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8/18/2019 Performance Management Process & Cycle
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PERFORMANCE MANAGEMENT
PROCESS & CYCLE
8/18/2019 Performance Management Process & Cycle
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PERFORMANCE MANAGEMENTCYCLE
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Recognition
Performance
monitoring
Objective
setting
Resorces
Fee!bac"
T#e$n!ivi!a%
Objective Setting
= Individual know when to perform
and what is expected?
=
Performance targets, measures
and standards exists
= Identify which objectives are
essential and which are desirable= Objectives need to be Defined,
agreed and written and be !"#$%
Performance Management
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Recognition
Performance
monitoring
Objective
setting
Resorces
Fee!bac"
T#e$n!ivi!a%
Performance Management
The Individual
• Capability to perform asdesired - skills andknowledge
• Willing to perform
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Recognition
Performance
monitoring
Objective
setting
Resorces
Fee!bac"
T#e$n!ivi!a%
Performance Management
Resorces
• People
• &'uipment, materials
• Information
• Plans
• "oney
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Recognition
Performance
monitoring
Objective
setting
Resorces
Fee!bac"
T#e$n!ivi!a%
Performance Management
Fee!bac"
• $elevant, immediate and fre'uent
• (ocused on critical success factors of
task behaviour
• )onstructive, balanced and specific
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Recognition
Objective
setting
Resorces
Fee!bac"
T#e$n!ivi!a%
Performance Management
Performance monitoring
• Interim reviews of performance
• Identify interim targets
• %ake action to remedy poor
performance as necessaryPerformancemonitoring
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Objective
setting
Resorces
Fee!bac"
T#e$n!ivi!a%
Performance Management
Recognition
• Positive if performance is as
expected
• )ould be linked to performance
related pay or bonus
• If performance is not up to
standard identify problem andcommunicate need for
improvement
Performance
monitoring
Recognition
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%anning ' erformance agreement• role definition• objectives• competencies• performance improvement• personal development
Act• carry out role• implement performance
improvement plan• implement personal
development plan
Manage erformance
t#rog#ot t#e (ear
• monitor performance• provide continuous feedback• provide coaching• deal with under*performers
Revie) erformance• dialogue and feedback• agree strengths and any
areas for improvement• build on strengths + you are particularly strong in this area
how can you make
even greater use of them?
PERFORMANCE MANAGEMENT CYCLE
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PERFORMANCE PLANN$NG &
AGREEMENT
- Ro%e Profi%ing
- Objective Setting
- Performance measrement an! Assessment
- Performance P%anning
- *eve%oment P%anning
- T#e erformance Agreement
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ROLE PROF$L$NG
*eve%oing Ro%e Profi%es
*efining +e( Res%t Areas
*efine Tec#nica% Cometencies
*efine ,e#aviora% Cometencies
Core -a%es
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*EF$N$NG +EY RES.LT AREAS ' /0AT & /0Y
.hat do you think are the most important thingyou have to do?
.hat do you believe you are expected toachieve in each of these areas?
/ow will you + anyone else know + whether ornot you have achieved them?
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*EF$N$NG TEC0N$CAL COMPETENC$ES
+NO/LE*GE1 S+$LLS AN* E2PER$ENCE
%o perform the role effectively, what does therole holder must do with regards to each 0eyresult areas1
.hat knowledge and skills in terms of technical,procedural, problem solving, communication
skills does role holder possess?
/ow will anyone know when the role holder hasdone work well?
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*EF$N$NG ,E0A-$ORAL COMPETENC$ES
- Personal drive
- 2usiness #wareness
- %eam work
- )ommunication skills- )ustomer focus
- Developing and motivating others
- (lexibility
- 3eadership
- Problem solving
- Planning , organi4ing skills
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CORE -AL.ES
- Integrity
- Impartiality
- Professionalism
- )lient focus
- &fficiency
- "utual $espect
- /onesty
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GOAL SETTING
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Specific + Clearly stated what to do and how to do?Measurable + States how the performance will be
measured?
Achievable + Goal targets are agreed between the
manager and employee.
$ealistic + Is relevant to the employees job role and
to the organization.
