Performance Management Session 4

8/10/2019 Performance Management Session 4

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MBA (HRM) 5th

Performance Management

Performance Planning and Development

Discussion 04

!"04"#0$

B%&aseeh 'r Rehman

ffaseehgmailcom

*+P, Multan

*ntroduction*ntroduction


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-HPA./R $-HPA./R $

Performance Management Practices

1.Standard Chartered Bank2.IRS

3.Ed Lawler &Micheal McDermmot

4.Chartered Institte o! "ersonnel and De#elo$ment %CI"D

'.e(Rewards


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Performance Management DiscussionRole Profiles123ective +etting

Performance Measures and AssessmentPerformance PlanningDevelopment Planning.he Performance Agreement

Performance and Development Planning " -heclist

-ontents-ontents


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Role Profiles


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.he 2asis of the performance and development agreement is a role

profile, hich defines the role in terms of the e% results e6pected,

hat role holders are e6pected to noand 2e a2le to do(technical competencies), and ho the% are e6pected to 2ehavein

terms of 2ehavioral competencies and upholding the

organi7ation8s core values

Role profiles need to 2e updatedever% time a formal performance

agreement is developed

Role ProfilesRole Profiles


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Role Profile comprises folloing9

Developing role profiles

Defining e% result areasDefining technical competenciesDefining 2ehavioral competencies

-ore values

Role ProfilesRole Profiles


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.o develop a role profile it is necessar% for the line

manager and the individual to get together and

agree e% result areas, define hat the roleholder needs to no and 2e a2le to do and

ensure that there is mutual understanding of the

2ehavioralcompetenciesre:uired and the corevalues the role holder is e6pected to uphold

Role Profiles Developing role profilesRole Profiles Developing role profiles


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Role Profiles Developing role profilesRole Profiles Developing role profiles

Defining e% result areas

.o define e% result areas individuals should 2e ased 2% their

manager to anser :uestions such as9

;hat do %ou thin are the most important things %ou have to doeep a2reast of technical developments and trends, 2ring these into

da%"to"da% or hen feasi2le and 2uild them into ne pro3ect

developments

Role Profiles /6ampleRole Profiles /6ample


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Behavioral competencies9Aim to get things done ell and set and meet challenging goals,

create on measures of e6cellence and constantl% see a%s of

improving performance

Anal%7e information from range of sources and develop effectivesolutionsCrecommendations

-ommunicate clearl% and persuasivel%, orall% or in riting,

dealing ith technical issues in a non"technical manner;or participativel% on pro3ects ith technical and non"technical

colleaguesDevelop positive relationships ith colleagues as the supplier of an

internal service

Role Profiles /6ampleRole Profiles /6ample


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123ective +etting


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123ectives descri2e something that has to 2e accomplished

123ectives or goals (the terms are interchangea2le) define hat

organi7ations, functions, departments and individuals aree6pected to achieve over a period of time

123ective setting that results in an agreementon hat the role

holder has to achieve is an important part of the performance

management processes of defining and managing e6pectations

and forms the point of reference for performance revies

123ective +etting123ective +etting


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123ective +etting needs discussion on9

.%pes of o23ectives

Eood o23ective*ntegrating o23ectives123ective"setting checlist

123ective +etting123ective +etting


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1ngoing Role or ;or 123ectives

All roles have 2uilt"in o23ectives, hich ma% 2e e6pressed as e%

result areasin a role profile

.he definition of a e% result area states that this is hat the role

holder is e6pected to achieve in this particular aspect of the role

&or e6ample9

=*dentif% data2ase re:uirements for all pro3ects that re:uire data

management in order to meet the needs of internal customers8 or=Deal :uicl% ith customer :ueries in order to create and

maintain high levels of satisfaction8

123ective +etting .%pes of 123ectives123ective +etting .%pes of 123ectives


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1ngoing Role or ;or 123ectives -ont

