updated pms cascade slides

Authored by: Authored by: RDCagampanRDCagampan

Performance Management System Performance Management System &&

Employee Development ProcessEmployee Development Process

AmethystAmethyst

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How it all began…How it all began…

Dr. Aubrey C. Daniels, Ph. D.

Performance management was coined by Dr. Daniels in the late 1970s to describe a technology for managing behavior and results, the two critical elements of what is known as performance.

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How it all began…How it all began…

Productivity

PMS Cascade Discussion PMS Cascade Discussion ObjectivesObjectives

To increase your awareness of what To increase your awareness of what performance management process is, its performance management process is, its importance and how it is link to the employee importance and how it is link to the employee development process development process

To enhance your awareness and understanding To enhance your awareness and understanding of competencies and target role profiles (current of competencies and target role profiles (current and future)and future)

RationaleRationale Human Capital is a critical source of a company’s competitive Human Capital is a critical source of a company’s competitive

advantage.advantage. An employee development process will provide a structured An employee development process will provide a structured

approach to enhancing employee competencies.approach to enhancing employee competencies. Developing human capital through a transparent systematic way will Developing human capital through a transparent systematic way will

motivate employees to further increase productivity and motivate employees to further increase productivity and commitment.commitment.

Early identification of key talents in the organization will sustain abd Early identification of key talents in the organization will sustain abd develop the business.develop the business.

Competencies specific to the organization’s and the client’s goals Competencies specific to the organization’s and the client’s goals can be identified and incorporated into a system that ensures the can be identified and incorporated into a system that ensures the link between the processes and tools to the desired outcome.link between the processes and tools to the desired outcome.

House RulesHouse Rules

Manage your cell phonesManage your cell phones Keep an open mindKeep an open mind Respect opinionRespect opinion Ask questionsAsk questions Take notes accuratelyTake notes accurately Clean as you goClean as you go

The Integrated SystemsThe Integrated Systems

Performance Performance Management Management

ProcessProcess

Employee Employee Development Development

ProcessProcess

Succession Succession Planning Planning ProcessProcess

Objective Objective SettingSetting

Q1Q1AssessmentAssessment



Year EndYear EndAssessmentAssessment

Coaching Coaching Visit DiscussionVisit Discussion

Initial FilterInitial Filter

Business ReviewBusiness Review

AssessmentAssessmentCenterCenter

Position Position KitKit

Next LevelNext LevelManagerManagerSelectionSelection

Performance Performance Management Management

ProcessProcess

Employee Employee Development Development

ProcessProcess

Succession Succession Planning Planning ProcessProcess

Objective Objective SettingSetting




Year EndYear EndAssessmentAssessment

Coaching Coaching Visit DiscussionVisit Discussion

Initial FilterInitial Filter

Business ReviewBusiness Review

AssessmentAssessmentCenterCenter

Position Position KitKit

Next LevelNext LevelManagerManagerSelectionSelection

PMS PMS A Model For Securing Organisational ResultsA Model For Securing Organisational Results

RREESSUULLTTSS

External factors

Internal factors

AACCTTIIVVIITTIIEESS

QuantityQuantity

DirectionDirection

QualityQuality

CCOOMMPPEETTEENNCCIIEESS

Attitude Attitude

Knowledge Knowledge

Skills Skills

CustomersCustomers

PMSPMSA TEMPLATE FOR SALES IMPROVEMENTA TEMPLATE FOR SALES IMPROVEMENT

Market InformationMarket Research,Sales Market Research,Sales Force, Internet, Force, Internet, Customers, Media, Customers, Media, Government/AuthorityGovernment/Authority

Product Mix Product Mix Customer Mix Customer Mix Volume, Volume, Profit/Revenue Profit/Revenue Market ShareMarket Share

Result / TargetsAnalysing Past Result

Management By PrayerManagement By Prayer

Analysing Past Activities Activities Plan

Management By FearManagement By Fear

Management By SupportManagement By SupportEvaluation of Competencies

Performance Management and Individual

Development Plan

Marketing Direction

Authored by: Authored by: RDCagampanRDCagampan

Understanding Understanding CompetenciesCompetencies

What are They?What are They?

Competencies DefinedCompetencies Defined

Competencies are the knowledge, skills and behaviors Competencies are the knowledge, skills and behaviors

demonstrated by superior performers more often, in more demonstrated by superior performers more often, in more

situations and with better results, compared to average situations and with better results, compared to average

performers.performers.

They are knowledge skills and behaviors required by the They are knowledge skills and behaviors required by the

organization and the individual to succeed.organization and the individual to succeed.

