Management of Individual

8/8/2019 Management of Individual

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MANAGEMENTOFINDIVIDUAL

PERFORMANCEFORDRIVING

EFFECTIVENESS

TariqSaeed

February

26,

2009

SEMINAR

ON


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OVERVIEW

PerformanceManagement(PM)

ManagementofOrganizationalPerformance

PMSystems,Processes&Environment

ManagementofIndividualPerformance

Drivingeffectiveness

&

Increasing

Productivity

Effectivenessthroughmotivation

LinkingPerformancetoPay&Productivity

Summary

Questions?


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PERFORMANCEMANAGEMENT

Isameanstocreateandmaintainaclimateofsuccess

inthe

organization.

MartinFisher,PerformanceAppraisals

ThismeansaWinWinrelationshipwithemployees

&Sharingthebusinesssuccessalltheway


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WHATIS

PERFORMANCE

MANAGEMENT?

Armstrong and Baron defined Performance Management as aStrategic and Integrated Approach to delivering sustained

success

to

organizations

by

improving

performance

of

people

who work in them and by developing the capabilities of teamsandindividualcontribution.

Itisintegrated,becauseiteffectsfourtypesofintegration:

Vertical

Functional

Human

ResourceGoals


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PERFORMANCEMANAGEMENTANDPEOPLE

MANAGEMENT

PerformanceManagementisthatpartofanorganizationspeoplerelated

function,whichisperformedbythosedirectlymanagingthepeople.

Withinanyorganization,thereareatleasttwolevelofefforts,that:

(1)Concerntheperformanceofitspeople

(2)Optimizeindividualandcollectiveoutput

Efforts at the organization level, which determines the organization's

internalenvironment

Effort

at

the

managerial

level,

which

constitute

core

of

the

leadermanagerrole,whateachmanagerdoestosupervisehis/hermanages.


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Differentviewsonwhatperformanceis:

Therecordofoutcomesachievedortheaccomplishments

Theoutcomeofworkprovidingthelinkagetotheorganizationalstrategicgoals,customer,andindividualeconomiccontributions.

Thewayinwhichorganizations,teamsandindividualsgetwork

done.

Itembracesbothbehaviorandoutcomes.

Itmeansbothbehaviorandresults.Behaviorsemanatefromthe

performer

and

transform

performance

from

abstraction

toaction.


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MANAGEMENTOFORGANIZATIONALPERFORMANCE


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WHATISPERFORMANCEMANAGEMENT?ORGANIZATIONAL

PERSPECTIVE

PerformanceManagedOrganizationsarelikelytohavethe

followingcharacteristics:

Measurableperformancetargets

Manageelearninglinkedwithorganizationalgoalsonthe

one

hand

and

with

career

development

on

the

other.Preeminenceofintrinsicneedsofmanagerswithout

neglectingtheirextrinsicneeds

Ownership

of

performance

management

by

line

management

ratherthanthepersonnelfunction.


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WHATDOESPERFORMANCEMANAGEMENTBRINGOUT

Achievementoforganizational,teamandindividualeffectiveness.

Effectiveprocessesofcontinuousdevelopmentfororganizationand

individual.

Employeedevelopment

Addressthecorecompetenciesoftheorganizationandcapabilitiesof

individualsand

teams.

Satisfiestheneedsandexpectationsofalltheorganizationalstakeholders.

Owner,management,employees,customers,suppliersandthegeneralpublic.

Communicationandinvolvementofallconcerned


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Createsaclimateofacontinuingdialoguebetweenmanagersandthemembersoftheirteamstodefineexpectations

Shareinformation

on

the

organizations

mission,

values

and

objectives.

Establishesmutualunderstandingofwhatistobeachieved

Aframework

for

managing

and

developing

people

to

ensure

that

theyachieveobjectives.

Developmentofahighinvolvementorganization

Getting

teams

and

individuals

to

participate

in

defining

theirobjectivesandthemeanstoachievethem.

