Professional Documents
Culture Documents
2.1 Introduction
Definition
Performance planning may b e defined as systematic outlaying of the activities that the
manager is excepted to undertaken during a specified period so that he is able to make his
best contribution to development an organizational out comes - (“RAO”)
The need or objectives of performance planning can be split at the following levels.
1. At Organization Level :
To clear define and communicate to employee’s organization vision, objectives,
strategies and performance goals .
To boost motivation and self concept of the employees to ensure that
employee’s receives feedback on continuous basis.
2. At Manager Level :
To provide opportunity to the employee’s for joint goal setting .For greater
ownership and accountability.
To provide on going on the job feedback.
2.3 Importance of Performance Planning
The coaches or mentors in any organization work with performance plans or work plans to
keep their employees motivated. They operate with such plans in place for each and every
one of their team members to generate synergy.
The following points discuss the importance of performance planning which are given below:
Performance planning helps in aligning the individual goals with the organizational goals
and the concept behind this is mutuality for survival and growth.
This makes the process of performance management more accountable and objective.
It focuses on key results area and key performance area which must be considered for
gaining the competitive edge.
For example An organization intending to become the world’s largest textile company in the
shortest possible time which is ultimate goal of any organization, will increase its production
capacities either through organic route such as setting up new manufacturing facilities, or by
acquiring other textile organizations.
Since acquisition helps increasing production capacities quickly, the organization shall
pursue acquisition as a strategy for faster growth but acquisition strategy also involves
turning around the performance of the older acquired production units which essentially calls
for improving human performance for corporate success.
The following are the key components of the performance planning process:
Preparation of Performance Plans
Identification of Key Success Factors
Setting Departmental and Individual Objectives
Providing Regular Feedback
Performance Review
Action Planning
Process of Performance Planning
Both the supervisor and employee should be reviewing the goals, objectives and needs of the
work unit and looking at the current job description and the supervisor should list the things
in the job that they intend to measure, and the standards you will measure to. The employee
could write down the ways they think each of their tasks. It could be measured and how well
each should be performed.
Along with this, discussing whether they met the standards of performance or not and
whether they exceed those standards. When review any outside factors that may have had an
effect on performance.
At this time, the supervisor should be identifying any areas where improvement may be
necessary or performance could be enhanced and the employee should also have the
opportunity to discuss areas where they could have used more help.
Action Planning
Action planning is another important aspect to completing this cycle. This is where the
supervisor and employee would plan for any training that needs to occur. It could also be
where we discuss career planning.
One of the keys to successful strategic plan implementation lies in specifically linking the
performance of every individual employee, every stakeholder, to the plan itself.
The Individual Performance Plan (IPP) feature of We Plan Well gives users the ability to
easily identify, track and measure performance goals for everyone with responsibilities
connected to the plan.
It can also serve as the complete Individual Performance Management system for the
entire organization.
Easily align employee performance goals with Strategic Plan goals: each employee
can instantly download their strategic plan responsibilities directly into their
individual plan.
Export plan documents, assessments and reports in several formats for easy copying
and presentation.
Update any element of the plan and immediately find the change reflected in all
reports and assessment options.
Expand the IPP to reflect strategic plan responsibilities as well as day-to-day job
requirements and individual development goals.
The Individual Performance Plan feature offers a tool you can use to assure that your
organization's time and energy is focused on the highest level priorities of the plan. IPP is just
one of the innovative features offered by We Plan Well, which can help transform your
Strategic Plan into strategic performance.
Strategic planning is a process in which an organization's leaders define their vision for the
future and identify their organization's goals and objectives. The process includes
establishing the sequence in which those goals should be realized so that the organization can
reach its stated vision.
Are the conditions and criteria for successful planning in place at the current time? Can
certain pitfalls be avoided?
Is this the appropriate time for your organization to initiate a planning process? Yes or
no? If no, where do you go from here?
Who is going to be on your planning team? You need to choose someone to oversee the
implementation (Chief Strategy Officer or Strategy Director) and then you need some of the
key individuals and decision makers for this team. It should be a small group of
Organizational Barriers
Most of the traditional organizations are not in favour of performance planning. According to
this concept, the organizations spending time on performance planning is just a wastage of
time. These organizations believe that they have a strong implementation strategy and due to
this only, it becomes the barrier.