They are observable and therefore, They are observable and therefore, measurablemeasurable. .

They are grounded in an organization’s unique culture, values and They are grounded in an organization’s unique culture, values and

strategy.strategy.

Competencies DefinedCompetencies Defined

Harder to see, measure and change but can make the most difference

Values

Self-Image

Traits

Motives

Easier to see, measure, and change

Skills

KnowledgeQuantitative

Qualitative

Competencies Can Be MeasuredCompetencies Can Be Measured

Quantitative Competency Metrics Quantitative Competency Metrics Measures what things need to be doneMeasures what things need to be done

Qualitative Competency Metrics Qualitative Competency Metrics Measures how things were doneMeasures how things were done

Competencies Can Be MeasuredCompetencies Can Be Measured

Quantitative Competency Metrics (100%)Quantitative Competency Metrics (100%) Key Result AreasKey Result Areas

Key Performance IndicatorsKey Performance Indicators

Qualitative Competency Metrics (100%)Qualitative Competency Metrics (100%) BehavioralBehavioral

Quantitative + Qualitative scores divided by Quantitative + Qualitative scores divided by

2 = Total Competency Score2 = Total Competency Score

The TemplatesThe Templates

PMS Quantitative (Drugstore)PMS Quantitative (Drugstore) Key Result Areas and Key Performance IndicatorsKey Result Areas and Key Performance Indicators

Detailing audit – 30%Detailing audit – 30%

Merchandising – 35%Merchandising – 35%

Admin – 30%Admin – 30%

Sales – 5%Sales – 5%

Basis for scoringBasis for scoring TMS-generated ReportTMS-generated Report

AA DrugstorePMSTemplate

Diser DrugstorePMSTemplate


PMS Quantitative (Modern Trade)PMS Quantitative (Modern Trade) Key Result Areas and Key Performance IndicatorsKey Result Areas and Key Performance Indicators

Merchandising – 45%Merchandising – 45%

Admin – 45%Admin – 45%

Sales – 10%Sales – 10%

Basis for scoringBasis for scoring TMS-generated ReportTMS-generated Report AA Modern

TradePMSTemplate

Diser Modern TradePMSTemplate


PMS QualitativePMS Qualitative Behavioral clustersBehavioral clusters

• Leading and Developing People – 100%Leading and Developing People – 100%

• Concern for Order, Quality and Accuracy – 100%Concern for Order, Quality and Accuracy – 100%

• Teamwork and Collaboration – 100%Teamwork and Collaboration – 100%

Basis for scoringBasis for scoring S.T.A.R.sS.T.A.R.s

S. T. A. R. Templates

Behavioral Clusters

How to score

Capturing Qualitative CompetenciesCapturing Qualitative Competencies

Using S.T.A.R.sUsing S.T.A.R.s

Situation or TaskSituation or Task ActionAction

ResultResult

Observing and Rating Qualitative Observing and Rating Qualitative CompetenciesCompetencies

Behaviors seen in everyday work – i.e., Behaviors seen in everyday work – i.e., how how we go about we go about

achieving our work goalsachieving our work goals

An individual’s level on a particular competency is judged by An individual’s level on a particular competency is judged by

observing their behaviors over a period of time (or recalling it), observing their behaviors over a period of time (or recalling it),

then comparing it with the specific behaviors listed under then comparing it with the specific behaviors listed under

different levels of that competencydifferent levels of that competency

Someone’s competency is accepted to be at a particular level if Someone’s competency is accepted to be at a particular level if

the individual shows the individual shows most most of the behaviors listed under that of the behaviors listed under that

level level regularly and in different situationsregularly and in different situations

The Elements of a STAR

Situation/ Task = Why?

Action = What was done & How was it done?

Result = Effect of the Action?


Situation/Task = Describe the situation that you were confronted with or the task that needed to be accomplished.


Action = This is the most important part of the STAR.

What you did and how you did it - how you reacted to the situation. This is where you can start telling some special skills.

For example, you may want to describe how you used the team to achieve a particular objective and how you used your communication skills to keep everyone updated on progress etc.


•Action = also manifests motivation (the reasons for doing it, what drives you…)

•Why you did it•For example; when discussing a situation where you had to deal with conflict, many candidates would simply say: “I told my colleague to calm down and explained to him what the problem was”. However, it would not provide a good idea of what drove you to act in this manner. • How did you ask him to calm down? • How did you explain the nature of the problem? By highlighting the reasons behind your action, you would make a greater impact. For example:•“I could sense that my colleague was irritated and I asked him gently to tell me what he felt the problem was. By allowing him to vent his feelings and his anger, I gave him the opportunity to calm down. I then explained to him my own point of view on the matter, emphasizing how important it was that we found a solution that suited us both."