WHATDOESPERFORMANCEMANAGEMENTBRINGOUT


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THESCOPEOFPERFORMANCEMANAGEMENT

ManagingtheorganizationanditsProcessesandResults

Concernseveryoneinthebusinessnotjustmanagers

Managersand

their

team

jointly

accountable

for

results

and

agreementsonhowtodoit?

Ensure a holistic approach for the whole enterprise atorganizational,departmental,team,andindividuallevels.

Concerned with what people do (their work), how they do it(behavior) andwhattheyachieve(theirresults).

It includes all efforts adopted for Individual, team and

organizational

effectiveness

including

development

of

knowledge,skillsandcompetence.


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ORGANIZATIONALANDINDIVIDUAL

PERFORMANCELINKAGE

The goals and expectations in an organization for group and individual

performance would naturally flow from the organization's performance

plans.

Theorganizationsmissionandgoalsanditslongrangeorstrategic plans.

The organizations annual operating plans, circumscribing the team or

projectlevel

performance

goals.

Organizational values and work ethics to be observed in course of

achievingthegoals.

Organization widejobdescriptions,indicatingskillsandcompetencies

needed.


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MANAGEMENTOFORGANIZATIONAL

PERFORMANCE

Mission

StrategicObjectives

BusinessGoals

Divisional/DepartmentalGoals

EthicalandSocialObjectives

TeamObjectives

IndividualGoals


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PURPOSEOF

PERFORMANCE

MANAGEMENT

Performance Management is a means of getting better resultsfromorganization, teams and individuals by understanding and

managingperformance

within

an

agreed

framework

of

planned

goals,standardsandcompetencerequirements.

It is a process for establishment shared understanding aboutwhat is to be achieved, and an approach to management and

developingpeople

in

away

that

increase

the

probability

that

it

will be achieved in the short and longer term. It is own anddrivenbylinemanagement.

It

covers

competency

levels

and

achievements

as

well

as

objective setting and review. Thereby, highlighting inputs(behaviors)andoutputs(results)


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SYSTEMS,PROCESSES&ENVIRONMENTOF



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Itis

ameans

to

create

and

maintain

aclimate

of

successintheorganization. MartinFisher,

Performance

Appraisals


SYSTEM


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MANAGEMENTOFINDIVIDUALPERFORMANCE


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MANAGEMENT

OF

INDIVIDUAL

PERFORMANCE

Performance

Appraisal

PerformanceAppraisal

PerformanceManagementofIndividual

PerformanceManagementProcess

PerformanceReviewMethods

HowPerformance

Management

is

done?


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Performanceofanindividualreferstoanemployees

accomplishmentofassignedtasks.

Theperformanceofindividualissubjecttoanappraisal.

PERFORMANCE


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APPRAISAL

Itis

the

formal

and

systematic

assessment

made inaprescribedanduniformmanner

atacertaintime.

Appraisalisthejudgementofan employees

performancein

his

job,

based

on

considerations

otherthanproductivityalone.


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It

isthe

systematic

description

of

the

job

relevant strengthsandweaknessesofan

individualoragroup

PERFORMANCEAPPRAISAL


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Performance

appraisal

is

an

exercise

in

observationandjudgement,itisafeedback

process,anditisanorganizationalintervention.

Itisameasurementprocessaswellasanintensely

emotionalandhumanprocessalso.


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COMPLEXITYOF

PERFORMANCE

APPRAISAL

PerformanceManagementincludesissuesas:

Developmental(feedback)

Technicalaspects(Designofanappraisalsystem)

InterpersonalAspects(Appraisalinterviews)

Administrative(Pay,Promotions)

Thismakesitextremelycomplex.


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(FORANINDIVIDUAL )

Performance Management is the total process of observing an

employeesperformanceinrelationto jobrequirementsoveraperiod

oftime

and

then

making

an

appraisal

of

it.

This

is

done

by:

Clarifyingexpectations.

Settinggoals.

Providingon

the

job

coaching.

Storingandrecallinginformationaboutperformance.

Counseling, Feedback&Monitoring.

PerformanceReview.

DocumentingResults/AchievementsandBehavior.

ConductReviewandSeekAgreementon EDP/PIP.