For example, The Indian companies tend to spend 30% time on planning and
remaining 70% on implementation whereas the MNCs usually spend 70% time on
performance planning and the remaining 30% time on strategy implementation.
Individual Barriers
The lack of commitment in the organization’s employees or management is another important
barrier to performance planning. Sometimes managers or employees or both show less
commitment towards the achievement of organizational goals and the reasons could be
personal, organizational, competitive or any other HR factor.
Competency mapping is the process of determining the skills, behaviors, abilities and
knowledge a job title requires. Organizations often begin this process by determining their
goals and analyzing the abilities of their existing employees. Then, they clearly define the
expectations they have for each position and ensure employees have the necessary skills to
succeed in their roles.
For instance, competency mapping for an information technology specialist might reveal the
importance of communication, problem-solving skills and proficiency in relevant operating
systems.
Competency Definition: Competency is underlying characteristics required to perform a
given task, activity or Competency has the following forms-knowledge, skills and attitude –
(Gomes 2007)
Competency Mapping Definition: It is a process of identifying key competencies for a
particular position in an organization and then using it for job evaluation, recruitment,
training and development, performance management, succession planning which results in
talent induction, management development appraisals, and in identifying training needs.
Because competency mapping involves the evaluation of current employees, you can identify
existing strengths and weaknesses in your organization. This information allows you to
optimize employees' potential by assigning them to tasks where they have the highest chances
of success.
Improved productivity
Competency mapping often more narrowly defines roles within an organization. This
specialization ensures employees can focus their talents on the most relevant tasks and rely
on peers for support related to their expertise.
An organization with clearly defined roles may experience a streamlined hiring process. It
can use its competency mapping to write thorough job descriptions and attract talented
employees with the appropriate qualifications.
Increased morale
Competency mapping can increase morale by outlining expectations and ensuring employees
understand how to achieve good evaluation scores. Employees may also find it easier to ask
supervisors for support when both parties are aware of expectations.
An organization can begin the competency mapping process by identifying its goals. It can
review its mission statement or meet with senior executives to understand the larger goals
that employees are trying to achieve. This step allows the process to build a good foundation,
identify smaller goals that employees strive for daily and clarify any confusion about the
organization's objectives.
2. Analyze competencies of existing employees
By analyzing the skills of existing employees, an organization can create outlines for
competency maps and identify opportunities for improvement. One useful analysis method is
self-evaluation, as employees have a unique perspective on their skills and can highlight them
as they relate to their roles.
3. Define competencies
Once an organization understands what employee goals are and what skills are necessary for
achieving them, it can define competencies for each job role. Consider listing important skills
and relating them to essential duties. For instance, the competencies of a product designer
might include communication and negotiation to facilitate positive client relationships.
4. Determine metrics
After an organization clearly defines roles through competency mapping, it can share results
internally and externally. For instance, it might incorporate the findings into job descriptions
to attract suitable candidates. Organizations can also share the results with employees so that
they can prepare for performance evaluations.
Steps in competency mapping
The data from the job analysis can be analyzed to identify the core competencies required for
each role in the organization. This should include knowledge, skills, behaviors, motives, and
ambitions. You can match each of these to the daily responsibilities of each role.
As we explored earlier, each competency should have a scale that helps you assess how
competent someone is within each competency. It’s common to have three to five proficiency
levels, e.g., basic, intermediate, advanced, and expert. What knowledge, skills, behaviors, and
experience are required at each of these levels for each competency?
4. Validate the competencies
The next step in the competency mapping process is to validate the identified competencies
by seeking input and feedback from subject matter experts, managers, and employees in the
respective roles.
The competencies required for a specific role or function come together to form a
competency model. This model provides a tangible framework for performance management,
skill gap analysis, and development and provides a template for what the ideal organization
and professional will look like.
Write clear and concise descriptions for each competency. Include behavioral indicators or
examples that illustrate the expected performance for each competency at different
proficiency levels. This helps individuals understand what each competency entails.
The final step of the competency mapping process is to embed the competency map into
various HR processes. This means incorporating competencies into job descriptions and
performance evaluations, assigning metrics to measure each competency, or deciding on
additional resources or training needed for specific employees or departments so they can
perform better in their roles.
Interviews
Group work
Task Forces
Task Analysis workshops
Psychometric Questionnaire
Use of Job descriptions
Performance Appraisal Formats etc.