A competency-based portfolio might include categories such as interpersonal communication, group process facilitation, program design or departmental decision-making. The fourth mode, job functions, is most often used when there is a clear job description and when the employee’s work assignments are relatively stable. A functions-based portfolio for a mid-level manager might include such categories as planning, supervising, delegating, evaluating and motivating. Whichever mode the portfolio committee adopts, it is crucial that each category be as clear and specific as possible.
Assignment of Weightings to Each Category
The portfolio procedure must be individualized whether or not the portfolio categories are individually developed for each employee or uniformly developed for a group of employees. This is done by weighting each category. The assignment of weights reflects the notion that certain categories are more important for a particular employee than are other categories. The weighting of categories can be either direct or relative. A particular number of points are assigned to each category when the weighting is direct. Relative weightings involve one of two procedures. Categories can be ranked from the most to the least important. Alternatively, a percentage can be assigned to each category reflecting the proportion of an employee’s entire professional responsibility that this category represents. For instance, 20% might be assigned to planning, another 30% might be assigned to supervision, and so forth.
The category weightings will produce a profile for the person who is being reviewed. There are several different ways these weightings can be used. First, they can determine the extent of documentation that is to be expected in each category. Higher-weighted categories may require more documents than categories with lower weightings. Second, the weightings can determine the type of documentation that will be expected or required. Highly weighted categories might, for example, require more substantial confirmation than categories with lower weights. Third, the weightings can be used to determine the degree of accomplishment that is expected. A low priority category represents an area in which only routine performance is expected, while a high priority category is associated with expectations of significant achievement.