FinallyPerformanceCorrection.


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Objectives

AchievementofObjectives

OrganizationalandPeopleDevelopment

PerformanceStandards

and

Leadership

OverallPerformanceEvaluation

Weighting

Reviewwith

Employee

ELEMENTS

OF

PERFORMANCE

MANAGEMENTFORINDIVIDUALS


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THEBASIS

OF

PERFORMANCE

REVIEW

Theperformancereviewdiscussionprovidesthemeansthrough

whichthefivekeyelementsofperformancemanagementcanbe

achieved:

1. Measurement

2. Feedback3. Positivereinforcement

4. Exchangeofviews

5. Agreement

on

action

plans


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HOWPERFORMANCEINANORGANIZATIONFLOWSDOWNWARDTODEPARTMENT,

TEAMAND

INDIVIDUAL


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IndividualPerformance

Plans

KeyResultsAreas

Objectives

PerformanceMeasurements

Competencies

BusinessPlans

StrategicPlans

Dept.Goals

Mission

Vision

OBJECTIVES

CASCADING


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Topmanagementresponsiblefordevelopingavision,

Buildingorganizationwidecommitmenttoitsachievement.

The vision deployed through development and execution ofstrategicplans.

Employees (All levels) need actively participate in generating a

strategyand

action

plans

to

attain

the

vision.

Ateachlevel,progressivelymoredetailedandconcretemeanstoaccomplish theannualplansaredetermined. There should beaclearlinktocommongoalsinactivitiesfromtheshopfloortothe

topfloor.

Performanceplansarehierarchical,cascadingdownwardfromtopmanagementsplans.

VISION

PROCESS


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VISION

Tobethebestandmostcompetitivehealthcarecompanyintheworldineverythingwedothroughaprocessof

market

driven

and

continuous

quality

improvement

MEDICALASIA

VISION

Toberecognisedbyourstakeholdersasthebest,mosttrustedandcompetitiveproviderofinnovativemedical

productsand

services

in

Asia


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MEDICALASIAMISSION

Tobecomethecompanyoffirstchoicebyprovidingacomprehensiverangeofproductsandservices,infocusareasof:WoundClosure&Management,MinimallyInvasiveSurgery,Orthopaedics,CirculatoryDiseaseManagement

and

Infection

Prevention.

Wewillachievethismission:

Beingrecognisedastheleadingauthorityineachofthesebusinesses

Throughaprocess

of

innovation

and

customer

partnerships

Byleveragingourregionalandglobalresources,and

ByusingourCredoastheguidingforce

Wewillcontinuouslyevaluatenewbusinessopportunitiesinallmedical

specialitiesandpursuethosebusinesseswherewebelievewecan achievea

sustainableleadershipposition.


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Wewill

achieve

and

maintain

adominant

leadership

position

in

the

healthcaremarketbyprovidingsuperiorproductsandservicesin woundclosure,womenshealthcare,EndoSurgery,circulatorydisease

managementinfectionpreventionmusculoskeletalsystem,babyand adult

care

and

personal

productsWewillachievethismissionby

Beingrecognizedastheleadingauthorityineachofthebusinesses

Throughtheprocessofinnovationandcustomerpartnerships

Byleveraging

our

regional

and

global

resources

ByusingCredoastheguidingforce.Wewillcontinuouslyevaluatenewbusinessopportunitiesinallmedicalspecialtiesandpursuethosebusinesseswherewebelievewecanachieveasustainableleadershipposition.

Vision J&JPakistan

Ourvision

is

to

be

the

best

health

care

company

in

the

segmentsweoperativein.

