184084127 Performance Management by Dhivya m Phil Pptx
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Transcript of 184084127 Performance Management by Dhivya m Phil Pptx
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MANAGEMENT
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Is performance management effective?Can skills be increased through
performance management?Is it possible to manage all?Can wages be capped through.
performance management?Do individuals have control over their
reward?Reviewing and reacting on results.Up skilling.
Content
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IntroductionPerformance management is the
process through which supervisors and those they lead gain a shared understanding of work expectations and goals, exchange performance feedback, identify learning and development opportunities, and evaluate performance results.
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Cont..It is through this process that
organizations are able to create and sustain a workplace environment that:
Values continuous improvementAdapts well to changeStrives to attain ambitious goalsEncourages creativityPromotes learning and professional
developmentEngaging and rewarding for employees
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Cont..It is one of the key processes that,
when effectively carried out, helps employees know that their contribution are recognized and acknowledged.
It is an ongoing process of communication between employer and employee, in support of accomplishing the strategic objectives of the organization.
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Conceptual frameworks
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MANAGING EMPLOYEE PERFORMANCEPerformance management is a
cycle, with discussions varying year-to-year based on changing objectives.
The cycle includes,PlanningChecking-InAssessment
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Performance management process
Alignment with vision & mission
Performance
planning
Day –to-day coaching
and feedback
Quarterly performance check in
Formal performance review
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PERFORMANCE PLANNING
Cont…
1. Ensure a mutual understanding of the job responsibilities
What is the nature of the role?What are the primary responsibilities?2. Ensure a mutual understanding of
standards and expectationsWhat expectations and standards must be met?What are the quality measures that will be used
to determine success?What are the expectations that must be met?What are the time expectations?3. Set performance smart goals
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Cont..
3. Set performance smart goals
SMAR
T
SPECIFIC: clearly defines outcome and results
MEASURABLE: states observable criteria for success
AMBITIOUS: challenging and inspiring
REACHABLE: realistic given the skill – level and available resources
TIME BOUND: has a specific deadline for achievement
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DAY-TO-DAY COACHING & FEEDBACK
Cont..
Discuss performance oftenProvide appreciative feedback -
recognize successesAddress concern and solve problems
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QUARTERLY PERFORMANCE CHECK-IN
Cont..
1.Check progressWhat’s working well?What’s not working?2. Make mid-course adjustments
where needed
WHAT WENT WELL?WHAT TO CONTINUE DOING?
WHAT IS NOT WORKING?WHAT TO CHANGE /DO DIFFERENTLY?
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QUARTERLY PERFORMANCE CHECK-IN
Cont..
STOP •What we’re doing now that we should stop doing
START •What we’re not doing now that we should start
CONTINUE •What we’re doing now that we should continue doing
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FORMAL PERFORMANCE REVIEW
Cont..
During annual performance reviews managers and employees work together to:
Review the employee’s work achievements and challenges over the past year,
Establish work expectations and performance goals for the coming year, and
Define the employee’s professional development goals and learning plan for the coming year.
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An effective performanc
e management process sets the
foundation for
rewarding excellence.
PM
Shift performance
focus as annual event to on-going
process
Allow ee & er to identify
problem early and change
the course of action
Setting clear performance expectations (result+action) and career development
goals
Linking employee work effort
with organization’s objectives
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Do individuals have control over their reward?Yes, they have control over
rewards.According to EQUITY THEORY –
attempts to explain rational satisfaction in terms of perceptions of fair/unfair distribution of resources within interpersonal relationship.
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Cont..
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COMPETENCY MODELSImplementing a
comprehensive competency model targeted at increasing the employees skills and facilitating corporate growth strategies.
By defining the competencies needed to perform each performance goal / objectives.
By integrating the competencies for the employee’s job into the PM process.
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Cont..In both cases, feedback provided
on the employee’s competencies typically feeds into the development of a learning or action plan to address gaps in performance and development within or beyond the employee’s current role / job.
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COMPETENCY MODELMULTI – SOURCE360 DEGREEUPWARD
FEEDBACK
The behavioral indicators for the competencies needed within the target role / job are used as the standard for assessing the performance of the employee.
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IMPLEMENTATION OF MODEL
Determine policy for integratingDesign a PM processDesign communication & training
programPilot the processRevise and finalize ready for full
implementationReview and evaluate the process
during the first cycle of implementation & make revision.
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Is it possible to manage all?A regular dialogue between line
manager and their team members is at the heart of performance management.
Regular informa
l meetin
g
Formal meeting
for performance plan progress
Annual apprais
al review
and feedbac
k
Manager should not discriminate against
employees in the way
they manage
performance
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UPSKILLINGThe most important thing course
of action in HR side to have skills in “FUTURING”
The changing context of the world
Understanding all the points of leverage that will help for the future
Making sure the company is capable of adapting to innovation practices.
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VARIOUS CONCEPTS
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DomainResultsMeasuresIndicatorsOrganizational goalOrganizational preferred resultsAligning resultsWeighting resultsStandardsPerformance plansObserving, measurements and feedbackAppraisal / reviewRewardPerformance gapDevelopment plans
OTHER
CONCEPTS LIKE
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EXAMPLES OF BEST PRACTICES
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Wipro aims at leveraging the most out of a PMS through its 360-degree feedback. Pratik Kumar, Corporate VP-HR, one of the pioneers of 360-degree across India believes that employees must be involved early in the performance discussion and the mission (objective) of the feedback must be clear. He further states that the success or failure of a PMS system depends on how committed the top management are to it.
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HCL Info systems has designed an interactive PMS tool “iPerform” that tracks results achieved through daily, weekly, monthly and quarterly reviews
Infosys Technologies implemented 360-degree feedback and a direct Q &A link with the President himself, who is to respond within a given time. This was designed to address generational issues.
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Microsoft, apart from a PMS online and frequent review meetings - Mid - year review called Career Compass focussing on developmental plans - also designed “Mentor – ring” in which experts register themselves as mentors. Employees then can log on and choose their mentors.
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RESEARCH TITLES CONNECTED TO THE TOPIC
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A study related to competency based performance management
Performance management in a HR framework
A study to measure performance related pay
A study related to competency based payManaging high performance teamMeasuring employee performanceA study on perceptual relationship
between overtime and outputA study on the effect of locus of control on
performance of employeesTo investigate the effect of board
composition on performance management
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Impact of organization evaluation tools on business performance
Impact of diversity and conflict on performance
Impact of non-monetary compensations on employee performance
Perception of employees regarding formal and informal training and their impact on potential performance/growth
Cont..
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RESEARCH OPPORTUNITIES/GAPS IN THE TOPIC
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Lack of resourcesConflicting prioritiesLack of authorityA quick “lack of time” analysisLack of skills or knowledgeMonitoring employee performance
– expectation vs. actualIs the gap between good practices
and your practices
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CONCLUSIONGood performance management helps everyone
in the organization to know: What the business is trying to achieve Their role in helping the business achieve its
goal The skill and competencies they need to fulfill
their role The standard of performance required How they can develop their performance and
contribution to development of the organization How they are doing When there are performance problems and
what to do about them.
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By,V.Dhivya