Download - 184084127 Performance Management by Dhivya m Phil Pptx

MANAGEMENT

Is performance management effective?Can skills be increased through

performance management?Is it possible to manage all?Can wages be capped through.

performance management?Do individuals have control over their

reward?Reviewing and reacting on results.Up skilling.

Content

IntroductionPerformance management is the

process through which supervisors and those they lead gain a shared understanding of work expectations and goals, exchange performance feedback, identify learning and development opportunities, and evaluate performance results.

Cont..It is through this process that

organizations are able to create and sustain a workplace environment that:

Values continuous improvementAdapts well to changeStrives to attain ambitious goalsEncourages creativityPromotes learning and professional

developmentEngaging and rewarding for employees

Cont..It is one of the key processes that,

when effectively carried out, helps employees know that their contribution are recognized and acknowledged.

It is an ongoing process of communication between employer and employee, in support of accomplishing the strategic objectives of the organization.

Conceptual frameworks

MANAGING EMPLOYEE PERFORMANCEPerformance management is a

cycle, with discussions varying year-to-year based on changing objectives.

The cycle includes,PlanningChecking-InAssessment

Performance management process

Alignment with vision & mission

Performance

planning

Day –to-day coaching

and feedback

Quarterly performance check in

Formal performance review

PERFORMANCE PLANNING

Cont…

1. Ensure a mutual understanding of the job responsibilities

What is the nature of the role?What are the primary responsibilities?2. Ensure a mutual understanding of

standards and expectationsWhat expectations and standards must be met?What are the quality measures that will be used

to determine success?What are the expectations that must be met?What are the time expectations?3. Set performance smart goals

Cont..

3. Set performance smart goals

SMAR

T

SPECIFIC: clearly defines outcome and results

MEASURABLE: states observable criteria for success

AMBITIOUS: challenging and inspiring

REACHABLE: realistic given the skill – level and available resources

TIME BOUND: has a specific deadline for achievement

DAY-TO-DAY COACHING & FEEDBACK

Cont..

Discuss performance oftenProvide appreciative feedback -

recognize successesAddress concern and solve problems

QUARTERLY PERFORMANCE CHECK-IN

Cont..

1.Check progressWhat’s working well?What’s not working?2. Make mid-course adjustments

where needed

WHAT WENT WELL?WHAT TO CONTINUE DOING?

WHAT IS NOT WORKING?WHAT TO CHANGE /DO DIFFERENTLY?

QUARTERLY PERFORMANCE CHECK-IN

Cont..

STOP •What we’re doing now that we should stop doing

START •What we’re not doing now that we should start

CONTINUE •What we’re doing now that we should continue doing

FORMAL PERFORMANCE REVIEW

Cont..

During annual performance reviews managers and employees work together to:

Review the employee’s work achievements and challenges over the past year,

Establish work expectations and performance goals for the coming year, and

Define the employee’s professional development goals and learning plan for the coming year.

An effective performanc

e management process sets the

foundation for

rewarding excellence.

PM

Shift performance

focus as annual event to on-going

process

Allow ee & er to identify

problem early and change

the course of action

Setting clear performance expectations (result+action) and career development

goals

Linking employee work effort

with organization’s objectives

Do individuals have control over their reward?Yes, they have control over

rewards.According to EQUITY THEORY –

attempts to explain rational satisfaction in terms of perceptions of fair/unfair distribution of resources within interpersonal relationship.

Cont..

COMPETENCY MODELSImplementing a

comprehensive competency model targeted at increasing the employees skills and facilitating corporate growth strategies.

By defining the competencies needed to perform each performance goal / objectives.

By integrating the competencies for the employee’s job into the PM process.

Cont..In both cases, feedback provided

on the employee’s competencies typically feeds into the development of a learning or action plan to address gaps in performance and development within or beyond the employee’s current role / job.

COMPETENCY MODELMULTI – SOURCE360 DEGREEUPWARD

FEEDBACK

The behavioral indicators for the competencies needed within the target role / job are used as the standard for assessing the performance of the employee.

IMPLEMENTATION OF MODEL

Determine policy for integratingDesign a PM processDesign communication & training

programPilot the processRevise and finalize ready for full

implementationReview and evaluate the process

during the first cycle of implementation & make revision.

Is it possible to manage all?A regular dialogue between line

manager and their team members is at the heart of performance management.

