developing the work plan
TRANSCRIPT
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Session ObjectivesSession Objectives
Understand the concept of Work Planning – what is a Work Plan?
Be able to identify key performance areas and work out performance standards
Be able to understand the importance of Performance Agreement
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Presentation OutlinePresentation Outline
General Introduction
Focus of Performance Management
The Work Plan and its Components
Example of a Work Plan
Performance Agreement
Work Plan Review
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Performance Performance ManagementManagement
Good Management Practice
Continuous process
Development Tool
Improvement Tool
Motivation Tool
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Main PhasesMain Phases
Direction and Objective setting
Monitoring and Follow up
Measuring
Taking Action accordingly
Providing Support
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The Focus of Performance Management
The Focus of Performance Management
Clarifying the Purpose of the Job
Defining and Setting Objectives
Establishing the Key Tasks
Identifying Performance Indicators
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Work PlanWork Plan
First stage in the design of the Performance Appraisal System
Levels of Work Planning
Documentation of the joint discussions
The Work Plan is a central part of the Performance Appraisal Form
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Key Result Areas (KRA’s)
Key Tasks (KT’s)
Key Performance Indicators (KPI’s)
Work Plan - ComponentsWork Plan - Components
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Work PlanWork Plan Key Result Areas (KRA’s) - (objective -
setting)
Key or main functions to be performed by the employee for the coming year
An area of a job for which performance is critical for making an effective contribution to the achievement of organisational strategies, goals and objectives
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Key Result Areas refer to general areas of outcomes or outputs for which a role is responsible
Where results are expected (in line with the mission)
Work PlanWork Plan
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KRA’s KRA’s Main goals / objectives to be fulfilled during a
review period
KRA’sKRA’sKRA’sKRA’s
Organisation’s Strategy
+Vision and Mission
Organisation’s Strategy
+Vision and Mission
Division Objectives Division
Objectives
Current priorities and
pressing needs
Current priorities and
pressing needs
Scheme of
Service
Scheme of
Service
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The ‘SMART’ PrincipleThe ‘SMART’ Principle
A SMART objective is one that is:
Specific – the goal and methods are clearly defined
Measurable – the objectives are measured numerically
Achievable – humanly possible, and the project has all the required resources
Relevant – must be in alighment with the demands of the job and the
requirements of the department Time framed
– completion within deadlines to be agreed upon
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Key Tasks (KT’s)
Clarifying further the Purpose of the Job
Main activities / tasks or steps to fully achieve the KRA, i.e. main tasks to be performed – the process involved
Work PlanWork Plan
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Key Performance Indicators (KPI’s)
KPI’s are quantifiable measurements i.e. Performance Levels or Standards agreed to beforehand, that reflect the critical success factors (of the company, department, project)
Evidence demonstrating achievement of performance objectives
Work PlanWork Plan
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KPI’sKPI’s
KPI’s used to observe progress and measure actual results compared to expected results
Performance is measured according to the relevance of the situation in terms of:– Quantity – Quality– Efficiency – Effectiveness– Timeliness
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KPI’sKPI’sPerformance
IndicatorsDefinitions Examples
Quantity Quantity of service provided Number of projects Number of people served
QualityQuality of service provided according to customers or stakeholders
Time taken to process and application Satisfaction of the customers with the level of
service
EfficiencyCost per unit of output; Processing time
Cost per liter of water delivered by household Percentage of accommodation applications that
are processed within 3 days
EffectivenessThe degree to which the intended objective of the service is being met
Percentage increased in employment Decrease in crime rate
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Work Plan - ExampleWork Plan - Example
Key ResultAreas
Key Tasks
Key PerformanceIndicators
1.
2.
3.
4.
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Performance AgreementPerformance Agreement
Importance of the Work Plan being discussed in details and agreed upon by both parties
Importance of communication, dialogue and joint discussions
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Appraiser and Appraisee jointly identify training and development needs
Endorsement by the Moderator / Moderating Committee
Performance AgreementPerformance Agreement
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KRA’s - ExampleKRA’s - Example
Customer Service: to improve customer service
Customer Service: to improve customer service
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KT’s - ExamplesKT’s - Examples
To attend to customer queriesTo attend to customer queries
To suggest means of improving customer service
To suggest means of improving customer service
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KPI’s - ExamplesKPI’s - Examples
Number of customers attended to (daily / weekly)
Number of customers attended to (daily / weekly)
% of customer complaints resolved
% of customer complaints resolved
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Work Plan - Example Work Plan - Example Key Result
AreaKey
TasksKey Performance
Indicators
To Improve Customer Service
Receive customers and attend to queries by assessing customer needs
Assist in building existing customer base by following up and calling up on dissatisfied customers identifying selling opportunities, and advising customers on services
Attend to customer complaints by taking remedial action or referring problem to customer services
Track all customer service issues by liaising with subordinates, internal or external customers
Ensure premium service to customer by identifying and developing new ideas for improvement
Number of customers received daily and number of queries attended to
% increase in customer base
Response time to customer complaints
% of issues resolved
Number of new acceptable suggestions and initiatives during the period
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Work Plan - QuestionsWork Plan - Questions
What needs to be done?
How well should it be done?
How well is it being done?
How can it be improved?
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A Working ExerciseA Working Exercise
POST : ……………………………….
Key ResultAreas
Key Tasks
Key PerformanceIndicators
1.
2.
3.
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Work Plan Review Work Plan Review
The need for the supervisor and employee to meet periodically to discuss progress, changes ….
Performance Appraisal Exercise
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Concluding RemarksConcluding Remarks
Work Plan: the Basis of the PMS
The Success of the Performance Appraisal System will depend to a very large extent on the Work Plan
Failing to Plan = Planning to Fail
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