Time*bound + a target set for achieving the objective
SMART GOALS
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34 /#at s#o%! (o !o5
64 /#en5
74 /#at Stan!ar!s5
SMART GOALS
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E8am%e9
%he employee will write report for the department at the end
of each week with 4ero grammatical errors1
/#at is e8ecte!5 .rite report for the department
/#en5 &nd of each week
/#at stan!ar!s5 5ero grammatical errors
SMART GOALS
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T!ES O" GOALS
On*going role or work goals
%asks6projects
%argets
Performance standards
* 2ehavior
* 7alues
Performance improvement
Developmental6learning
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GOO# O$%ECTI&ES
- Consistent
- !re'ise
-C(allenging
- )eas*rable
- A'(ie+able
- Agreed
- Time related
- "o'*s on team work
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INTEG,ATION O" O$%ECTI&ES
External factors influence
• Competition
• Market factors
• Customer feedback
• LegislationTeam Objectives
Functional
objectives
Corporate
objectives
Individual
objectives
Internal influence
• Strategic plans
• Resource
available
• Core Values
• Performance
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O$%ECTI&E SETTING CEC.LIST
0as t#e objective:setting rocess been base! on an agree! an! :
to !ate ro%e rofi%e t#at sets ot "e( res%t areas5
0as objective setting been carrie! ot joint%( )it# (or manager5
Are (or stan!ar!s an! targets c%ear%( re%ate! to t#e "e( res%t areas
in (or ro%e rofi%e5*o (or objectives c%ear%( an! secifica%%( sort t#e ac#ievement
of (or team an! fnctiona% objectives an!1 %timate%(1 cororate
objectives4 $f so1 #o)5
Are (or objectives secific5 Are t#e( rea%istic an! attainab%e5
*o t#e( rovi!e some c#a%%enge to (o50as a time %imit for t#eir ac#ievement been agree!5
0o) )i%% (o "no) t#at (or objectives #ave been ac#ieve!5
0ave an( rob%ems (o ma( meet in attaining (or objectives been
i!entifie! an! #as action to overcome t#ese rob%ems been agree!5
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!) )EAS/,E)ENT AN# ASSESS)ENTO.TP.T O.TCOMES AN* $NP.TS
C%assification of ott an! otcome measres
Output is the result that could be measured 'uantifiably1
- (inancial measures + income, shareholder value, addedvalue, rates of return, costs8
- 9nits produced or processed, throughput8
- level of take*up of a service8
- !ales, new accounts8- %ime measures + speed of response or turnaround,
achievements compared with timetables, amount ofbacklog, time to market, delivery times1
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OUTCOME MEASURES INCLUDE
Outcome is visible effort in the result but cannot be
measured 'uantifiably
#ttainment of a standard :'uality, level of service etc1;8
)hanges in behavior
)ompletion of work6project
#c'uisition and effective use of additional knowledgeand skills
$eaction + judgment by others, colleagues, internal and
external customers1
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$NP.TS;COMPETENCY AN* .P0OL*$NG CORE -AL.ES<
- Degree of no!ledge" #ill# and $ehaviorde%on#&ra&ed &o a'hieve &he &arge& goal#
&xample<- 2uilds effective working relationships with others- %akes the initiative to address problems
- !eeks knowledge related to emerging issues
- !hares know*how and information with co*workers
- $esponds effectively to customer concerns
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ASSESSING CO)!ETENCIES
Po#i&ive Indi'a&or# #chieves high level of performance
from team1
Defines objectives, plans andexpectations clearly1
)ontinually monitors performanceand provides good feedback1
"aintains effective relationshipswith individuals and the team as a
whole1
Develops a sense of commonpurpose in the team1
2uilds team morale and effectivelymotivates individual members of theteam by recogni4ing theircontribution while taking appropriate
action to deal with poor performers1
Nega&ive Indi'a&or#
Does not achieve high levels of
performance from team1
(ails to clarify objectives or
standards of performance1
Pays insufficient attention to the
needs of individuals and the
team1
=either monitors nor provideseffective feedback on
performance1
Inconsistent in rewarding good
performance or taking action to
deal with poor performance1
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!%&P! %O .$I%& >O#3! :0$#!; ($O"O2 D&!)$IP%IO=!