Regular informa

l meetin

g

Formal meeting

for performance plan progress

Annual apprais

al review

and feedbac

k

Manager should not discriminate against

employees in the way

they manage

performance

UPSKILLINGThe most important thing course

of action in HR side to have skills in “FUTURING”

The changing context of the world

Understanding all the points of leverage that will help for the future

Making sure the company is capable of adapting to innovation practices.

VARIOUS CONCEPTS

DomainResultsMeasuresIndicatorsOrganizational goalOrganizational preferred resultsAligning resultsWeighting resultsStandardsPerformance plansObserving, measurements and feedbackAppraisal / reviewRewardPerformance gapDevelopment plans

OTHER

CONCEPTS LIKE

power

The focus of the performance management effort

power

These are usually the final and specific outputs desired from the domain.

power

Measures provide specific information used to assess the extent of accomplishment of results

power

Indicators are also measures. They indicate progress (or lack of) toward a result.

power

These are usually overall accomplishments desired by an organization and are often established during strategic planning

power

These are usually overall accomplishments desired by an organization and are often established during strategic planning

power

Performance management puts strong focus on ensuring that all parts of the organization are working as efficiently and effectively as possible toward achieving organizational results

power

Weighting results refers to prioritizing the domain's preferred results, often expressed in terms of a ranking (such as 1, 2, 3, etc.), percentage-time-spent, etc.

power

These specify how well a preferred result should be achieved by the domain. For example, "meets expectations" or "exceeds expectations".

power

The plan usually includes at least the domain's preferred results, how the results tie back to the organization's preferred results, weighting of results, how results will be measured and what standards are used to evaluate results.

power

These activities include observing the domain's activities in terms of progress toward preferred results, comparing progress to the preferred performance standards and then providing ongoing feedback (useful, understood and timely information to improve performance) to the domain

power

In its most basic form, performance appraisal (or review) activities include documenting achieved results and indicating if standards were met or not

power

The performance review process usually adds information about rewarding the employee(s) if performance met or exceeded standards

power

This represents the difference in actual performance shown as compared to the desired standard of performance

power

Typically, this plan conveys how the conclusion was made that there was inadequate performance, what actions are to be taken and by whom and when, when performance will be reviewed again and how

EXAMPLES OF BEST PRACTICES

Wipro aims at leveraging the most out of a PMS through its 360-degree feedback. Pratik Kumar, Corporate VP-HR, one of the pioneers of 360-degree across India believes that employees must be involved early in the performance discussion and the mission (objective) of the feedback must be clear. He further states that the success or failure of a PMS system depends on how committed the top management are to it.

HCL Info systems has designed an interactive PMS tool “iPerform” that tracks results achieved through daily, weekly, monthly and quarterly reviews

Infosys Technologies implemented 360-degree feedback and a direct Q &A link with the President himself, who is to respond within a given time. This was designed to address generational issues.

Microsoft, apart from a PMS online and frequent review meetings - Mid - year review called Career Compass focussing on developmental plans - also designed “Mentor – ring” in which experts register themselves as mentors. Employees then can log on and choose their mentors.

RESEARCH TITLES CONNECTED TO THE TOPIC

A study related to competency based performance management

Performance management in a HR framework

A study to measure performance related pay

A study related to competency based payManaging high performance teamMeasuring employee performanceA study on perceptual relationship

between overtime and outputA study on the effect of locus of control on

performance of employeesTo investigate the effect of board

composition on performance management

Impact of organization evaluation tools on business performance

Impact of diversity and conflict on performance

Impact of non-monetary compensations on employee performance

Perception of employees regarding formal and informal training and their impact on potential performance/growth

Cont..

RESEARCH OPPORTUNITIES/GAPS IN THE TOPIC

Lack of resourcesConflicting prioritiesLack of authorityA quick “lack of time” analysisLack of skills or knowledgeMonitoring employee performance

– expectation vs. actualIs the gap between good practices

and your practices

CONCLUSIONGood performance management helps everyone

in the organization to know: What the business is trying to achieve Their role in helping the business achieve its

goal The skill and competencies they need to fulfill

their role The standard of performance required How they can develop their performance and

contribution to development of the organization How they are doing When there are performance problems and

what to do about them.

By,V.Dhivya

Download - 184084127 Performance Management by Dhivya m Phil Pptx

Top Related