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Performance Management

An iterative process of goal-setting, communication, observation and evaluation to support, retain and develop exceptional employees for organizational success.

Set Goals

Communicate

Evaluate

Observe

Why Manage Performance?

To reach organizational mission and goals

Encourage and reward behaviors aligned with organizational mission and goals Curb or redirect non-productive activities

What do Employees Expect?   Clear expectations Positive/constructive feedback on a regular basis Involvement in goal setting   Be treated fairly and consistently Sharing of information and resources Job/career enrichment opportunities   .

Planning for the Process  Review employee’s job description Understand the performance measurement system Review notes from the year    Understand employee expectations .

Performance Management System      It is an organization .wide management program that provides a structured approach to: Communicate business strategy Establish a shared understanding of what is to be achieved and how it is to be achieved Facilitate management of self and others Measure and motivate performance (organizational and individual) .

It consists of three phases: (a) setting expectations for employee performance. and (c) measuring actual performance relative to performance expectations. (b) maintaining a dialogue between supervisor and employee to keep performance on track. .Contd…  Performance Management – A management process for ensuring employees are focusing their work efforts in ways that contribute to achieving the agency’s mission.

PMS Consists of…  A process for communicating employee performance expectations.  . and A procedure for resolving performance pay disputes. and conducting annual performance appraisals. maintaining ongoing performance dialogue.    Training in managing performance and administering the system. A procedure for addressing employee performance that falls below expectations. A procedure for encouraging and facilitating employee development.

WHY MEASURE PERFORMANCE ? Because  What you cannot measure you cannot improve. .  If you cannot improve you cannot grow.  Measurement helps in objectively differentiating between performers and non performers.  Pay for performance is possible only through metrics.

. teams & organization To effect promotions based on competence and performance To access the training and development needs of the employees To decide upon the pay rise PM can be used to determine whether HR programmes such as selection. and transfer have been effective or not. training.Objective of PMS       To confirm the services of probationary employees upon their completing the probationary period satisfactorily To check the effective & efficiency of individuals.

  PMS: Emphasis is on performance of individuals.PAS & PMS   PAS: Emphasis is on relative evaluation of individuals Annual exercise Rewards & recognition of good performance Designed & monitored by HR department Ownership is mostly with the HR dept. team & orgn. Continuous process Performance rewarding may or may not be integral part Designed by HR dept. but monitored by respective dept. Ownership is with the line managers. HR facilitates its implementation         .

and how the performance will be measured. Corrective action plan – A short-term action plan that is initiated when an employee’s performance fails to meet expectations. Its purpose is to achieve an improvement in performance.  .PMS Includes…  Work plan – A document that describes the work to be completed by an employee within the performance cycle. the performance expected.

Contd…  Individual development plan – An action plan for enhancing an employee’s level of performance in order to excel in the current job or prepare for new responsibilities. a summary of the employee’s actual performance relative to those expectations. and the supervisor’s and employee’s signatures.  Performance appraisal – A confidential document that includes the employee’s performance expectations. . an overall rating of the employee’s performance.

 Fair appraisal – Appraising employees in a manner that accurately reflects how they performed relative to the expectations defined in their work plan and in a manner that is not influenced by factors irrelevant to performance. or note on which the supervisor indicates the extent to which the employee is currently meeting expectations and provides evidence to support that conclusion.Contd…  Performance documentation – A letter. memo. . completed form.

HIGHLIGHTS OF THE SYSTEM    The appraiser and the appraisee jointly set the Key Result Areas (KRA’s) and assign mutually agreed weightage expressed as a percentage Simple mathematical relationship between set weightage and accomplishment gives a final numerical score on KRA’s To evaluate all management personnel on company values and leadership attributes a new section has been added entitled “Values in Action” .

WHAT IS A KEY RESULT AREA ?     A KRA refers to a target that needs to be achieved by the appraisee in a given time KRA’s are the set of performance expectations from the appraisee The focus is on tangible outputs. However this does not mean that tasks that have a qualitative output cannot form a KRA The focus is on tangible outputs. However this does not mean that tasks that have a qualitative output cannot form a KRA .

.Setting KRA in case of a Functional Reporting Relationship     Functional reporting cases will require input from the functional superior in setting KRAs for the appraisee. The appraiser . In case of a disagreement . the appraisee and the functional superior will have to mutually agree upon the KRAs for the appraisee. functional goals could be super-ordinate to business goals. In some cases. it will be the functional superior’s responsibility to convince the administrative superior to reach an agreement on the KRAs and communicate the same to the appraisee.

application and use of performance indicators and measures . targets and goals and relevant indicators to improve public health practice  Performance Measures .establishment of organizational or system performance standards.Components of PMS  Performance Standards .

Contd…  Reporting of Progress .establishment of a program or process to manage change and achieve quality improvement in public health policies.  . programs or infrastructure based on performance standards.documentation and reporting of progress in meeting standards and targets and sharing of such information through feedback Quality Improvement . measurements and reports.

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.Importance of PMS    A Performance Management System enables a business to sustain profitability and performance by linking the employees' pay to competency and contribution . It brings all the employees under a single strategic umbrella . It provides opportunities for concerted personal development and career growth .

it gives supervisors and subordinates an equal opportunity to express themselves under structured conditions Organizations can effectively manage the performance appraisal process with our online performance management system It calls for a high level of co-ordination. and timely review .Contd…    Most importantly. channeled information flow.

Performance Cycle SETTING EXPECTATIONS PROVIDING ACTIONABLE COACHING & FEEDBACK OBSERVING BEHAVIOUR AND MEASURING RESULTS .

The reviewer decides to meet the appraisee to hear his / her views. The appraiser communicates the decision of the reviewer to the appraisee.Appraise Need For Further Discussion     The reviewer meets the appraiser to investigate the point of disagreement. The reviewer examines the case and communicates his / her decision to the appraiser. .

FURTHER LINKS EMERGING FROM THE PMS  Rewards and Recognition  Training and Development Potential Appraisal Career and Succession Planning   .

THANK YOU .