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8/7/2019 11-Perfrmance Management 1
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PERFORMANCE
MANAGEMENT
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PERFORMANCE MANAGEMENT VERSUSPERFORMANCE APPRAISAL
PerformanceManagement
Processes used toidentify, encourage,
measure, assess,improve, and reward
employee performance
Performance Appraisal
The process of assessinghow well employees
perform their jobs andthen communicating that
information to theemployees
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Per f or mance
Management
Pr ocess
Performance Planning &Goal setting
Observationofperformance& continualfeedback
PerformanceAppraisal using apredeterminedformat
Appraisal
Interview
Using theresults for
differentorganizationaldecisions
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PM PROCESS
ConfirmSuperior in
SAP
Self
Self Evaluation ( Part A)
Self Evaluation
Self
Appraiser
Post TalentReview
update inSAP HR
Evaluator
Feed Back(Off line/ in
person)
Evaluator
Post Talent Review (Part B & C)
Appraiseescomment &
Close inSAPHR
Self
Talent Review(Off Line)
PerformanceDialogue(Off Line)
Performance Assessment , Competency Assessment & Development need identification Generation of One page report
Pre Talent Review (Part B)
EvaluatorEvaluator
Evaluator to seek Inputs onPerformance Evaluation ofsubordinate fromFunctional / Previous
Superior
Increment/Bonus letterthrough SAP
HR
Self / HR
Feedback to be
completed by
Superior and closedby Evaluatee in
SAPHR for theIncrement/ Bonusletter to be
generated.
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PERFORMANCE MANAGEMENT SYSTEM
(PMS)Consistent with the
strategic mission
Beneficial as adevelopment tool
Effectivelydocuments
performance
Viewed as fair
by employees
Useful as an
administrativetool
Is legal and jobrelated
EffectivePerformanceManagement
System
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PERFORMANCE MANAGEMENTROLES
Superiors Have to manage the performance of
subordinates
Usually do the actual appraising.Must understand and avoid problems that
can cripple PM.
Must know how to conduct appraisals
fairly.Must have skills to provide feedback.
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PERFORMANCE MANAGEMENTROLES (CONTD.)
HR department Serves a policy-making and advisory role.
Designs the PM system and process.
Provides advice and assistance regardingthe implementation of the process.
Prepares forms and procedures and insiststhat all departments use them.
Responsible for training supervisors toimprove their PM skills.
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STRATEGIC ISSUES INVOLVED
WHY is performance management done?
WHO does the assessment?
WHEN is the assessment done?
WHAT criteria is assessed?
HOW is the assessment done?
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WHY? PURPOSE OF PM SYSTEMStrategic: help top mgmt achieve strategic
objective
Administrative: furnish valid information tomake admin decisions about employees
Developmental: allow managers to coachemployees
Informational: inform employees about theirperformance and expectations from them
Organisational maintenance: provide informationto be used in HR planning and allocation
Documentational: collect information that can beused for different purposes
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WHO CONDUCTS APPRAISALS?
Supervisors ratingtheir employees
Employees
rating theirsuperiors
Multisource, or
360, feedback
Outside sources
rating employees
Team membersrating each
otherEmployees rating
themselves
Sources ofPerformanceAppraisals
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FEEDBACK SOURCES
10 = Superior or Self or Both
900 = + Colleague/Peer
1800 = + Subordinate
2700 = + Team
3600 = + Customers (Internal &External)
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360- DEGREE FEEDBACK SYSTEMINTEGRITY SAFEGUARDS
Top management support
Assure anonymity and confidentiality.
User satisfaction and motivation isessential
Clear and transparent policies on useof data
Prevent gaming of the system.
Use statistical procedures.
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WHEN?
FREQUENCY OF
APPRAISAL
Informal evaluation Continuous
Formal evaluation Annual or BiannualAnniversary date approach
Focal point approach
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WHAT?
CRITERIA USED
Traits orcharacteristics
Actualperformance
TrainingNeeds
Potential
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THE BALANCED SCORECARD
The Balanced Scorecard is a
management tool that provides
stakeholders with a comprehensivemeasure of how the organization is
progressing towards the achievement of
its strategic goals.
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WHAT IS THE BALANCED SCORECARD
Balances financial and non-financialmeasures.
Balances short and long-term measures.Balances performance drivers (leading
indicators) with outcome measures
(lagging indicators).Leads to strategic focus and
organizational alignment.
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THE BALANCED SCORECARD PERSPECTIVES
To achieve our vision,To achieve our vision,how will we sustain ourhow will we sustain our
ability to change toability to change tochange & improve?change & improve?
FinancialFinancialTo succeedTo succeed
financially, how shouldfinancially, how shouldwe appear to ourwe appear to ourshareholders?shareholders?
Internal BusinessInternal BusinessProcessProcess
To satisfy ourTo satisfy ourshareholders &shareholders &
customers, whatcustomers, whatbusiness processesbusiness processes
must we excel at?must we excel at?
CustomersCustomersTo achieve ourTo achieve our
vision, how shouldvision, how shouldwe appear to ourwe appear to our
customers?customers?
StrategyStrategy
Learning and GrowthLearning and Growth
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EACH PERSPECTIVE INCLUDES 4COMPONENTS
1. Obj ect ives: The company specifies major objectives
to be achieved under each perspective.
2. Measur es or KPI s: These are the indicators that
measure progress towards reaching the objective.
3. Target s: Targets are the values for the measures.
4. I nit iat ives: Initiatives are the actions needed to beperformed to achieve objectives and targets.