A e% result area statement should contain an indication of not onl%

hathas to 2e done 2ut also h%it has to 2e done

.he =h%8 part clarifies the ongoing o23ective 2ut it ma% 2e

necessar% to e6pand that 2% reaching agreement on a

performance standard that descri2es hat good performance ill

loo lie

A performance standard definition should tae the form of astatement that performance ill 2e up to standardif a desira2le,

specifiedand o2serva2leresulthappens *t should prefera2l% 2e

:uantified in terms, for e6ample, of level of service or speed of

response



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.argets

.argets are o23ectives that define the :uantifia2le resultsto 2e

attained as measured in such terms as output, throughput,

income, sales, levels of service deliver%, cost reductionand

reduction of re3ect rates .hus a customer service target could 2e

to respond to F0G of :ueries ithin to oring da%s



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.assCPro3ects

123ectives can 2e set for the completion of tass or pro3ects 2% a

specified dateor to achieve an interim result A target for a

data2ase administrator could 2e to develop a ne data2ase to

meet the need of the HR department 2% the end of the %ear



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Behavioral /6pectations

Behavioral e6pectations are often set out generall% in competenc%

frameors2ut the% ma% also 2e defined individuall% under the

frameor headings

-ompetenc% frameors ma% deal ith areas of 2ehavior associated

ith core values, for e6ample teamor, 2ut the% often convert

the aspirations contained in value statements into more specifice6amples of desira2le and undesira2le 2ehavior, hich can help in

planning and revieing performance



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alues

/6pectations can 2e defined for upholding the core values of the

organi7ation .he aim ould 2e to ensure that espoused values

(that supplement) 2ecome values in use



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Performance *mprovement

Performance improvement o23ectives define hat needs to 2e done

to achieve 2etter results .he% ma% 2e e6pressed in a performance

improvement plan, hich specifies hat actions need to 2e taen

2% role holders and their managers



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DevelopmentalC?earning

Developmental or learning o23ectives specif% areas for personal

development and learningin the shape of enhanced noledge

and sills (a2ilities and competences)



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Eood or o23ectives are9

Consistentith the values of the organi7ation and departmental

and organi7ational o23ectivesI

Precise#clear and ell defined, using positive ordsI

Challenging#to stimulate high standards of performance and to

encourage progressI

123ective +etting Eood 123ective123ective +etting Eood 123ective


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-ont@

"easurable#related to :uantitativeC:ualitative performance

measuresI

$chievable#ithin the individual8s capacit% and capa2ilit%I

$greed2% the manager and the individual concerned the aim is

to provide for the onership, not the imposition, of o23ectivesI

Focused on teamwork#emphasi7e the need to or as an effective

mem2er of a team as ell as individual achievementI



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Man% organi7ations use the =+MAR.8 mnemonicfor the purpose9

%&%pecific'stretching clear, unam2iguous, straightforard,

understanda2le and challenging

"&"easurable :uantit%, :ualit%, time, mone%

$&$chievable challenging 2ut ithin the reach of a competent

and committed person

(&(elevant relevant to the o23ectives of the organi7ation sothat the goal of the individual is aligned to corporate goals

T& Time framed to 2e completed ithin an agreed timescale



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A defining characteristic of performance

management is the importance attached to the

integrationor alignmentof individual o23ectivesith organi7ational o23ectives .he aim is to

focus people on doing the right things in order to

achieve a shared understanding of performancere:uirements throughout the organi7ation

123ective +etting *ntegrating 123ectives123ective +etting *ntegrating 123ectives


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*ntegration of organi7ational o23ectives is a =2ottom"up8 process

.he vies of emplo%ees a2out9

hat the% 2elieve the% can achieve should 2eI

noted and, as appropriate, higher"level o23ectives

amended to tae account of them



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*ntegration is achieved 2% ensuring that ever%one is aareof9

-orporate,

&unctional J .eam goals

123ectives the% agree for themselves are consistent ith those goals

and ill contri2ute in specified a%s to their achievement



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.his process is illustrated 2elo9



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.o"a% process of agreeing integrated o23ectives


-orporate

&unctional

.eam

*ndividual


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/6ample

-orporateDefine corporate o23ectives in such terms as9 =Provide a relia2le

product to fit customer needs complemented 2% helpful and

efficient service and support8

&unctionalDefine aspects of customer service for hich function is responsi2le

in such terms as :ualit%, value for mone%, responsivenessand

courtes% Agree operational targets for the function in each area



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/6ample -ont

.eamAgree operational standards for service deliver% and targets for

improvement in each of the areas covered in the functionalstrateg% /nsure targets are in line ith and support the

achievement of functional and corporate strategic o23ectives and

targets

*ndividualAgree individual standards for customer service and improvement

targets that support the achievement of team targets Define

competencies and sills re:uired and agree steps to develop them



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Has the o23ective"setting process 2een 2ased on an agreed and up"to"date role profilethat sets out e% result areas

Documents

Performance Management Session 4