Mission J&JPakistan


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THEPROCESSOF PERFORMANCEMANAGEMENT

NEEDSTHREE

THINGS

TO

BE

DONE

WELL

DEFINEPERFORMANCE

FACILITATEPERFORMANCE

ENCOURAGEPERFORMANCE


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TypesOfReview PerformanceReview PotentialReview Reward

Recommendations

MethodsOfReview

Ranking Grading BehaviorExpectations

OpenEnded

360DegreeFeedbackMultiRater

AlternativeMethods BehaviororientedRatingMethod

o RelativeRatingSystem.o AbsoluteRatingSystem

ResultorientatedMethod.o MBOo WorkandPlanningReview

BehaviororientedRatingMethodsNarrativeEssayRankingPairedComparisonsForcedDistribution

BehavioralChecklist

CriticalIncidentsGraphicRatingScaleBehaviorallyAnchoredRatingScales

PERFORMANCEREVIEW&METHODS


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REQUIREMENTSOF

EFFECTIVE

APPRAISAL

SYSTEMS

TheFundamentalrequirementsofanyappraisalsystemare:

Relevance

Sensitivity

Reliability

Acceptability

Practicality


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WHOSHOULDEVALUATEPERFORMANCE

TheImmediateSupervisor

Peers Subordinates

Selfappraisal

CustomersServed

Computers

MultiRaters

or

360

Degree

Feedback


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POPULARITYOF

APPRAISAL

METHODS

&

THEIR

USE

RatingScales

51%

Essays 23%

MBOs 17%

OtherForms

9%


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PERFORMANCE

APPRAISAL

PROCESS1.Establishperformancestandardswithemployees.

2.Mutually

set

measurable

goals.

3.Measureactualperformance

4.Compareactualperformancewithstandards.

5.Discusstheappraisalwithemployee.

6.Ifnecessary,initiatecorrectiveaction


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HOWPERFORMANCEMANAGEMENTISDONE?


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PlanningPerformance. Step1

ManagingPerformance. Step2

ReviewingPerformance. Step

3

RewardingPerformance. Step4

PerformanceCorrection(PIPs) Step5


PROCESS

Thisisafivestepprocess:


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PERFORMANCEPLANNING

STEP1


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ELEMENTSOFGOODPERFORMANCEPLANS

KeyResultsAreas(KRAs)

Objectives

PerformanceMeasurements

Competencies

JOB

Whatworkmustbe

done?

PERSON

Howwilltheworkbedone?


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Features

Identifymajor

responsibilities

(usually

6

8)

Describewhythejobexists

Minimum

change

from

year

to

year Derivedfromjobdescription(JD)

KEYRESULTAREAS


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PERFORMANCEPLAN:SALESMANAGER

KEYRESULTAREA

SalesTurnover

OBJECTIVE

Toincreasesalesofnewprivate hospitals

PERFORMANCEMEASUREMENTS

Increasesalesby10%over2009 for eachhospital

Sell3unitsofSTERRADtonewprivate hospitalsin2010

COMPETENCIES(GLP)

CreatesValueforCustomers

FocusesExternally


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KEYRESULTAREA

PeopleDevelopment

OBJECTIVECoachandtrainSalesExecutivetoassume salesmanagement

responsibility


SalesExecreadyforpromotiontoFieldSales ManagerinJan2009.

SalesExectoattainsuperiorratingin People management projectsinhis 2009

Dev.Plan

SalesExectoattendProfessionalFieldSalesManagersCoursebyApril2009

COMPETENCIES(GLP)

Createsachievementenvironment

Developspeopleforoptimalperformance

PERFORMANCEPLAN:SALESMANAGER


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PERFORMANCEPLAN:ACCOUNTANT

KEYRESULTAREA

InternalControl

OBJECTIVE

Tomaintain

company

accounting

procedures

as

written

in

capital

assetsacquisitionprocedures


Trainallsalesmanagersandpurchasingmanagersincapitalassetsacquisitionprocedures

Noncompliancenottoexceed5%perquarterin2009

COMPETENCIES(GLP)

Focusexternally

PromotesInnovationandContinuousLearning

BuildsInterdependentPartnering


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MANAGINGPERFORMANCE

STEP2


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MANAGING

PERFORMANCE

ProvideEssentialResources

AllowPeople

to

Perform

Provideindependenceandempowermentandresources

Facilitateperformance

Supervision

Guidancewhereneeded

Coaching

Supportingforachievementandresults


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REVIEWPERFORMANCE

STEP3


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Progressandcompletedassignmentsarereceived