Result = Explain what happened eventually – how it all ended.

Also, use the opportunity to describe what you accomplished and what you learnt in that situation and how to use it in the future.

EXAMPLE of S.T.A.R. (Entrepreneurial Spirit)

Part of my job is to update the inventory database for my company.When we lost the lease on our largest storage facility, we hadto reconsider what & how much we were going to keep on hand.

ST

When I realized that our storage capacity would be cut in half,I contacted our largest distributors & found out how much itwould cost if we purchased the same amount from them buthad it delivered in smaller quantities & biweekly instead ofmonthly.

A

The extra money we spent for the bimonthly deliveries was farless than we had been spending for leasing storage space.Even when an unexpected order came in & we had to have theparts sent by overnight express, our costs were still far less thanwhen we kept a month’s inventory on hand. Our accountantfigured that my plan saves the company almost P400,000.00 a year.

R

EXAMPLE of S.T.A.R. (Creativity and Innovation)

For 2 months after the earthquake, calls to our insuranceoffice tripled.

ST

Suddenly, everyone wanted to buy extra homeowner’s insurance.there wasn’t enough time to hire & train new sales representatives,so I initiated a special bonus program for the entire staff –administrative people, receptionists, word processors, as well as thesales force.

A

Even though everyone worked lots of nights & weekends, no oneever got burned out. Everyone felt appreciated, & no one seemed tomind making some extra money. And we really celebrated when ouroffice topped all the sales records for the quarter.

R

EXAMPLE of a S.T.A.R. (Communication and Influencing)

During district meetings, we devote 15 minutes for learningsessions. In the 15-minute session, a sales rep is assigned togive a presentation on any field-related experience he/ she recentlyhad which his team mates can learn from.

ST

I rehearsed 2 weeks prior to our district meeting, my topic which wason “handling difficult customers”. I practiced my platform skillsin front of the mirror & my sister, & listed the things I needed tobring to the learning session. I started my presentation with anenergizer. I glanced at my speaker’s notes from time to time duringthe presentation & entertained questions from my team mates.I also asked my team mates questions to check for their under-standing before we moved on to the next items. To ensure if myvoice projection was loud enough, I asked my audience if theyheard me clearly. At the end of my presentation, I asked myteam mates to fill up an evaluation form in order forthem to assess how I fared in my presentation.

A

R I got a satisfactory evaluation with written suggestions from my teammates and my boss that I include more visuals in my presentation & toobserve the time allotted because I got overboard for 2 minutes.

Observing and Rating Qualitative Observing and Rating Qualitative CompetenciesCompetencies

Seen in everyday work behavior – i.e., Seen in everyday work behavior – i.e., how how we go about we go about

achieving our work goalsachieving our work goals

An individual’s level on a particular competency is judged by An individual’s level on a particular competency is judged by

observing their behavior over a period of time (or recalling it), observing their behavior over a period of time (or recalling it),

then comparing it with the specific behaviors listed under then comparing it with the specific behaviors listed under

different levels of that competencydifferent levels of that competency

Someone’s competency is accepted to be at a particular level if Someone’s competency is accepted to be at a particular level if

the individual shows the individual shows most most of the behaviors listed under that of the behaviors listed under that

level level regularly and in different situationsregularly and in different situations

Recording Qualitative Competencies Recording Qualitative Competencies

S.T.A.R. DiaryS.T.A.R. Diary Date/When (Recency)Date/When (Recency)

Place (Consistency)Place (Consistency)

People (Influence)People (Influence)

Leading and Developing PeopleLeading and Developing People

Tell a situation where you had to get a team to improve its Tell a situation where you had to get a team to improve its performance. What were the problems and how did you address performance. What were the problems and how did you address them? them?

Describe a change where you had to drive a team through Describe a change where you had to drive a team through change. How did you achieve this? change. How did you achieve this?

Describe a situation where you needed to inspire a team. What Describe a situation where you needed to inspire a team. What challenges did you meet and how did you achieve your challenges did you meet and how did you achieve your objectives? objectives?

Tell a situation where you faced reluctance from your team to Tell a situation where you faced reluctance from your team to accept the direction that you were setting. accept the direction that you were setting.

Describe a project or situation where you had to use different Describe a project or situation where you had to use different leadership styles to reach your goal. leadership styles to reach your goal.

Tell about a time when you were less successful as a leader Tell about a time when you were less successful as a leader than you would have wanted to be and what you did to improve. than you would have wanted to be and what you did to improve.

