25.4 – Prepare Performance Reports

Purpose & Context

Career Development Practitioners (CDPs) prepare reports to track organizational progress against performance metrics. The performance reports are used to inform decision making.

Effective Performance

Competent career development professionals must be able to:

P1. Review performance report requirements
P2. Compile quantitative data, for example:
- Number of intake interviews
- Description of clients served, e.g. age, experience, education
- Services delivered, e.g. type, duration, frequency, outcomes
- Caseload, e.g. caseload ratio
- Service coordination, e.g. with association, agencies, government services, health care professional
- Service provider, e.g. quality
- Financial, e.g. cost per case, cost of administration
P3. Compile qualitative data, such as:
- Client opinions and feedback
- Employer opinions and feedback
- Information collected during client interviews
P4. Analyze findings:
- Look for patterns or relationships, e.g. frequencies, cross-tabulations
- Interpret results, e.g. the extent to which results meet performance goals
- Identify limitations of data
- Integrate data with information from other sources, if appropriate
P5. Describe outcomes:
- Link findings to performance goals
- Phrase recommendations, e.g. need to outsource more services, reassign caseloads
- Describe limitations of findings
P6. Store information and data:
- Follow organization’s requirements for record management
- Archive data, supporting documentation, data collection instruments
- Ensure security and confidentiality of information and data stored
P7. Report data against set targets or expected performance
P8. Summarize key messages in an easy to understand way, e.g. with a visual dashboard or brief executive summary

Knowledge & Understanding

Competent career development professionals must know and understand:

K1. Performance-based management decision models, e.g. service selection and funding decisions
K2. Type of performance-based management reports, e.g. service quality, inactive cases
K3. Business planning, e.g. using performance management information to guide decisions

Contextual Variables

Competent career development professionals must be able to perform this competency in the following range of contexts:

Performance reports are typically agency driven and/or required by outcomes.

Glossary & Key References

Terms

Industry-specific terms contained in the standard defined here, where applicable.

Key performance indicators: quantifiable measures used to evaluate the performance of an organization.

Performance management systems: system used to store and analyze data useful to make decisions about service outcomes

Information Sources and Resources for Consideration

None

Context Rating Scales

Criticality

Q: What is the consequence of a professional being unable to perform this skill according to the standard?

High probability of risk: VERY CRITICAL

Frequency

Q: How frequent and under what conditions is this skill performed?

Timely, e.g. every month, weekly, hourly

Level of Difficulty

Q: Under routine circumstances, how would you rate the level of difficulty in performing this skill?

Moderate difficulty or complexity

Time Required to Gain Proficiency

Q: What is the average length of time or number of repeated events that are minimally necessary for an individual to become proficient in performing the skill to the standard?

A career development professional requires a minimum of experience of assisting in the preparation of a range of performance reports.

Autonomy

Practitioners typically perform this competency without supervision, and alone.

Automation

It is unlikely that this competency will automate.

Requisite Work Aids, Tools, Equipment or Materials

None