SO@AR

Workshop
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Today's Agenda

•SO@AR process -Roy

•Balanced Scorecard concept presentation and
goal setting exercise - Geeta
•Way forward for SO@AR in the next one year
time horizon - Prabhash
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GOALS OF THE WORKSHOP ARE TO :

·Enhance the participant’s understanding of the
Performance Management System

·Enable consistency in the implementation of the

Performance Management System within the
company.
‫ تعزي ز فه م المشاركي ن لنظام إدارة األداء تمكي ن‬:‫أهداف ورش ة العم ل ه ي‬
‫االتساق في تنفيذ نظام إدارة األداء داخل الشركة‬.
 Introduction Imperatives of SO@AR SO@AR Elements Goal Setting Exercise Performance Appraisal
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Carry Home Menu

• Better Understanding of the Balanced Scorecard
Concept & SO@AR.

• Better Understanding of the linkages of SO@AR

to Compensation & Rewards, Career
Management & Learning & Development.

• Trust in the system & its ability to deliver fair

assessment & rewards.
• ‫ & فه م أفض ل لمفهوم بطاق ة األداء المتوازن‬SO @ AR. ‫ فه م أفض ل لرواب ط‬SO @ AR ، ‫بالتعويضات والمكافآ ت‬
‫ الثقة في النظام وقدرته على تقديم تقييمات ومكافآت عادلة‬.‫وإدارة المسار الوظيفي والتعلم والتطوير‬.
 Introduction Imperatives of SO@AR SO@AR Elements Goal Setting Exercise Performance Appraisal
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Lets have fun during the workshop

Be present and on time

• Time in – Time Out.
• Enjoy the Group Experience by turning up together.

Turn off mobile phones

• A couple of years back, no business suffered
because there were no Mobile Phones
• If must leave on, then use silent mode

Avoid side conversations

• Difficult for speaker to be heard
• Deprives group of your valuable input
because you share it only with one
person
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Imperatives
for
SO@AR
Why SO@AR
Vicious Cycle of inadequate PMS
Objectives of SO@AR
 Introduction Imperatives of SO@AR SO@AR Elements Goal Setting Exercise Performance Appraisal
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WHY SO@AR???

• Am I being fairly appraised?

•
– …PERHAPS. Uncertainty is due to
there being no goals and measures
to be appraised against!
–
• Do I understand how my Rewards, Training & Development,
& Career is impacted by my performance?
•
– No, since I have not been told about
this in a formal manner…while I have
received various inputs in an
informal manner!
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What happens in the absence of

Robust PMS – A Vicious Cycle

System is not there or it does

not work
Relatively low trust in the system

Relatively low commitment from all

parties to the process
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Objectives of SO@AR

– Align the activities and behaviours of individuals with

company's objectives and values.
–
– Assess the performance of individuals comprehensively
and fairly.
–
– Systematically develop the capabilities of employees.
–
– Forced Ranking of the team into Role models, anchors
and learners.
–
– Deal effectively with Role models, anchors and learners
through appropriate development systems and
rewards / incentives / disincentives.
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SO@AR
Elements
PERFORMANCE MANAGEMENT
THROUGH
THE BALANCED SCORECARD
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What is Balanced Scorecard???

Balanced Score Card is a framework for

describing, measuring and managing
strategy across four business perspectives

Concept Introduced by…

Robert S Kaplan and David P Norton
in early 1990s...
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The Balanced Scorecard

1 - What is a Balanced Scorecard?

• A Balanced Scorecard is a framework that focuses on

shareholder, customer, internal and learning
requirements of a business in order to create a
system of linked objectives, measures, targets and
initiatives which collectively describe the strategy of
an organisation and how that strategy can be
achieved.
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What are the different perspectives on which we

measure our business??
•Financial
•Customer
•Internal
•learning and growth

•Each Business has a Balanced Scorecard that translates

into the Business Head’s Objectives.
•
•This Balanced Scorecard is cascaded to all levels below.
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Perspective Framework to Translate Strategy Into

Operational Terms
The Vision

Financial Perspective
“If we succeed, • Profitability
how will we • Growth
look to our • Shareholder
shareholders?” Value

Customer Perspective
o Measurement is the language that “To achieve our • Price
gives clarity to vague concepts vision, how must • Service
we look to our
customers?” • Quality
o Measurement is used to
communicate, not simply to
Internal Perspective
control
“To satisfy our • Cycle Time
customers, what
management • Productivity
o Building the scorecard develops
processes must we • Cost
consensus and teamwork excel at?”
throughout the organization
Organization Learning
“To achieve our • Market Innovation
vision, how must • Continuous
our organization
learn and Learning
improve?” • Intellectual Assets
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Vision

POWER OF VISION

VIDEO
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Video Highlights

• A Vision has two important elements :

