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pms. Performance……. PERFORMANCE IS KEY TO A COMPANY’S SUCCESS. IN A COMPETITIVE ENVIRONMENT, ORGANISATIONS THAT PERFORM, HAVE A COMPETITIVE ADVANTAGE. DEVELOPING A PERFORMANCE CULTURE IS THE KEY TO BECOMING SUCCESSFUL & EFFECTIVE. Globalisation Princess Diana’s death.

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Performance
Performance……..

PERFORMANCE IS KEY TO A COMPANY’S SUCCESS. IN A COMPETITIVE

ENVIRONMENT, ORGANISATIONS

THAT PERFORM, HAVE A COMPETITIVE

ADVANTAGE.

DEVELOPING A PERFORMANCE CULTURE IS THE KEY TO BECOMING SUCCESSFUL & EFFECTIVE.

HEC BUILDS MACHINES THAT BUILD THE NATION


Globalisation princess diana s death
GlobalisationPrincess Diana’s death

a british princess with her egyptian boyfriend travelling in a german car driven by a spanish chauffer chased by italian paparazzi riding japanese motorcycles crashes in a french tunnel treated by a portuguese doctor with brazilian medicines.

I received this information on my finnish branded cellphone manufactured in taiwan, smuggled by a pakistani through nepal.

HEC BUILDS MACHINES THAT BUILD THE NATION


Impact on hr
Impact on HR

  • Competition for scarce skills

    • Specialists

    • Managers

    • Those who can foresee future / handle risks

  • Salaries rise

  • Competition erodes ability to pay all

  • Ability to upscale / downscale costs

HEC BUILDS MACHINES THAT BUILD THE NATION


Impact on hr1
Impact on HR

  • Can organisations afford to remain with “comfortable” ways of the past?

  • Criticality of

    • Performance

    • Leadership, Strategic thinking

  • Greater need to differentiate

    • Performance

    • Potential

HEC BUILDS MACHINES THAT BUILD THE NATION


Performance Management Process

Environmental Factors *`

Job Rotation, Enlargement

Strategic Plans

Potential Assessment

Development

Budget

Training

Performance Planning Workshop

Some exits occur

PMS

Promotion

PLR & Comp Review

Career Planning

* Economic, Business, Political, Social, Legal, International agreements, etc.

HEC BUILDS MACHINES THAT BUILD THE NATION


The Complete HR Process

Feedback of Company performance on Company’s plans

Environmental Factors *

Job Rotation, Enlargement

Company Performance

Strategic Plans

Potential Assessment

Development

Budget

Employee Performance

Training

Performance Planning Workshop

Some exits occur

PMS

Promotion

Engagement

PLR & Comp Review

Role & Value of a Position

Career Planning

Induction

Organisation structure/plan

Manpower Plan

Recruitment

HEC BUILDS MACHINES THAT BUILD THE NATION

* Economic, Business, Political, Social, Legal, International agreements, etc.


Differentiation is essential

HEC BUILDS MACHINES THAT BUILD THE NATION


IF YOU DO NOT DIFFERENTIATE,

THE BEST WILL LEAVE,

IF YOU DO THE WORST MAY LEAVE

HEC BUILDS MACHINES THAT BUILD THE NATION


Differentiation is always possible

Relative Rating

HEC BUILDS MACHINES THAT BUILD THE NATION


Philosophy
Philosophy

Do We Value Meritocracy

  • Differentiation is a driver for Performance

  • Relative Rating is the adopted method to achieve differentiation

  • Rewards directly related to Rating

  • Development needs are of equal importance

  • Two way Feedback will enhance Performance & Development

HEC BUILDS MACHINES THAT BUILD THE NATION


Distribution percentage
Distribution Percentage

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The look of the bell curve
The Look of the Bell Curve

HEC BUILDS MACHINES THAT BUILD THE NATION


ISSUES

  • Alignment of individual objectives with company objectives

  • Setting of timely objectives

  • Mid term review to be made effective with focus on development

  • Feedback process to be strengthened and improved

Why do we need to Hav

HEC BUILDS MACHINES THAT BUILD THE NATION


ISSUE- Expectation Management

  • Balance Subordinate expectations

  • Communicate early and often

  • Be Transparent

HEC BUILDS MACHINES THAT BUILD THE NATION


PMS Objectives

  • Managing expectations of both Superiors and Subordinates

  • Tracking promises (objectives set) made at the beginning of the year

  • Facilitating meaningful dialogue between Superior and Subordinate

  • Establishing clear linkage between Rewards & Performance ratings

  • Identifying Developmental needs of Appraisee

HEC BUILDS MACHINES THAT BUILD THE NATION


Appraisal FEARS ……..

HEC BUILDS MACHINES THAT BUILD THE NATION


Appraisal FEARS ……..

Appraisee’s fears:

  • Will I be fairly judged?

  • Will my Self Esteem be affected?

  • Can I afford to be open?

Appraiser’s fears:

  • If I am honest, will I hurt the employee?

  • How do I manage expectations?