Teamwork and CollaborationTeamwork and Collaboration

Describe a situation in which you were a member of team. What Describe a situation in which you were a member of team. What did you do to positively contribute to it? did you do to positively contribute to it?

Tell us about a situation where you played an important role in a Tell us about a situation where you played an important role in a project as a member of the team (not as a leader) project as a member of the team (not as a leader)

How do you ensure that every member of the team is allowed to How do you ensure that every member of the team is allowed to participate? participate?

Give us an example where you worked in a dysfunctional team. Give us an example where you worked in a dysfunctional team. Why was it dysfunctional and how did you attempt to change Why was it dysfunctional and how did you attempt to change things? things?

Give an example of a time when you had to deal with a conflict Give an example of a time when you had to deal with a conflict within your team? What did you do to help resolve the situation? within your team? What did you do to help resolve the situation?

How do you build relationships with other members of your How do you build relationships with other members of your team? team?

How do you bring difficult colleagues on board? Give us an How do you bring difficult colleagues on board? Give us an example where you had to do this. example where you had to do this.

Concern for Order, Quality and Concern for Order, Quality and AccuracyAccuracy

Describe a situation in which you were asked by your boss for Describe a situation in which you were asked by your boss for some information pertaining to your account during the past 6 some information pertaining to your account during the past 6 months as required by a client. What did you do to positively months as required by a client. What did you do to positively supply correct and accurate data? supply correct and accurate data?

Tell a situation where in you (as individual or as a team) scored Tell a situation where in you (as individual or as a team) scored high in your Admin KRAs and KPIs. What did you do to achieve high in your Admin KRAs and KPIs. What did you do to achieve it?it?

How do you ensure that every member of the team contributes?How do you ensure that every member of the team contributes? Give us an example where you or your team was falling behind Give us an example where you or your team was falling behind

the timelines in the implementation and/or activation of a the timelines in the implementation and/or activation of a promotional drive. Why was it so and how did you attempt to promotional drive. Why was it so and how did you attempt to change things? change things?

How do you build commitment and compliance to administrative How do you build commitment and compliance to administrative requirements with other members of your team? requirements with other members of your team?

How do you bring difficult subordinate and/or colleagues on the How do you bring difficult subordinate and/or colleagues on the loop? Give us an situations where you had to do this. loop? Give us an situations where you had to do this.

PERFORMANCE OBJECTIVE PERFORMANCE OBJECTIVE SETTINGSETTING

• Provide an individual approach in Provide an individual approach in supporting the sales teamsupporting the sales team

THE IMPORTANCE OF PERFORMANCE THE IMPORTANCE OF PERFORMANCE OBJECTIVE SETTINGOBJECTIVE SETTING

• To ensure the achievements of corporate To ensure the achievements of corporate resultsresults

• Enable the planning of activities neededEnable the planning of activities needed

• To evaluate competence required and To evaluate competence required and development plan neededdevelopment plan needed

• To obtain informationTo obtain information

• To get a realistic view of both external and To get a realistic view of both external and internal factors that may affect resultsinternal factors that may affect results

• To follow-up on previous reviewTo follow-up on previous review

DEVELOPMENTAL TALKDEVELOPMENTAL TALK(Old term: Performance Appraisal) (Old term: Performance Appraisal)

• Plan the date and time in advance (at least 2 Plan the date and time in advance (at least 2 weeks ahead)weeks ahead)

DEVELOPMENT TALKDEVELOPMENT TALK

• Do not schedule any important meeting Do not schedule any important meeting after that (both parties)after that (both parties)

• Get all relevant documents ready – Sales Get all relevant documents ready – Sales Performance, CVRs and TVRsPerformance, CVRs and TVRs

• Send a formal memo to remind Direct Send a formal memo to remind Direct Report as well as to provide guidelines for Report as well as to provide guidelines for preparationpreparation

Preparing The MeetingPreparing The Meeting

• Considerations for last meeting – Is the gap Considerations for last meeting – Is the gap between sufficient enough for Medical between sufficient enough for Medical Representatives to meet the objective set in Representatives to meet the objective set in the previous development talk?the previous development talk?

• Be aware of “peak seasons”Be aware of “peak seasons”

• Appropriate time frame – Not more than 2 Appropriate time frame – Not more than 2 hourshours


TimingTiming

• Make sure Direct Report had adequately Make sure Direct Report had adequately provided time for meetingprovided time for meeting

• Preferably conference or meeting roomPreferably conference or meeting room

• Round table if possibleRound table if possible

• Ask receptionist to take down message for Ask receptionist to take down message for telephone callstelephone calls


EnvironmentEnvironment

• Adequate refreshment (coffee, tea, water Adequate refreshment (coffee, tea, water etc.)etc.)