Positivefeedbacktomaintainperformanceandmotivationisprovided

Feedbackonbehavior,strengthsandimprovementareasisgiven

Feedbackregularlyatleastonceevery6months

Coachingtogetperformancebackontrack

Ensureemployeesarenotsurprisedwiththefinalappraisalratingat

theendoftheyear

PERIODICPERFORMANCEREVIEWSBYMANAGERS


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KeyActivities

Reviewachievementofobjectivesandperformancemeasurements

Reviewdemonstration

of

competencies,

Confirmandreinforcegoodperformance

Reviewareasforimprovement

Letemployee

know

where

he/she

stands

ProvidePerformanceEvaluationsummary

Providefeedbackonemployeedevelopmentplan

FINALPERFORMANCEEVALUATION


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ProvideFeedbackImmediately

AskQuestions

SelectKeyIssues

Focuson

Changeable

Behavior

AppropriateTimes

PRINCIPLES

IN

GIVING

FEEDBACK..


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REWARDINGPERFORMANCE

STEP4


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REWARDINGPERFORMANCE

Rewardstied

to

performance

SalaryIncreases

Bonus/Incentives

Promotions/Adjustments

Benefitsand

Perks

Review


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PERFORMANCECORRECTION(PIPs)

STEP5


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57

PROCESSOFPIP

ThedurationofthePIPshouldbebetween1to3months,longerif

necessary.

Withan

employee

on

PIP,

aweekly

review

needs

to

be

conducted.

Weeklyreviewshouldbedocumentedwithacopytoemployeeand

HR.

FinalReview

At

the

end

of

the

PIP

period.

IftheemployeemeetsthestandardssetforPIP,theemployeereverts

tothenormalperformanceplanprocess.

Ifhe/she

does

not

meet

the

standards

after

the

second

chance

he/

shemaybeseparated.

FACTORS THAT DISTORT APPRAISALS


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FACTORSTHATDISTORTAPPRAISALS

HALO

ERROR

SIMILARITYERROR

CENTRAL

TENDENCY

INFLATIONARY

PRESSURES

INAPPROPRIATE

SUBSTITUTESLENIENCY

ERROR

TOWARDSAMOREEFFECTIVEPERFORMANCE


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MANAGEMENT

SYSTEM

SUCCESS

=Train

appraisers

+RateSelectively

+

Havemultipleraters

+Provideongoingfeedback

+

Combineabsoluteandrelativestandards

+

Usebehaviorbasedmeasures

THE STRATEGIC DIMENSION OF PERFORMANCE APPRAISAL


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THESTRATEGICDIMENSIONOFPERFORMANCEAPPRAISAL

GreatestManagementPrinciple: Thethingsthatgetrewardedgetdonewell.

Shorttermifrewardedwillgenerateshorttermperformance.

When long term results required then the performance on longer periods

needto

be

rewarded.

Managersmayemphasizeshortorlongtermobjectivesoracombination.

Shorttermobjectives outcomeasbottomlineresultsforcurrentquarter.

Longterm

objectives

increase

market

share

and

securing

repeat

business.

Tobemosteffective,strategicmanagementofPerformance mustbelinked

tothestrategiesanorganizationusestogaincompetitiveadvantageeg

innovation,speed,qualityorcostcontrol.


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DEALINGWITH

PERFORMANCE

PROBLEMS

Thefivebasicstepsrequiredtohandleperformanceproblemsare:

1. Identifyandagreetheproblem

2. Establishthe

reason(s)

for

the

shortfall

3. Decideandagreeontheactionrequired

Changingbehaviour

Changingattitudes

Clarifyingexpectations

Jointlydevelopingabilitiesandskills

Resourcetheaction

5. Monitorandprovidefeedback

IN REALITY


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Performance

appraisal

has

many

facets.

Itisanexerciseinobservationandjudgment

Itisafeedbackprocess

Itis

an

organizational

intervention.

Itisameasurementprocess.

Anintenselyemotionalprocess.

Aboveall,itisaninexact,humanprocess.