  • Personal Insecurity

HEC BUILDS MACHINES THAT BUILD THE NATION


Cogs in the wheel
COGS IN THE WHEEL

HEC BUILDS MACHINES THAT BUILD THE NATION


Proposed system
Proposed System

Two-way Feedback

to Subordinate

Moderation by Macro View Group

Appraisal Process

Mid Year Review

Performance Planning

HEC BUILDS MACHINES THAT BUILD THE NATION


Understanding Objective Setting

Improve communication between IS and subordinate

Have two way dialogue

HEC BUILDS MACHINES THAT BUILD THE NATION


Objectives should be specific and measurable. Min.3 and Max. 5 objectives

Should be in line with the objectives derived at PPW

Performance Planning

Objective Setting and PODP

Performance Planning Workshop following the finalization of Company Annual Budget

Cascading Business Objectives using appropriate methodology

IS and appraisee decide on appraisee’s objectives

PODP form to be jointly filled up during Objective Setting Exercise.


Mid Year Review 5 objectives

IS conducts a Development discussion meeting on tasks, resources & way forward.

Feedback taken from appraisee

Now its your turn to give me feedback…….

Focus on Development of Employee

HEC BUILDS MACHINES THAT BUILD THE NATION


Actively seek feedback from Employee 5 objectives

Job content

Role Clarity

Recognition

Resources

Learning & Growth Opportunities

Departmental Support / Team work

Other Facilitating / Hindering Factors

HEC BUILDS MACHINES THAT BUILD THE NATION


Making the employee comfortable 5 objectives

HEC BUILDS MACHINES THAT BUILD THE NATION


Appraisal process

Comments may cover other significant achievements & 5 objectives

context & situation in which results were achieved

Appraisal Process

Appraisee records achievements

and sends to IS

Based on volume of work , quality of output, speed & internal customer orientation

IS appraises performance and

gives a relative rating on a scale

of 1-8

IS routes form with score

and comments to NS

HEC BUILDS MACHINES THAT BUILD THE NATION


Appraisal process1
Appraisal Process 5 objectives

NS should also remark on comments of IS

NS adds comments &

routes Form to DH

DH discusses with IS in case difference in rating is 2 or more

DH arrives at normalized rating

and gives his comments

Form is sent to respective HR

For revised objectives, both the forms to be sent to MVG

Form is collated by HR

and sent to MVG

HEC BUILDS MACHINES THAT BUILD THE NATION


Appraisal process2
Appraisal Process 5 objectives

MVG reviews and moderates

rating in line with distributed

percentages along with comments

Form is sent to HR

HR routes Form back

to IS through reporting route

MVG discusses with DH if

difference in rating is 2 or more,DH conveys to IS

HEC BUILDS MACHINES THAT BUILD THE NATION


Aspects of Feedback to Employee 5 objectives

HEC BUILDS MACHINES THAT BUILD THE NATION

30

30


Deptt 5 objectives

Head

(E6)

Func

Dir

E6 / E7

Sr Mgrs

(E5)

CMD

Func Dirs

E4 to E5

E1 to E3

E6 to E7

Composition of MVG

Head of MVG

Head of MVG

MVG Members

MVG Members

Employee

Employee

Members shall be within 2-3 reporting levels of the employees appraised.

Objectives: Push decision-making down.

Line of sight.

HEC BUILDS MACHINES THAT BUILD THE NATION


Constitution of mvg
Constitution of MVG 5 objectives

- Constitution of MVG

- MVG should have at least 30 employees in a band for moderation purpose

- Smaller departments to be clubbed to form one MVG

In April

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IS receives Form and discusses MVG rating & category with NS/DH

IS gives feedback to employee & communicates “Performance Category”

IS explains the rationale of rating & how to improve ratings for the next year

Feedback

HEC BUILDS MACHINES THAT BUILD THE NATION


  • Process Related Measures NS/DH

  • Performance Planning Workshops

  • Mid Year Review

  • Relative rating(1-8) by Immediate Superior

  • MVG composition

  • MVG rating category communication

  • People Development

So, what are the issues in the PMS

  • Policy Related Measures

  • Coverage

  • Percentage Distribution

  • Measures for improving System Adherence

  • Issue of Reward Letters

  • Report to Functional Directors

  • System Monitoring

  • Training

HEC BUILDS MACHINES THAT BUILD THE NATION


Multiple Reporting NS/DH

Both Superiors are involved in the entire PA exercise

Appraisee reports functionally & administratively to different people

Responsibility of Performance Review will be of the superior involved in Objective Setting

Responsibility of Performance Review will be of superior who sets the Objective

Both Functional and Taskforce / Project Head are involved in PA exercise

Appraisee is a member of a Task Force / Project, while being based in a Department

HEC BUILDS MACHINES THAT BUILD THE NATION


New Employees and Transferees NS/DH

  • New employee will be covered if they have completed 90 or more days of service before 31st March

  • Transferees will go through the PA exercises in Departments where they have worked for more than 90 days.

  • Present DH will decide the final ratings after taking inputs from previous IS/NS and taking the PA form received from the previous and the new department in to consideration

HEC BUILDS MACHINES THAT BUILD THE NATION



In a class of eighth std students, a teacher asked , “What’s

the difference between ‘satya’ (truth) and ‘bhram’ (illusion)?”

After a longish pause, when no one answered, a backbencher,

who had never ever answered any question in class had this to

say:-

What you told us is “satya”, but that you think that everything

that you said has been understood by us is “bhram”.

HEC BUILDS MACHINES THAT BUILD THE NATION


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