DREAM (A dream without action is euphoria)
ACTION (Action without a dream is drudgery)
• A Vision should be :
Leader initiated
Comprehensive and detailed
Shared and supported
Positive and inspiring
• We need to have something significant yet to do in the future.
• We should find a Star Fish that will help us excel at the work
situation.
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Is there a Balance Between Outcome

Measures & Performance Drivers?
Outcome Measures Performance Drivers
Financial q Return on Investment q Revenue Mix
Perspectiv q Revenue Growth
e
Customer q Customer Satisfied Survey
Perspectiv q Customer Retention q Depth of Relation
e

Internal q Share of Segment

Perspectiv q New Product Revenue q Product Development Cycle
e q Cross-Sell Ratio q Hours With Customers
Learning
{
q Revenue per Employee q Strategic Skills
& Growth q Employee Satisfaction q Strategic Information
Perspectiv q Personal Goals Aligned
e
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SO@AR
Elements
ARCHITECTURE
 Introduction Imperatives of SO@AR SO@AR Elements Goal Setting Exercise Performance Appraisal
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WHY SET PERFORMANCE GOALS

?
• Goal setting is a powerful way of aligning individual
effort with organisation goals.
•

• It permits people to see how the objectives set for

each individual fits into the overall organisational
objectives.
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APPROACHES TO GOAL SETTING

Goals for the next period are set on mutual agreement
and then passed down through the various levels.

Each level takes responsibility for translating

categories that fit the work to be undertaken.

This passing down approach of goals set at the top is

often very general; by the time they reach the
bottom they are usually quite specific and
operational.
Eg….
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GOAL SETTING - CASCADE….

Everyone from top to bottom is

provided the opportunity of seeing what is
expected in terms of results. There can be
little doubt about what a person should be
doing since this is made known in as
concrete and specific terms as possible.
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GAINING AGREEMENT ON THE

CURRENT ROLE DESCRIPTION

The process of creating a goal statement begins

by a manager and staff member discussing their
views as to what the role entails. This provides a
clear framework for what is currently expected.
l
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PERFORMANCE MANAGEMENT
SYSTEM- SO@AR

Preparing Performance Objectives

• It is the discretion of the manager and staff

member working together to determine
those activities which are to be translated
into performance objectives that constitute
“significant” business outcomes
l
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CHARACTERISTICS OF GOOD
PERFORMANCE OBJECTIVES

SMART

• Specific
• Measurable
• Ambitious
• Realistic
• Time-bound
•
Please limit yourself to a minimum of One & a Maximum of
Two Objectives under each category.
l
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Objectives-SO@AR
• The Objectives have been classified under four categories
in sync with the Balanced Scorecard.
•
• Financial
• Customer
• Internal Business Process
• Learning & growth

Measure what is important – Link to Business Objectives.

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Measures & Metrics

• What is measures/metric? How do we define measure/metric?
•
• Measure/metric is scale to quantify the objective
•
Eg.
• Objective - Reduce manpower hire cost
• Measure - Cost per hire
• Target - 10%reduction vis-a-vis last year
•
Eg.
• Objective - Increase customer satisfaction
• Measure - Customer satisfaction index
• Target - 15% increase over previous years score
•
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• Balance the measures:

o Should be measurable
o Should be controllable by the
individual concerned in most cases;
0 Maximum two measures/metrics per
objectives. (in year one advisable to go in
for one)
o Should not be such that too much
time is spent on collecting the information;
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Critical Success Factors

• These are Critical attributes/Competencies

that improve Job Effectiveness/
Performance.
•
• These are attributes that have been
consistently exhibited by top performers in
ABL and hence are defined as factors that
help us help ABL succeed.
•
• We are in the process of Mapping these CSFs
and will roll-out the CSFs & their Definitions
in April, 2005.
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Performance Counseling &

Developmental Plan
• This will on the one hand help superior
performers perform better by expanding
their horizon; on the other hand it will assist
people in improving their performance in
their current role.
• This will be carried out at the end of the
performance year.
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SO@AR Architecture
Five key elements of SO@AR

1. Inputs Roles, Responsibilities, Objectives, Critical Success Factors and

Metrics

2. Appraisal Target setting, interim feedback, and year-end

processes review

3. Linkages Compensation and Training and

Career Management
Rewards Development

4. Support Skills and Resources

5. Beliefs Cultural Enablers and Impediments

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Goal Setting-Agenda & Objectives for

Discussion
Role description and Objectives
1

Description of all deliverables and activities expected of a role in a nutshell

drilled down to Objective Measures.
Cascades from the Apex to each level below.