INREALITY


ACOMPLEXANDOFTENMISUNDERSTOODPROCESS


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DRIVINGEFFECTIVENESSAND

INCREASINGPRODUCTIVITY


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WHYMOTIVATION.?

Toinitiate

our

followers

to

reach

our

objectives,

we

mustholdsomerewardoncetheobjectiveisattained.

What

rewards

do

people

seek?

The

answer

is

that

they

seektofulfilltheirwantsandneeds.


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HUMAN

NEEDS PRIMARYNEEDS: Physiologicalrequirementsforwater,air,food,

sleep&shelter.

SECONDARYNEEDS:

o SelfEsteem

o Status

o AffiliationWith

Others

o Affection(Giving)

o Accomplishment

o SelfAssertion

NEEDS


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NEEDS

(Physiological/Physical)

DRIVES/BEHAVIOR

GOALS/INCENTIVES

NEEDS DRIVES GOALS


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MOTIVENEEDS

&

WANTS

The term motive, need, wants and drives are used interchange

ably.Motivation can also be termed as the willingness to expand

energy, achieve a goal or a reward.

NEEDRespectfrom

others.

BEHAVIORoutstandingworkon

thejob.

REWARDpraise,payincrease,

statussymbols.

HERZBERGSTWOFACTORTHEORY


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Achievement.

Recognition.

Challenging work.

Responsibility.

Advancement.

Challenging job.

Company Policies.

Supervision.

Working conditions.

Interpersonal relations.

Salary /status,

Security.

MOTIVATOR HYGIENE FACTOR

The Job Itself Environment

MOTIVATIONALTECHNIQUES


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Power&Achievement

Moneyas

aMotivator

Competition

Jobdesign&workflow

Integrationofgoals

Participation

Qualityof

work

life

(QWL)


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HOWCANWEIMPROVEPRODUCTIVITY

INOUR

ORGANIZATIONS?


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3

WAYS

TO

IMPROVE

PRODUCTIVITY

TechnologyAdvancement

ProductivitySystemsAndInitiatives

ImprovedPerformanceManagement

GUIDING PRINCIPLES IN IMPLEMENTING


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EmployeeInvestment

PerformanceIndicators

OrganizationalCommitment

Developmentof

Individual

Tailormadecompensationandbenefits(pay)forthe

Organization

GUIDINGPRINCIPLESINIMPLEMENTING

PRODUCTIVITYIMPROVEMENT


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COMPENSATION&ITSIMPACTON

ORGANIZATIONS


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PRODUCTIVITY&COMPENSATION

(PAYFORPERFORMANCE)


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Compensation

must

be

perceived

as

satisfying

the

needs

of

individuals.

Compensationpackageshouldcatertheneedsforgrowth,

recognition

and

identity

of

employees. Compensationmustproviderecognitionofperformanceand

servicesofemployees.

COMPENSATION

(PAY)

PRODUCTIVITY

AND

PERFORMANCELINK

PerformanceBasedPayorPerformanceRelatedPays


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PieceRatePay

MeritPay

Incentives

PerformanceBonus


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Resultsfromarepresentativesurveyoflaborforce

inseveral

countries

showed

that

the

two

most

dominantworkgoalsareInterestingworkandgoodpay

.ITZHAK HARPAZ

IMPLEMENTINGPRODUCTIVITYIMPROVEMENT


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THROUGHPERFORMANCEMANAGEMENT

ActivitiesRequired

PeopleDevelopment

Supervisors&MiddleManagementImprovement

TeamBuilding

DevelopPatience

PerformanceIndicators

OrganizationCommitment

TailormadeToTheOrganization

Allthese

elements

are

existing

in

aGood

and

Effective

PerformanceManagementSystem


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MOTIVATION&ITSIMPACTONPEOPLE

TO

BE

MORE

PRODUCTIVE


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TRADITIONAL

MOTIVATIONALAPPROACH

MBO

Incentives

Promotions

PerformanceManagement

SalaryAdministration

Termination

Recruiting

STRATEGYPERFORMANCE


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GROUNDRULESFORMOTIVATINGINDIVIDUALS


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Treataman

as

he

is,

and

he

will

remain

as

he

is;

treatamanashecanandshouldbe,andhewillbecomeashecanandshouldbe

..Goethe


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Salary,WagesandCompensation

CompensationandRewardsSystem

CompensationanditsImpactonOrganizational

Performance Performancebasedpay

PAYFOR

PERFORMANCE

COMPENSATION(PAY)


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Compensationmustbeperceivedassatisfyingtheneedsof

individuals. Compensationpackageshouldcatertheneedsforgrowth,recognition

andidentityofemployees.

