PERFORMANCE MANAGEMENT SYSTEMS

THE OBJECTIVE
To provide a fresh perspective to the appraisal system Emphasize the need to use PMS as a Management tool for Organizational Development
To provide useful information on our Performance Management System.

GENERAL PERCEPTION ABOUT PMS AND REALITY

GENERAL BELIEF :
Linked only to pay and rewards.

REALITY :
It is a constructive activity which leads to personal growth.

It is only an evaluation of the past.

They are remote from facts.

It is review of the past for better results in future.

It is based on objective evidence.

Its a necessary must for the organization.

Its an opportunity given by organization.

PMS AN OPPORTUNITY
To direct current performance towards the organizations requirement. To harness potential within the individual and utilize it to the optimum level.

To improve relations.

ROLE OF A MANAGER
MENTOR :
A person with expertise in his respective field. Capable of sharing his experience which will be useful to the organization.

MANAGERS ROLE AS MENTOR

Being aware of the organizational goals, a Manager has better knowledge of the actual performance required from the executives. Foresee the helping / hindering factors in target achievement and thus influence the performance pattern of the individual towards the desired goals. Act as a role model and be a source of motivation.

GUIDE

MANAGERS ROLE AS A GUIDE

A manager is a person who would monitor employees performance and provide proper guidance. Assess the strengths and weakness of the individual, during performance. Provide help in form of training. Give appropriate and timely Advise.

FRIEND

MANAGER AS A FRIEND
Develop meaningful two way communication Motivate the individuals towards higher achievements. Help them to overcome their weakness and capitalize their strengths. Help in doing individual SWOT analysis.

APPRAISAL SYSTEM
Self Appraisal Initial discussion between the appraiser and the reviewer. Discussion between the appraiser and appraisee and rating to be given with due consideration to the Attributes. Assessment of employees performance by reviewing authority. Final comments on the appraisal by the appraising authority.

KEY PERFORMANCE AREAS

1. WHAT IS KPA KPA of each organizational member includes the specific business responsibilities that have an ultimate impact on the success or failure of the enterprise as whole. In other words, KPAs describe the reason why the job exists- they are lables and not long statements of outcome that are expected. KPA consists of all the prime responsibilities of an individual member.

KEY PERFORMANCE AREAS

a) FEATURES OF KPAs KPAs are broad areas within a job that change little from year to year

They identify the areas within which a person is responsible for achieving results.
Majority of KPAs are found from the job description simply by asking the question What are the most important things that the person does?

KEY PERFORMANCE AREAS

b) HOW MANY KPAs CAN A PERSON HAVE ?

In general a job may have between three to seven KPAs. If it is less than three, probably some important area would have been overlooked or if it is more than seven, chances are great that what has been generated is a task inventory or list of goals.

KEY PERFORMANCE AREAS

c) WHAT DO WE HAVE KPAs
KPAs are the basis for setting specific objectives and are broad statements of the areas within which the job holder is expected to produce results. It is the framework for a person to exist and operate in the organisation.

d) FINETUNING OF KPAs
Review the list to make sure that each KPAs deals with a discrete and non overlapping part of the job. Make sure that no significant responsibility areas have been overlooked. Ensure that the KPAs are appropriate.

ATTRIBUTE RATINGS
Common Errors Snap Judgments Subjective Ratings Inconsistent Ratings

The detailed note on attribute ratings available with the HR & circulated earlier will be helpful in making more objective ratings.

APPRAISAL MEETING

A)

STEPS IN SETTING UP THE MEETING. State purpose of the meeting Clearly. Communication should be clear and not ambiguous. Date, time and place to be decided in advance. Sufficient time should be kept between two appraisal meetings.

APPRAISAL MEETING
B) PREPARATION FOR THE MEETING Collection of the facts and necessary data. Plan the points to be discussed. Be prepared with inputs for a constructive appraisal meeting.

LOCATION OF THE MEETING

WHERE
It should preferably be at a neutral place with no physical barriers like the conference room.

WHERE NOT
At the Managers desk. At the Appraisees desk.

LANGUAGE
Establish contact (say hello, handshake) Ask open questions. Seek to reach an agreements. Be more elaborate in communication

Dont Invade Dont be threatening in giving a critical feedback Avoid closed questions Avoid reaching confrontation.

APPRAISING THE POOR PERFORMANCE A DEADLOCK

Grossly avoided because

1. Makes the manager unpopular. 2. May de-motivate the appraisee.

APPRAISING POOR PERFORMANCE MADE EASY

1. Be clear in thoughts and actions : Appraise the Performance not the performer. 2. Describe clearly the expected level of performance. 3. Ask the Appraisees opinion about the expected performance and the actual. 4. Reach a consensus in identifying gap between the actual performance and the expected level. 5. Reach a agreement on improving the performance. 6. Follow up : A Systematic follow up is required to ensure whether the agreed points are being met. 7. Taking timely review of the performance is crucial.

MANAGING DIFFERENT TYPES OF EMPLOYEES

CHARACTERISTICS : DEFIANT Rebellious No initiative Non team performance

THE MANAGER SHOULD : Avoid conflict Seek acceptance with warmth. Develop two way communication.

MANAGING DIFFERENT TYPES OF EMPLOYEES

CHARACTERISTICS : THE MANAGER SHOULD :

UNDER ACHIEVER
Excessive dependence Needs supervision Lacks initiative

Show empathy not sympathy. Exercise control over the initial period of performance. Give advise not instruction. Set realistic goals and help in preparing a action plan

DEALING WITH DIFFERENT TYPES OF EMPLOYEES

CHARACTERISTICS : THE MANAGER SHOULD :

ASSERTIVE:
Wants to control Likes doing things his way.

Encourage high performance and grant recognition. Share objective with him/her and seek his/her commitment. Delegation of work should be done carefully and team work should be encouraged.

THANK YOU