Measures/ Metrics 3 Critical Success Factors

2
Key quantifiable elements of role Competencies that define success in a
converted into role.
measurable targets On-the-Job observable behaviours in
typically will be a line with Company’s vision and values
combination of long-
term and short-term
measures
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How the Form Looks

Note: All Sections marked as A&B

or running into Page 1 & 2 will be
on Facing pages connected
together.
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RATINGS on Objectives

RATING 3: Exceeded expected performance

Indicates that the individual has exceeded expected performance

criteria in the objective.

RATING 2: Met expected performance

Indicates that the individual has met expected performance criteria
in the objective concerned.

RATING1: Below expected performance

Indicates that the individual has under achieved the expected
performance criteria in the objective concerned.
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Scoring on Objectives
• Weighted score on a performance measure/metrics is the
assigned weight multiplied with the achieved rating.
•
• Eg.
• Wt. = 20%
• Rating = 2
• Score = 40 (Wt*Rating)
• Total weighted score will be the sum of scores for each measure
across Objectives
•
• Final Rating on Objectives will be the total weighted score/100.
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GOAL SETTING EXERCISE

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PERFORMANCE REVIEW
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Interim Review: Agenda & Objectives for

Discussion. No discussion on scores.
Discuss Y2D target achievement on quantitative
Measures & Metrics
Reasons for under or over achievement.

Appraises Y2D performance against Critical

Success Factors Focus
area
Monitor progress against Personal
development plan

Suggestions on course
correction
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Final Review: Agenda & Objectives for

Discussion
Agenda and objectives for Time
Responsibilities
discussion mins
Discuss target achievement in the year 15 Appraisee
on quantitative Measures/Metrics Complete self appraisal
Prepare for discussion
Reasons for under or reasons for
over performance under/ over
discussed and recorded. achievement
on quantitative
Detailed discussion on performance 30 Measures
against each Critical Success Factor /Metrics and
ways to attain
Specific examples and next year
events cited by appraiser targets.
Link with self appraisal
and discuss variances, if Appraiser
any, in assessments. Verify actual numbers filled
by appraisee.
Prepare for discussion on
CSFs; compare own
assessment with self
appraisal of Appraisee.
Check with reviewer for
thoughts.

Reviewer
Review self appraisals
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SUGGESTIONS FOR POSITIVE OUTCOME OF

AN APPRAISAL INTERVIEW
• Reconstruct the historical sequence leading up to the
present situation. This provides a perspective for
evaluating empirical outcomes based on past happenings.
•
• Offer rationale that might explain and make sense to both
parties about why the discrepancies exist between
achievement and the set goals.
•
• Put the actual subject matter discussion aside so that each
party can explore how they might interact in a more
problem-solving manner.
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Performance Management Cycle

Appraisal Interviewing
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APPRAISAL
INTERVIEWING
• Preparation
• Structure
• Appropriate Behaviour
• Listening
• Questioning
• Influencing
• Content
• Follow up and support
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ADMINISTRATIVE
ARRANGEMENTS
•
• Paper work
• Notice
• Location
• Physical setting
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THE APPRAISAL INTERVIEW

KEY MESSAGES
• Do Prepare
• Do be specific about success and failures
• Do concentrate on performances not
personality
• Do listen and ask questions
• Do agree objectives
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THE APPRAISAL INTERVIEW

Distinguish Between
• Success & Excellence
• Judgement & Measurement
• Skill & Will
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…THE APPRAISAL INTERVIEW

KEY MESSAGES
• Do not impose ideas
• Do not be destructive
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IMPROVED LISTENING
• Get surroundings right
• Concentrate and persist
• Judge content not delivery
• Test understanding
• Take notes
• Suspend prejudice
• Practise
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SHARPEN YOUR LISTENING SKILLS

• Listening is certainly not a passive activity. Therefore,
to really listen, we must `work’ at it.
• Listen
• for ideas and emotions and try to catch on
central and supporting ideas.
• Better listening improves both understanding and
effective communication.
• Good listeners/communicators are valuable assets to
the organisation and well equipped to foresee and
identify problems, promptly preventing/handling any
communication break down.
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COMMUNICATE EFFECTIVELY
Picture what you want to express.
• Be clear, direct, and use simple terms that can be
“understood”.
•
• Pay attention to non-verbal language : posture, vocal tone,
speed of speech, facial expressions, eye contact.
• Express angry feelings constructively and thrash through
difficulties with openness, candor and understanding.
• Be alert for feedback : self observation/directly asking.
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WATCH OUT!
Your self image and individual perceptions reflect
the manner in which you communicate and are an
indication of how you see yourself and the situation.