Compensationmust

provide

recognition

of

performance

and

services

ofemployees.

PRODUCTIVITYAND

PERFORMANCE

LINK

PERFORMANCEBASEDPAY


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ORPERFORMANCE

RELATED

PAYS

PieceRatePay

MeritPay

Incentives

PerformanceBonus

INTERLINKOFCOMPENSATIONTOPRODUCTIVITY


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Compensationpackageprovidesneedssatisfaction.

Compensationpackages

cater

the

needs

for

growth,

recognition

andidentityofemployees.

Compensation provide recognition of performance and services

ofemployees.

Theproductivityshouldbefortotaltasksofanorganizationwith

productivity of each job and effective performance integrated

intoit.

INTERLINKINGCOMPENSATION,

PRODUCTIVITY

&

PERFORMANCE


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Performanceshouldberewarded.

Incentivesystems

should

be

built

for

work,

achievements

and

recognitionofheroes.

Benchmarkingtocomparetheperformancewithsimilarindustry

andjobs.

PRODUCTIVITY & PERFORMANCE

COMPENSATIONANDPRODUCTIVITYINTERLINKED

PERFORMANCEOF

INDIVIDUALS


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MOREANDMOREEMPLOYERSARETRYINGTOINCREASE

PRODUCTIVITY

ANDRELATE

PAY

INCREASES

TO

PRODUCTIVITYANDEFFECTIVEINDIVIDUALPERFORMANCE

PERFORMANCEMANAGEMENTSYSTEM


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Isameanstocreateandmaintainaclimateofsuccess

intheorganization.

MartinFisher,PerformanceAppraisals

ThismeansaWinWinrelationshipwithemployees

&

Sharingthe

business

success

all

the

way


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SUMMARYANDCONCLUSION



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Aniterativeprocessofobservationandcommunication

to support, retain and develop exceptional employees

for

organizational

success.


ESSENTIALS


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Ongoing

Developsfuture

performance

Longterm

Clearobjectives

Focuson

behavior

Incrementalprogress

Twowaycommunication

ESSENTIALS

WHY SHOULD WE MANAGE PERFORMANCE?


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Encourageandrewardbehaviorsthatare

aligned

with

organizational

mission

and

goals Peoplewanttofeelwhattheydoaddsvalue

andunderstandtheircontributiontothe

team Curborredirectnonproductiveactivities

COMPETENCIESANDACCOMPLISHMENTS

NEEDED FOR SUCCESS OF PM


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Skills/knowledge

Motivation

Supportive

environment

Sellproducts

Makedecisions

Diagnoseproblems

Revenues

Plans

Delighted

customers

Profits

Highreturns

Customer

satisfaction

Weanalyzeinthisdirection

INFLUENCES BEHAVIOR ACCOMPLISHMENTS GOALS

Costsinflictedhere Valueproducedhere

NEEDEDFOR

SUCCESS

OF

PM

Managing performance needs appraisal



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Managingperformance needsappraisal.

It meanssomethingveryspecific,andmuchtoonarrow.

Aprocessofimprovement,whichdemandscontinued

attention. Performanceappraisal isonlyapartintheoverallPMprocess.

PM requiresa willingnessandcommitmenttofocusonimprovingperformanceatalllevels.

Timelyfeedbackandconstantfocusofeveryonesattentionontheultimateobjective.

Weneedtobreakperformanceappraisalorientationto

performance

management.


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ANYQUESTIONS?


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THANKYOU!

Documents

Management of Individual