SETTING OBJECTIVES

AND

PERFORMANCE COUNSELLING

PRACTICE ORIENTED WORKSHOP ON

OBJECTIVES OF THE PROGRAMME

• Share the objectives of performance appraisals

• Provide guidance and practice to the participants to set smart

objectives

• Share with the participants as to how to conduct effective

performance reviews

HISTORY

• Trait evaluation

• Confidential reports

• Evaluation against set objectives

•Individual

•Dyads

•Groups/teams

•Organisation/SBUs

CHANCEFACTORS

ENVIRONMENTALFACTORS

THE EQUATION OF PERFORMANCE

• INVIDUAL PERFORMANCE

=ABILITY x MOTIVATION x ORGANISATIONAL

SUPPORT

FACTORS OF PERFORMANCE

• Ability – training, retraining, instructions

• Motivation – intrinsic/extrinsic

•company policies, departmental atmosphere,

personal matters

• Organisational support – post training, developmental plans

WHY SET OBJECTIVES ?

• Set a clear road map for individual contribution

• Bring about role clarity

• Clarify expectations between appraiser and appraisee

• Provide a tool for continuous improvement

• Inculcate result orientedness

• Address conflicting targets

• Bring about focus in actions

While we set objectives in the beginning of the year, flexibility to

fine tune the objectives is required to cater to changing

situations

MANAGING PERFORMANCE

• Define PlanMonitor

• Who plans performance

•Performer

•With the help of supervisor

•Context of orgnisational plans

•On the basis of previous performance

•Using benchmark wherever possible

Business Objectives

AnalysisReward

SMART CRITERIA

• Specific – observable

• Measurable – qualitatively and quantitively

• Accountable – my own (not departmental)

• Realistic – stretched but not beyond reach

• Time bound – having start and end times

Weightages may be assigned to the job objectives

• SALES FROM Rs 2 CRORES TO Rs 3

CRORES IN THE WESTERN REGION

FOR THE YEAR 2002-03

• INCREASE IN SALES OF ABC IN THE

WESTERN REGION FOR THE YEAR

2002-03

SALES OF ABC FROM Rs 2 CRORES TO

Rs 3 CRORES FOR THE YEAR 2002-03

SALES OF ABC FROM Rs 2 CRORES TO

Rs 3 CRORES IN THE WESTERN

REGION FOR THE YEAR 2002-03

SALES OF ABC FROM Rs 2 CRORES TO

Rs 3 CRORES IN THE WESTERN

REGION

SMART CRITERIA

SALES OF ABC FROM Rs 2 CRORES TO

Rs 3 CRORES IN THE WESTERN

REGION FOR THE YEAR 2002-03

JOB OBJECTIVES CHECK LIST

• Do they cover almost all areas/aspects of the job where I am likely to

make a difference ?

• Are they linked to the overall performance of the department/unit ?

• Do they fulfill the SMART criteria ?

• Do they give me a sense of direction ? (future road map, dos, don'ts)

• Do they clarify my role ?

• Do I have an activity list or action plan for each JO ?

• Do they relate to my performance as contrasted with that of my

subordinates, peers or seniors ?

Do they indicate the extent to which I will be spending my time and the

extent to which each is important ?

EXERCISES – EVALUATE THESE OBJECTIVES

• To assist the division head in conducting abc study on need basis

• 2% training mandays for subordinates out of available mandays

• To enforce adequate internal control in these areas relating to raw

materials, store equipments and other service contracts.

• To provide adequate working capital for operations including business

driven variations

• 15 days training for Mr.. Xyz

EXERCISES – EVALUATE THESE OBJECTIVES

• To develop strong second and third line in the department over a

period of 1-2 years

• Provide technical support to achieve x crores worth of production

as per budget requirement

• Training of staff/workmen for higher safety rules and regulations

along with house keeping

• Ensure timely completion of testing activities of QA FP section

(approx. 5000 samples/year)

• Improve profitability of abc product

• To produce 50 Mt/month of product

• Improve RM consumption norms

SOME GOOD OBJECTIVES

• Increase in sale of 555 from 2 to 3 crores in the western region for

the year 02-03

• Develop a, b and c upto plant scale up by March 2003.