–Strong self concept : distorts your perception

of how others see you, resulting in feelings of
insecurity
–
–Poor self concept : poses difficulty in
expressing yourself/your feelings truthfully.
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INFLUENCING STYLES
PUSH
• Giving information
• Making suggestions
• Giving orders
•
PULL
• Asking for information
• Testing understanding
• Asking for ideas
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APPRAISAL INTERVIEWS - Content

• Performance and exhibited on the job
leadership behaviours as defined.
• Future v/s past/present
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APPRAISEE’S SUMMARY
• Prepare properly
• Review last time’s objectives
• Ask colleagues for assessment
• Use the past to shape the future
• Set tough but achievable objectives
• Review your job description
• Think about what you want to achieve
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PERFORMANCE REVIEW -
VIDEO
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Using Critique For Effective Performance

Review
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WHAT IS CRITIQUE ?

• Involves a systematic effort to examine the

underlying reasons for the degree of success
realised in completing an activity
•
• Entails describing how that activity might have been
done differently to make it better.
•
• Learning from an activity to achieve better
performance in the future.
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CRITIQUE AT ITS BEST

• Is a joint activity when two or more participants

commit themselves to sharing observations to
trace, based on fact, what occurred so that they
can evaluate the activity and consider how it
might have been done differently and better
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CRITIQUE v/s CRITICISM

• Whereas the motivation of critique is to be helpful
and constructive, criticism is more often motivated
by the need of one person or group to accuse,
control or destroy another who is seen as a barrier
to progress
•
• When criticism in the guise of critique occurs, it
becomes accusing, threatening and promotes
defensiveness
•
• Much learning can result from critique; little from
criticism
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WHEN AND HOW TO CRITIQUE ?

Critique can be used at the beginning of goal

setting and setting of performance objectives,
during the period of task accomplishment to
ensure effective monitoring, or at the end of a
project or cycle of activity for appraisal of the
performance that occurred.
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STAGES OF CRITIQUE

• Beginning of the activity

• Concurrent critique
• Post-mortem critique
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BEGINNING OF THE ACTIVITY

• Critique is an excellent approach to learning about
an activity before it has taken place
•
• Helps managers and staff to think about the activity
as goals are being set in order to determine what
each person knows, what each expects to happen
and how, and what each wants to see done
•
• There are no surprises
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CONCURRENT CRITIQUE
• Occurs spontaneously or according to a plan at any
time during the activity
•
• To identify problems and difficulties and to permit the
introduction of corrective actions before disabling
problems block productivity
•
• Works best when those engaged in it can openly give
and receive feedback and are committed to using
critique as needed
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POST-MORTEM CRITIQUE

• A performance review in essence is a post mortem

critique
•
• Also includes evaluation of designated events, such
as a quarterly budget review
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PROPERTIES OF EFFECTIVE CRITIQUE

• Openness and candor
• Occurs throughout an activity or task
• Describes what is happening and the consequences that
result
• It avoids as much as possible evaluative judgements of
good or bad or right or wrong.
• Observations about individuals outside the context of
work are personal and have no real pertinence
• Should reflect connections between personal behaviour
and consequences
A critique is a useful tool at all stages of the
performance cycle.
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RULES OF FEEDBACK

• Should be descriptive and non-judgmental

• The closer the feedback to the event it describes, the
better it is.
• Feedback should be specific, concrete and limited
enough in magnitude to enable it to be thoroughly
understood.
• Concentrate on things a person can change
• Be aware of the personal motivations for giving
feedback
•
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FINAL REVIEW ROLE PLAY

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...Performance Management Cycle

Appraisal Interviewing
Prabhash is the organisation’s premises
manager. His responsibilities include
maintenance, security, cleaning and safety.
He is Prem’s Boss.
Prem is a keen, busy manager, energetic
but not always organised. Has little
experience of appraisals.
Heral is Prabhash’s manager. He has the
experience, knowledge and detachment to
understand why Prem and Prabhash are
having trouble with one another.
 SO@AR Calendar
Oct - Nov Feb-
Dec-Jan April May-June Sept-Oct
March

Goal
Interim Self
Setting discussions
Appraisal
Ideate & Cascade
Business MANCOM FINAL ASSESSMENT OF PREVIOUS YEARS PERFORMANCE
Objectives over Discusses &
2 years, the Signs-on
second year Business Finalise list Interim Review
being a Rolling Self
Objectives Performance Additional Discussion
Plan Appraisal
Counselling & checks by HR
Developmental Plan
Closure
First Review Discussion with Final
discussion Top Talent Appraisal in
Break up of
Identification of next
targets within
Top Talent Calendar
the Brand/
Channel / Year
Scoring
Function & Review
 YOU WILL MAKE PMS SUCCEED
•Use PMS as a tool to attain your objectives
•
– Rather than as a formality that needs to be
done.
•
•Give it sufficient time and effort
•
– Spend more than prescribed time in the first few
years across processes.

•Encourage open discussions

•
– The success will be dependent on how much
the appraisers encourage their subordinates
to speak up and how honestly the appraisees
talk.
THANK YOU