Performance Management Process[1]

8/6/2019 Performance Management Process[1]

1/20

Human Resource

Management

1

PerformanceManagement Process


2/20

Human Resource

Management

2

Performance Management Process

Setting ObjectivesPerformance Review

Coaching and feedback


3/20

Human Resource

Management

3

People development process

1. Business Objectives2. Individual and organizational

effectiveness

3. Staffing4. Performance management

5. Competencies/ Skills

6. Education & Training/ Developmentplanning


4/20

Human Resource

Management

4

Purpose for a Performance review

1. Recognize people for what they havedone and how they did it

2. Talk about objectives and

responsibilities not yet accomplished

3. Guide people in what they need to do

and how to do it

4. Motivate people toward improving

performance to achieve results.


5/20

Human Resource

Management

5

What is a SMART objective?

1. Specific2. Measurable

3. Action Oriented

4. Realistic5. Time-bound


6/20

Human Resource

Management

6

Effective Objectives must be

SMART

Specific: Clearly state the outcome youexpect to achieve (what specifically needs to

be done)

Measurable: Can be quantitatively or

qualitatively determined

Action-Oriented: Describe what action will

take place and what the results will be

Realistic: Have a reasonable expectation ofbeing achieved

Time-bound: Specify a timeframe in which

your results should be acieved.


7/20

Human Resource

Management

7

The Balanced Scorecard - What is it

The Balanced Scorecard is a management

tool that provides stakeholders with a

comprehensive measure of how the

organization is progressing towards the

achievement of its strategic goals.


8/20

Human Resource

Management

8

The Balanced Scorecard - What is it

The Balanced Scorecard:

Balances financial and non-financial measures

Balances short and long-term measures

Balances performance drivers (leading indicators) withoutcome measures (lagging indicators)

Should contain just enough data to give a completepicture of organizational performance and no more!

Leads to strategic focus and organizational alignment.


9/20

Human Resource

Management

9

Mission What we do

Vision What we aspire to be

Strategies How we accomplish our

goals

Measures Indicators of our

progress

The Strategy Focused

Organization


10/20

Human Resource

Management

10

The Balanced Scorecard and The Big

Picture

Activity Based CostingEconomic Value Added

Forecasting

Benchmarking

Market Research

Best Practices

Six SigmaStatistical Process Control

Reengineering

ISO 9000

Total Quality Management

Empowerment

Learning OrganizationSelf-Directed Work Teams

Change Management

Missionand

Vision

Balanced

Scorecard

Strategic

Planning


11/20

Human Resource

Management

11

Strategic DirectionCreate Environment

For ChangeStrategic Performance Management System

Linking it all together.

Communicate StrategiesDefine Objectives

Implement BSC

Balanced ScorecardMeasure Performance

Improve Processes

Evaluate and AdjustContinuous Improvement

Redefine Initiatives


12/20

Human Resource

Management

12

FINANCIAL/REGULATORY

To satisfy our constituents,

what financial & regulatory

objectives must

we accomplish?

CUSTOMERTo achieve our vision,

what customer needs must

we serve?

INTERNAL

To satisfy our customers and

stakeholders, in which business

processes must we excel?

LEARNING & GROWTH

To achieve our goals, how

must we learn, communicate

and grow?

THE BALANCED SCORECARDTHE BALANCED SCORECARD


13/20

Human Resource

Management

13

CustomerPerspective

o Customer Satisfaction (Average)

o Satisfaction Gap Analysis (Satisfaction vs. Level of Importance)

o Satisfaction Distribution (% of each area scored)

Possible Performance MeasuresPossible Performance Measures

To achieve our vision, what customer needs

must we serve?


14/20

Human Resource

Management

14

Financial / Regulatory Perspective

o Cost / Unit

o Unfunded Requirements or Projects

o Cost of Service

o Budget Projections and Targets


To satisfy our constituents, what financial and

regulatory objectives must we accomplish?


15/20

Human Resource

Management

15

Internal Perspective

o Cycle Time

o Completion Rate

o Workload and Employee Utilization

o Transactions per employee

o Errors or Rework


To satisfy our customers, in which business

processes must we excel?


16/20


17/20

Human Resource

Management

17

Targets

If you dont know where youre going,

youre probably not gonna get there.


18/20

Human Resource

Management

18

Targets

Targets need to be set for all measures

Should have a solid basis

Give personnel something for which to aim

If achieved will transform the organization

Careful not to develop measures/targets ina fragmented approach:

i.e. Asking people to increase customer satisfaction has to be

backed up with the knowledge, tools, and means to achieve thattarget.


19/20

Human Resource

Management

19

Initiatives

Once measures and targets areestablished, it is the responsibility of

management to determine HOW the

organization will achieve its goals.

Measures are used to determine the

effectiveness of strategic initiatives.


20/20

Human Resource

Management

20

THANK YOU

Documents

Performance Management Process[1]