• Make sure direct reports have no urgent or Make sure direct reports have no urgent or emergency matters before coming for the emergency matters before coming for the meetingmeeting

Check Readiness…Check Readiness…

• ““Is there anything urgent you need to Is there anything urgent you need to attend to?”attend to?”

• ““Are you adequately prepared for this Are you adequately prepared for this meeting?”meeting?”

FRAMEWORK FOR DEVELOPMENT TALKFRAMEWORK FOR DEVELOPMENT TALK

Start with general things first…Start with general things first…

• ““How are you looking at things right How are you looking at things right now?”now?”

• ““What would be your up to date summary What would be your up to date summary of where you believe you are right now?”of where you believe you are right now?”

Getting Specific

• Analysing Results

If Result is positive… “What do you feel will be the result like for the next quarter?”


Adopt a counselling approach. Let Direct Reports give answers for their own problem first. Your job is to listen attentively on ambiguous answers or statements!

If Result is negative… “What are your opinion of the reasons that could have affected the results?”

?

Getting Specific• Analysing Results

Analyse the gap between planned target and the results achieved and determine targeted performance for the next review period


• Analysing Medical Representatives’ Platform

Getting Specific

• Analysing Medical Representatives’ Acitvity


• Get Direct Reports’ opinion on what were the kind of activities that they had generated in getting the results

• Get Direct Reports’ opinion of how he feels about the Quantity, Direction and Quality of their activities

• Get Direct Reports’ opinion on what they feel are areas that they would like to focus their activities for the next period and how much of such activities are they likely to generate

Getting Specific

• Analysing Medical Representatives’ Competence


• Get Direct Reports’ opinion on what were the personal strength that he has which had contributed to past results

• Also get what your Direct Reports think were/are the personal weaknesses that had affected or may affect PMS result

• Determine the competencies and support from managers required in order to achieve the new Plan of Action

Concluding The Development Talk

• Summarize agreed action plans


• “How are things at home?”

• Get the Direct Reports to submit in writing all agreed action plans within the next 3 days

• Ask for any other feedback with regards to the development talk• End with positive discussion on personal matters, if possible

• “How are you planning for the next holidays?”

• “How are you feeling about the role you are in at the moment?”

Common Mistakes Made Common Mistakes Made

• Lack of concentrationLack of concentration


• Failing to make the Direct Report realize the Failing to make the Direct Report realize the importance of the meetingimportance of the meeting

• Not listening effectivelyNot listening effectively

• Making too much presumption and assumptionMaking too much presumption and assumption• Always picking on sensitive issues to discussAlways picking on sensitive issues to discuss

• Not recognizing effusively and enthusiastically Not recognizing effusively and enthusiastically when requiredwhen required

• Not questioning enough to get better Not questioning enough to get better understandingunderstanding

• Not offering support enoughNot offering support enough

Preview:Preview:PERFORMANCE COACHINGPERFORMANCE COACHING

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From Situations Analysis to InteractionsFrom Situations Analysis to Interactions

Performance

HIGH

Effectiveness Drivers

HIGH

LOWIDENTIFY THE KEY

EFFECTIVENESSLIMITER

High performance high effectiveness

High performance with poor activity

High performance with poor execution

High performance with poor execution

capability

LOW

Effectiveness DriversIDENTIFYTHE KEY

EFFECTIVENESSLIMITER

HIGH

LOW

Poor performance high effectiveness

Poor performance with poor activity

Poor performance with poor execution

Poor performance with poor execution

capability

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Motivation

Skills

High motivation,low skills

Low motivation,low skills

Low motivation,high skills

High motivation, high skills

Coaching objective?

xx% of coaching efforts

xx% of coaching effortsxx% of coaching efforts

xx% of coaching efforts

Skills/Motivation Coaching MatrixSkills/Motivation Coaching Matrix

Coaching objective?

Coaching objective? Coaching objective?

Guidelines for Providing FeedbackGuidelines for Providing Feedback

Purpose

Benefit

Check

Question Encourage ConfirmProvide Check

SuccessesSummarize & Check

Suggest an action step & check

Opening

AdvancingConcluding

Express Confidence

Opportunities for Improvement

Question Encourage ConfirmProvide Check

updated pms cascade slides

Business

employee competencies

competency someones

competencies specific

particular competency

understandingof competencies

competencies definedeasier

total competency score

pmsa template