersion 1)

1:

O>CC>?@>Anne43 #age


20/25


1CC>?@>Anne43 #age ith +oea'es and team memers >ithin and a+ross

oraniDationa 'nits0E**e+tive ehavior

Co""a1orate% w&th co""eag'e% to ach&e!e re%'"t%.

S'##ort% an act% &n accorance w&th team ec&%&on%.

Share% /now"ege3 &nformat&on an e4#ert&%e w&th the team.

&""&ng to contr&1'te to the teamB% e!e"o#ment an %'cce%%3 an to acce#t ;o&nt re%#on%&1&"&t$

for the teamB% %hort com&ng%.

ent&f&e% conf"&ct% ear"$ an fac&"&tate% the&r re%o"'t&on.

Ine**e+tive ehavior

Doe% not acce#t team ec&%&on% an /ee#% on o&ng th&ng% &fferent"$.

Seem% more foc'%e on ach&e!&ng #er%ona" goa"%3 w&tho't con%&er&ng or contr&1't&ng to the

team o1;ect&!e%.

Doe% not &%#"a$ %o"&ar&t$ w&th the team an &% not #re#are to acce#t re%#on%&1&"&t$ for %hare

o1;ect&!e%.

A!o&% ea"&ng w&th conf"&ct &n wh&ch one &% &n!o"!e.

o"% 1ac/ on %har&ng /now"ege3 &nformat&on or e4#er&ence w&th other team mem1er%.

$22GIG 5O/.SE3

$anaes o>n ehavior in a se*-re*e+tive manner and see=s opport'nities *or +ontin'o'searnin and pro*essiona ro>th0

E**e+tive ehavior

Ma/e% con%tant effort to &m#ro!e %/&""% an #erformance.

Show% w&""&ngne%% to "earn from #re!&o'% e4#er&ence an m&%ta/e%3 an a##"&e% "e%%on% to

&m#ro!e #erformance.

*%e% con%tr'ct&!e cr&t&c&%m to &m#ro!e #erformance.

Rema&n% #ro'ct&!e e!en &n %tre%%f'" an &ff&c'"t %&t'at&on%.

Ine**e+tive ehavior

Doe% not '%e o##ort'n&t&e% to enhance %/&""% or &m#ro!e #erformance.

Re#eat% m&%ta/e% an emon%trate% %ame 1eha!&or e%#&te 1e&ng enco'rage an #ro!&e

w&th o##ort'n&t&e% to &m#ro!e #erformance.

React% &n an o!er"$ efen%&!e wa$ to cr&t&c&%m.

Demon%trate% a "ac/ of emot&ona" contro" 'r&ng &ff&c'"t %&t'at&on%: tran%fer% own %tre%% to

other% an com#rom&%e% #ro'ct&!&t$.


21/25


1#

O>CC>?@>Anne43 #age sit'ations0

E**e+tive ehavior

% rece#t&!e to new &ea% an wor/&ng metho%.

Act&!e"$ %'##ort% change &n&t&at&!e an #ro!&e% re"ate fee1ac/.

Recogn&9e% o##ort'n&t&e% for &m#ro!ement an #ro#o%e% wor/a1"e %o"'t&on%.

Ma&nta&n% a #o%&t&!e att&t'e e!en &n &ff&c'"t t&me% of change.

Ine**e+tive ehavior

% re"'ctant to change when face w&th new eman% or cha""enge%.

ecome% negat&!e &n att&t'e when face w&th change.

Doe% not &%#"a$ creat&!&t$: oe% not #ro#o%e &m#ro!ement%.

Show% "&tt"e f"e4&1&"&t$ &n att&t'e when face w&th new &ea%.


22/25


!"

O>CC>?@>Anne43 #age +,

.ESPECTIG ET6ICS 2% 23/ES

2+ts >ithin WIPOFs pro*essiona, ethi+a and ea o'ndaries0

E**e+tive ehavior

*ner%tan% an 1eha!e% &n accorance w&th POB% #rofe%%&ona"3 eth&ca" an "ega"

framewor/.

Demon%trate% con%&%tenc$ 1etween oneB% e4#re%%e #r&nc"e% an 1eha!&or.

Doe% not o!er"oo/ when other% 1eha!e &n an 'n#rofe%%&ona" or 'neth&ca" manner.

Ma&nta&n% conf&ent&a"&t$ an treat% %en%&t&!e &nformat&on w&th &%cret&on.

Ine**e+tive ehavior

reache% conf&ent&a"&t$ an treat% %en%&t&!e &nformat&on w&tho't the nece%%ar$ care or

&%cret&on.

Doe% not act accor&ng to oneB% e4#re%%e #r&nc"e%.

Com#rom&%e% eth&ca" %tanar% or "ega" framewor/: emon%trate% 'n#rofe%%&ona"&%m.

% not w&""&ng to efen co""eag'e% or the Organ&9at&on &f an when nece%%ar$.


23/25

P$S%S - $anaeria Competen+ies (ersion 1)

!1

O>CC>?@>Anne43 #age +CC>?@>Anne43 #age ++

P32IG 2% $22GIG .ESO/.CES

Identi*ies priorities in ine >ith WIPOFs stratei+ oas, deveops s'itae impementationpans, assins the reso'r+es and monitors o't+ome0

E**e+tive ehavior

De!e"o#% #"an%3 &ent&f&e% #r&or&t&e% an ef&ne% rea"&%t&c o1;ect&!e% an t&me"&ne% &n c"o%e

coo#erat&on w&th %taff.

ent&f&e% an effect&!e"$ manage% the re%o'rce% neee to ach&e!e the #"anne re%'"t% &n a

t&me"$ manner.