- Ste 39 >o through the ob Description of the employee1
- Ste 69 "ake a list of the functions and responsibilities that
are critical to the job1
)ategories in two sections <
@1 %hose that can be measured in numbers, percentages oryes6no answers1
A1 %hose that cannot be measured easily in numbers orcalculated1
http://empxtrack.com/performance-management/goal-settinghttp://empxtrack.com/performance-management/goal-setting
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!%&P! %O .$I%& >O#3! :0$#!; ($O"O2 D&!)$IP%IO=!
Ste 79 write short self*explanatory definition of each >oal1
If you plan to follow 2!) :2alanced !core )ard; Pattern, thencategori4e each goal into one of the following categories<
)ustomer (inancial
Internal 2usiness Process
3earning B >rowth1
S&e( )* Describe each >oal :0$#;1 "ake sure you mentiona measurable target and a realistic timeframe based on yourbusiness plan1
-
http://empxtrack.com/performance-management/goal-settinghttp://empxtrack.com/performance-management/goal-setting
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E1A)!LE O" GOAL SETTING ",O)
%O$ #ESC,I!TION O" A SALES)ANAGE,
Goa% ;+RA< Categor( *efinition an! Measres
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$mrove Performance
of Sa%es E8ectives
3earning B
>rowth
%o ensure that all sales executives meet6exceed the sales
targets provided to them1
%rack the performance of sales team and guide them
consistently meet sales targets1
%arget< 9!C EE,EEE per 'uarter for the whole team1
*eve%oment of Sa%es
Action P%ans
)ustomer )onducts market research and develops sales plans and
updates periodically based on changing market scenarios and
insights from the prior 'uarters1
!ales plan must be reported every 'uarter to management
team for analysis and approval1
%arget< $eview, update, management approvals on a 'uarterly
basis
Management
reorting on Sa%es
Performance
Internal
2usiness
Process
)reate and send accurate monthly reports1
$eports should indicate the following<
• Plan vs achieved
• $easons for any shortfalls
• !.O% analysis1• =ext month targets
%arget< $eports to be submitted by Fth of &very "onth for the
prior month1
Cstomer
engagement
)ustomer %o ensure that customers are happy with our services and their
needs are being met
%o meet customers, get their feedback on customer feedback
Goa% ;+RA< Categor( *efinition an! Measres
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Create an! sbmit
roosa%s an!
resonses to RF=s
Cstomer Re%( to Re>est for Proosa%s1 Ten!er Notices1 an! Price
=otations in a Time%( manner4
Sbmit a cometitive ana%(sis1 b!geting1 e8ecte!
c%osre rice an! cstomer !etai%s in t#e searate
cstomer rofi%e !ocment4
Target9 A%% Proosa%s to be sbmitte! for management
revie) at %east 7 !a(s rior to sbmission !ate
Time%( Co%%ections (inance %o ensure that the customers clear their dues within existing
timelines1
.ork with the accounts to identify any delays and with the
Operations to mitigate any issues being seen at the client end1%arget<
• Improvement in cash flow by FH o
• Decrease in receivables by over JE days by AH in @,
AEH in A, GH in G and AEH in K
A!#erence to coman(
o%ic(
Internal
business
process
%o ensure that the company policies are followed by all team
members and the following activities are carried out as per the
assigned !3#
• #pplication for leave and its approval within G days1
• (illing in the travel sheets with approvals from you
• !ubmission of expense reimbursements within days of
completion of travel
• =ominations for rewards on 'uarterly basis• +
; < g (
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.,A2 .!A AN# .!I
- +e( Res%t Areas;+RA< 9 is like overall function of anemployee1 >eneral areas of outcomes or outputs for whichthe departmentLs role is responsible
- +e( Performance Area ;+PA< 9 Performance $e'uiredareas, the areas within the business unit, for which anindividual or group is logically responsible1
- !ubdivision of 0$#
- +e( Performance $n!icator;+P$< 9 /ow , .hen you knowyou have achieved your assigned targets? It is simply matricattach to the target.
