performance management system
DESCRIPTION
TRANSCRIPT
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.
It is only an evaluation of the past.
They are remote from facts.
It’s a necessary must for the organization.
REALITY :It is a constructive activity which
leads to personal growth.
It is review of the past for better results in future.
It is based on objective evidence.
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
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.
MANAGERS ROLE AS A GUIDE
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.
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 KPAsKPAs 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 KPAsReview 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.
KEY PERFORMANCE AREAS
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 Manager’s desk.
At the Appraisee’s desk.
LANGUAGE
Establish contact (say hello,
handshake) Ask open questions. Seek to reach an
agreements. Be more elaborate in
communication
Don’t Invade Don’t be threatening in
giving a critical feedback
Avoid closed questions Avoid reaching
confrontation.
APPRAISING THE POOR PERFORMANCEA 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 Appraisee’s 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 :
UNDER ACHIEVER
Excessive dependence Needs supervision Lacks initiative
THE MANAGER SHOULD :
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 OFEMPLOYEES
CHARACTERISTICS :
ASSERTIVE:
Wants to control Likes doing things his way.
THE MANAGER SHOULD :
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