Introduction PCM IAS Exec.PPT

Objectives /Learning OutcomesOverview of Performance Management ProcessChallenges of Performance ManagementPerformance Management as an ongoing systemPerformance Appraisal systemsPerformance Diagnosis & Improvement process360 degree feedback Techniques & innovative

approachesCompensation & Reward SystemsStrategic Approach to CompensationCareer Structuring/MappingCase Studies

What is Performance?Performance deals with the

outcomes, results and accomplishments achieved by a person, group or organization

The act of performing; of doing something successfully; using knowledge as distinguished from merely possessing it- Action oriented

Actual Results Vs Desired Results

Why Manage Performance?Encourage and reward behaviors that are

aligned with organizational mission and goals

People want to feel what they do adds value and understand their contribution to the team

Curb or redirect non-productive activitiesStrategic Focus

Performance ManagementPerformance Management is one of the

key processes that, when effectively carried out, helps employees know that their contributions are recognized and acknowledged. Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization. The communication process includes clarifying expectations, setting objectives, identifying goals, providing feedback, and evaluating results.

Performance management is the process of creating a work environment

or setting in which people are enabled to perform to the best of their abilities to achieve organizational effectiveness

& best possible performance.

PP & PIA performance problem

is any gap between desired results and actual results.

Performance Improvement is any effort targeted at closing the gap between actual results and desired results

Five Key Components

Performance Management

1. PlanningSet goals and measures

Establish and communicateelements and standards

2. Monitoring Measure performance

Provide feedbackConduct progress review

3. Developing Address poorperformance

Improve goodperformance

5. Rewarding Recognize and reward

good performance

4. Rating Summarize performance

Assign the rating ofrecord

Performance Management InvolvesClarity of VisionSetting

Performance Standards

Measuring Performance against standards

Feedback & Corrective actions

Performance Management CyclePerformance Planning

where goals and objectives are established

Performance Coachingwhere a manager intervenes to give feedback and adjust performance

Performance Appraisalwhere individual performance is formally documented and feedback delivered

Performance Vs BehaviorPerformance is the end result whereas

Behavior is the means to the end

Performance is what people leave behind whereas Behavior is what people take with them

The ultimate focus of HPI is on performance and accomplishments with secondary emphasis on behaviors

Human Performance Improvement HPI Human performance

improvement is the systematic process of discovering and analyzing important human performance gaps, planning for future improvements in human performance, designing and developing cost-effective and ethically justifiable interventions to close performance gaps, implementing the interventions, and evaluating the financial and non-financial results.

What does HPI mean for organizations?HPI specialists work

with your staff to identify the root performance cause and help to identify solutions/interventions that will best close the gap in performance. It is a partnership of departments working together to find the best solution.

Why’s behind Success and failureInternal Internal (Personal)(Personal)

External External (Environmental)(Environmental)

Good Good PerformancePerformance

• High AbilityHigh Ability

• Hard WorkHard Work

• Easy JobEasy Job

• Cooperative coworkersCooperative coworkers•Good BossGood Boss•Good LuckGood Luck

Poor Poor PerformancePerformance

• Low AbilityLow Ability

• Low EffortLow Effort

• Tough JobTough Job

• Bad LuckBad Luck•Un productive Un productive coworkerscoworkers•Un sympathetic BossUn sympathetic Boss

Seven Pillars of Performance Management

Clarity about the organization's purpose and direction

Clear understanding by individuals and Teams

AspirationSupportFeed Back RecognitionRenewal

Uses of Performance Appraisal DataHR PlanningRecruitment SelectionTraining & Development Career PlanningCompensation & BenefitsInternal Employee RelationsAssessment of Employees PotentialAreas for performance Improvement

So, the rabbit sat on the ground below the crow, and rested.

A crow was sitting on a tree, doing nothing all day.

A small rabbit saw the crow, and asked him, "Can I also sit like you and do nothing all day long?”The crow answered: "Sure, why not.”

All of a sudden, a fox appeared,

Jumped on the rabbit... and ate it.

CORPORATE LESSON 1Moral of the story is….

To be sitting and doing nothing you must be sitting very, very high up.

QUESTIONS