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SA)!LE .,A AN# .!A
Role 3 !rod*'t )anager
- Goal 3 Ens*ring deli+ery of 4*ality prod*'t wit(in s'(ed*le5
- ,e- Re#ul& Area
- C*stomer Satisfa'tion5
- !rod*'t )anagement5
- Operational Cost Control5
- 6*ality C(e'k5
- ,e'ord keeping5
- ,e- Perfor%an'e Area#- )aintaining good working 'ondition in plant5
- Optim*m ,eso*r'e /tili7ation5
- !ro'ess Impro+ement5
- Safety and !re+ention planning and 'ontrol5
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PAGE ?3 OF ARMST RONG ,OO + 6
RE-$E/ SAMPLE ROLE PROF$LES
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ASS$GNMENT 3 ;PRESENTAT$ON<GRO.P OF T/O
!elect a ob 6 D and make its role profile$ole title
Department
Purpose of role
$eport to
0ey $esult #reas B 0ey Performance Indicators
%echnical )ompetencies : 0nowledge, skills, experience;
2ehavioral )ompetenciesDimensionsAttac# %agiarism reort @ a%%o)e! ;sen! (or assignment at
ani>a4s#ai%Bc4e!4" before coming to t#e c%ass<
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AL$GNMENT OF STRATEG$C PLAN /$T0
PERFORMANCE
Organi.a&ion/# S&ra&egi' Plan)ission2 &ision2 Goals2 Strategies
Uni&/# S&ra&egi' Plan)ission2 &ision2 Goals2 Strategies
0o$ De#'ri(&ion Tasks2 .SAs
Individual
.!A2 .!I" ,es*lts2 $e(a+iors2 #e+elopmental !lan
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&A,IATION IN !E,"O,)ANCE)EAS/,ES
PAGE 12 3 ARMSTRONG4OO, 5
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!E,"O,)ANCE !LANNING
T(e performan'e planning part of t(eperforman'e management se4*en'e 'onsists of a
8oint e9ploration of
W(at indi+id*als are e9pe'ted to do W(at indi+id*al is e9pe'ted to know
ow t(ey are e9pe'ted to be(a+e
#e+elop t(eir skills and 'apabilities5
T(e plan also deals wit( (ow t(eir managers willpro+ide t(e s*pport and g*idan'e t(ey need5
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#E&ELO!)ENT !LANNING
"or indi+id*als2 t(is stage in'l*des t(e preparation andagreement of a personal development plan5
It may in'l*de formal training b*t2 more importantly2 it
will in'orporate a wider set of de+elopment a'ti+ities:
Self-managed learning2
Coa'(ing
)entoring !ro8e't work
%ob enlargement
%ob enri'(ment
%ob s(ift
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TE !E,"O,)ANCE AG,EE)ENT
,ole re4*irement
Ob8e'ti+es
!erforman'e meas*re and indi'ators
.nowledge2 skills and 'ompeten'e
Corporate 'ore +al*es and re4*irements
A performan'e planA personal de+elopment plan
!ro'ess details
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E1A)!LE O" #I""E,ENT!E,"O,)ANCE )ANAGE)ENT
!,OCESS
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MANAG$NG PERFORMANCE AT STAN*AR* C0ARTERE* ,AN+ ;6<
T#e rocess• >lobal for all employees• #ccelerate a high performing organi4ation
Objective setting ;anar(<• (inancial6business objectives•
%wo core management objectives• 7alues objectives for all
Fina% revie) ;NovD*ec<• @+ business rating scale• #+D values rating scale• #dditional feedback form• )ascaded level down ratingreviews
$nterim revie) ;%(<
• (ormal step*back
• %racking rather thanrating
Performance coac#ing
t#rog#ot t#e (ear
$egular open discussion<• integrates performance, learning and development, reward and individual engagement• addresses performance issues• under*performance not tolerated
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Performance planning
Development
Performance review
%otal compensationOngoing
coac#ing an!
fee!bac"
>uidance< /ave a dialogue and document it
PERFORMANCE MANAGEMENT AT PF$ER $NC
PERFORMANCE MANAGEMENT AT ASTRA ENECA ;6
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PERFORMANCE MANAGEMENT AT ASTRA ENECA ;6<
Stage 3
,siness ro%es
Plan
Stage 6
Performance
%anningEvaluate Stage Stage 7
Performance Performance
measrement !eve%oment
Do
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PERFORMANCE MANAGEMENT AT T0E -$CTOR$A & AL,ERT M.SE.M
ob description
:updated;
&vidence
:departmental;&vidence
:individual;
)orporate
planDepartmental
objectivesIndividual
objectives
Performance
standards
#ttributes
#ssessment
)ountersigning officer review
Personaldevelopment
plan
$atings +pay
decisions