• Achieve RM consumption of x kg/kg of FP to y kg/kg of FP by

March 03

• Increase internal customer satisfaction from 65% to 70% by March

03

• Reduce absenteeism in the manufacturing area by 5% for the year

02-03

• Achieve a average interest rate of X% for the year 02-03

SOME QUESTIONS WE CAN ASK OURSELVES WHILE WE SET OBJECTIVES

• What are the areas of my activity ?

• What are the final outcomes of my activity?

• What outcomes are desired by my management ?

• What is the desired level of performance ?

• What is significant about the job I do ?

• What are the interesting/useful achievements of the past as regards

your job ?

SOME GOOD OBJECTIVES

• Improve past performance

• Achieve new performance standards

• Sustain performance

• Towards improvement in quality, quantity,

• Oriented around hard work, smart work

• Utilisation of extra available time

• Catering to general organisational requirements

TYPICAL QUESTIONS ONE MIGHT ASK …

• Who are my customers ?• What are their needs ?• What are the gaps ? set objectives.Eg. Cheque preparation times, MTBF, MTTR etc….

• What were observable lapses in the past year ?• How could they be addressed them this year (strategy) ?• What could be my role ? set objectives.Eg. Ticket arrangements, transport arrangements,Report

preparations, Uniform, sweets, calendar distribution, etc….

PERFORMANCE COUNSELLING - PURPOSE

• Helping / enabling / empowering

• Bridging perception gaps

• Inspiring, motivating

• Trust building

• Creating choices and alternatives

• Help recognise strength and weaknesses

• Debottlenecking

• Fine tuning the objectives

PERFORMANCE COUNSELLING – STEPS

• Rapport building•Attending•Listening•Acceptance (empathy)

• Exploration•Exploring•Problem identification•Diagnosis

• Action planning•Searching•Decision•Supporting

Discussion should then take a developmental mode

ALLHELPFUL

BEHAVIOURS

PERFORMANCE COUNSELLING Does AND Don'ts

Dos• Greet• Invite to take a seat• Talk about personal matters• Maintain eye contact• Paraphrase• Keep all disturbances away• Share specific feelings• Be factual• Explore• Jointly identify problems• Jointly identify alternatives• Explore feasibility• Help taking decision• Offer help and support

Don'ts• Starting off with a comment on

behaviour• Attending to phone calls• Passive listening• Criticising, being judgmental• Suggesting a problem• Suggesting the cause• Advising• Directing, making a fixed plan• Promise of general help• Assumptions• Showing haste to end the

meeting

PERFORMANCE COUNSELLING STATEMENTS THAT SWITCHES THE APPRAISEE OFF

• Your work is not good ;You are not punctual – evaluative descriptive

• Because of you, our department is getting a bad name – focused on personbehaviour

• I feel/understand that you don’t cooperate ;I am not sure if you are serious about the assignment that I gave you – Impressiondata based

• Don’t waste company’s money by making so many customer visits – prescriptiveSuggestive

• I received a complaint from Suresh that you delay work; I am getting fed up of the complaints I receive for your department– based on what others saybased on your views

• Your IQ seems to be low, besides your height and complexion are irritating – Focused on behaviour that is difficult to change Focused on modifiable behaviour

GUIDELINES FOR A GOOD PERFORMANCE REVIEW MEETING

• The meeting should be planned in advance

• Sufficient time should be provided for the meeting (1-1½ hours)

• Meeting should take place neither in appraiser nor in the

appraisee’s office. It should take place in a separate room as far

as possible

• An atmosphere of relaxation and trust should be established that

would facilitate freedom of expression by both

• All sources of distractions should be put away for the meeting