'&c/"$ re5a""ocate% re%o'rce% an re5%et% #r&or&t&e% &n re%#on%e to 'ne4#ecte e!ent%.

Per&o&ca""$ mon&tor% the '%e of re%o'rce% an the #rogre%% of act&!&t&e% 'r&ng &m#"ementat&on

to ach&e!e re%'"t% &n an eff&c&ent an effect&!e manner.

Ine**e+tive ehavior

Fa&"% to ef&ne c"ear an #ract&ca" o1;ect&!e% an>or &m#"ementat&on #"an%: oe% not %et #r&or&t&e%

Doe% not e"&!er e4#ecte re%'"t% 'e to &ncorrect e%t&mate% of t&me3 re%o'rce%3 com#"e4&t$ of

ta%/% or 'e to m&%management of otherw&%e ae'ate re%o'rce%

Cont&n'e% w&th the #"anne &m#"ementat&on a"tho'gh 'ne4#ecte e!ent% re'&re rea""ocat&on of

re%o'rce% or change% &n #r&or&t&e%

Doe% not 'nerta/e an$ %$%temat&c re!&ew of the '%e of re%o'rce% or of the #rogre%% of

act&!&t&e% an con%e'ent"$ m&%%e% o1;ect&!e%

P.O$OTIG C62GE, IO2TIO 2% 3E2.IG

Estaishes and *osters a +'t're that en+o'raes +hane, innovation and +ontin'o'searnin0

E**e+tive ehavior

Promote% change an &nno!at&on for cont&n'o'% &m#ro!ement.

e"#% %taff to get aa#te to change%.

Enco'rage% other% to 1e &nno!at&!e3 #roact&!e an to e4#re%% con%tr'ct&!e cr&t&c&%m.

ent&f&e% &n&!&'a" e!e"o#ment nee% an create% o##ort'n&t&e% for "earn&ng an #rofe%%&ona"

e!e"o#ment accor&ng"$: enco'rage% %taff to "earn from each other.

Enco'rage% a %en%e of re%#on%&1&"&t$ an %ee/% to em#ower %'1or&nate%.

Ine**e+tive ehavior

% %trong"$ re%&%tant to change an #refer% to ma&nta&n the %tat'% 'o.

gnore% &nno!at&!e or creat&!e &n#'t from other%: oe% not "&%ten to fee1ac/ or cr&t&c&%m.

Doe% "&tt"e to #romote cont&n'o'% "earn&ng an #rofe%%&ona" growth: oe% not a""ocate t&me to

%taff for "earn&ng an e!e"o#ment.

Ma&nta&n% a c'"t're of 1'rea'crac$ an h&erarch&ca" #ower w&th&n the Organ&9at&on.


25/25

P$S%S - $anaeria Competen+ies (ersion 1)

O>CC>?@>Anne43 #age +@

/I3%IG 2% P.O$OTIG P2.TE.S6IPS

%eveops and strenthens interna and externa partnerships to the m't'a ene*it o* theparti+ipatin parties0

E**e+tive ehavior

'&"% an ma&nta&n% m't'a""$ 1enef&c&a" wor/ re"at&on%h% an cro%%5e#artmenta" a""&ance%.

P't% &ntere%t% of the Organ&9at&on a% a who"e a1o!e %ectora" or #er%ona" &ntere%t%.

Enco'rage% an a%%&%t% other% &n 1'&"&ng networ/% to ach&e!e 1etter re%'"t%.

Create% o##ort'n&t&e% an #romote% %$nerg&e% 1etween PO an e4terna" #artner% for the

1enef&t of 1oth.

Ine**e+tive ehavior

E%ta1"&%he% networ/% for #er%ona" ga&n rather than for the 1enef&t of the Organ&9at&on.

or/% &n &%o"at&on an %ee% e#artment% a% %e#arate ent&t&e% w&th "&tt"e &m#act on each other.

% o!er#rotect&!e of own area of wor/. D&%co'rage% or %how% "&tt"e &ntere%t &n co""a1orat&ng w&th &nterna" %ta/eho"er% or reach&ng o't to

e4terna" %ta/eho"er%.

3E2%IG WIPO TO T6E /T/.E (%ire+tors and aove)

/nderstands WIPOFs mandate and the externa IP environment in >hi+h the OraniDationoperates

E**e+tive ehavior

Demon%trate% a goo o!era"" 'ner%tan&ng of the &fferent %ta/eho"er%3 %ector% an the&r

re%#ect&!e contr&1't&on to the manate

Ta/e% &n&t&at&!e &n e!e"o#&ng %'%ta&na1"e an 1enef&c&a" %ta/eho"er re"at&on%h%

De!e"o#% %trateg&c #"an% &n "&ne w&th POB% m&%%&on3 %et% #r&or&t&e% an e!e"o#% #"an% to

%'cce%%f'""$ &m#"ement them.

Comm'n&cate% effect&!e"$ the 1roaer #&ct're to PO %taff an ach&e!e% 1'$5&n.

Ine**e+tive ehavior

% not fam&"&ar w&th the 1roaer conte4t of the &nternat&ona" P S$%tem: rema&n% narrow"$ foc'%e

on own techn&ca" f&e".

Ao#t% a narrow a##roach &n e!e"o#&ng %trateg&e% an #"an%: %et% no or conf"&ct&ng #r&or&t&e%.

Ma/e% "&tt"e or no effort to e%ta1"&%h re"at&on%h w&th %ta/eho"er%

L&m&te &n&t&at&!e an effort &n comm'n&cat&ng the 1roaer #&ct're to %taff an ca%ca&ng

comm'n&cat&on%

En of Anne4 an of oc'ment

Project Wto

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