Corporate performance measurement and management at m p s
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Corporate Performance Measurement and Management at M.P.S. 1. Agenda. Introduction to Corporate Performance Management Individual Performance Management Definition: Competencies Organisational and Individual Competencies Competency framework Why Develop a Competency Framework

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Corporate performance measurement and management at m p s

CorporatePerformance Measurement and ManagementatM.P.S

ROMY FELIX – HEAD HRD

1


Agenda

Agenda

  • Introduction to Corporate Performance Management

  • Individual Performance Management

  • Definition: Competencies

    • Organisational and Individual Competencies

    • Competency framework

    • Why Develop a Competency Framework

  • Approaches to Competency Profiling

    • Competency & Skill library features and Benefits

    • Steps for implementing a Competency & Skills library

    • Examples

  • Definition: Job Profiling

    • Process for Creating a Job Profile

    • Examples and Templates

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

PerformanceMeasurement

What gets measured gets done and …

What gets measured becomes important!

ROMY FELIX – HEAD HRD


Performance management the linking pin

Performance Management – the linking pin !

  • Starting with the ultimate goal and mission of the organisation.

  • Aligning the business units, teams and individuals

Vision

Strategy

Processes

Systems

Performance

Management

Behavior and Actions

Results

ROMY FELIX – HEAD HRD


What employees look for the linking pin

What employees look for – the linking pin!

  • Understand what is expected form them

  • This will lead to aligning individuals towards achievement of organisational goals

Vision

Strategy

Processes

Systems

Performance

Management

Behavior and Actions

Results

ROMY FELIX – HEAD HRD


What does performance management involve

What does Performance Management Involve?

  • Achievement of strategic goals & objectives

  • Allocation of KPI’s

  • Facilitate employee personal development as part of a integrated process

  • Understanding true strengths and weaknesses at every level of the organisation

  • Transformation of people management into a result-driven, strategic business function

  • Alignment of employee goals and actions with corporate strategy

  • Retention of top performers and development of low performers

  • Increased quality and frequency of communication between managers and employees

ROMY FELIX – HEAD HRD


Ceo questions

CEO Questions

  • Have I set the right organisation goals to achieve my strategy? There must be a more systematic approach we could use for goal setting.

  • What kind of behaviors and skills and focus should I be directing my employees to have in order to achieve these goals?

  • Does anyone know what behaviors will most likely help to improve our financial performance or improve customer satisfaction?

  • Do the employees understand my vision and strategy? Have they been clearly communicated?

  • Do employees buy-in to these goals and do they understand and buy-in their role or their divisions role in meeting the strategy?

ROMY FELIX – HEAD HRD


Ceo questions cont

CEO Questions Cont.,

  • Is my company structured optimally to fulfill our Strategy?

  • Have we set up a performance incentive system that aligns with our organisation strategy? Does it include objectives that our staff care about?

  • Do I have the right tools, systems and processes in place, both formal and informal to support performance related communication?

  • Isn’t there some form of automation that can give me more detailed, relevant information.

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

PerformanceManagement

May the most agile win …

ROMY FELIX – HEAD HRD


Measurement and performance

Measurement and Performance

  • There are some questions that are relevant for business:

    • Do we attract and retain the right people with the right skills?

    • Are we performing effectively in our operations to produce and deliver to our stakeholders?

    • Are we meeting or exceeding our stakeholders expectations?

    • How are we doing financially?

      • Margins?

      • Costs?

      • Revenues?

      • New business revenues?

ROMY FELIX – HEAD HRD


Integrated and balanced management approach

Integrated and Balanced Management Approach

This prioritised set of initiatives defines the executive agenda and should support the planning and budgeting process. Conversely, senior management should call into question any initiatives inconsistent with the strategic objectives.

ROMY FELIX – HEAD HRD


So far so good but

So far so good …….. But …..

  • Is there any difference between organisational and individual performance management?

  • Where should management put more attention to when managing performance?

  • At the end …what is performance management?

ROMY FELIX – HEAD HRD


Defining individual performance

Defining Individual performance

Competencies, knowledge and skills

Performance

Management

Support and tools

KNOWLEDGE

I know how

to do it

CONTEXT

I know what to do

WILLINGNESS

I want to do it

Motivation

Performance: Those behaviours, that under the right conditions, lead to the expected results

ROMY FELIX – HEAD HRD


The need to cascading down to level n

The need to cascading down to level n…

Value for clients, stakeholders

And employees

Organisational Strategies

Divisions, Sections,

Programs Plans etc

Individual Action

Best Practices

  • In value based managed enterprises, individual employees understand how processes and day-to-day activities contribute to value creation

  • They know what they have to do individually to contribute to value creating

  • This value creation focus becomes the basis for determining appropriate performance measures and enables to differentiate between what could be measured and what should be measured (Business Balanced Scorecard Concept)

ROMY FELIX – HEAD HRD


Individual performance management infrastructure

Individual performance management infrastructure

  • Performance Management infrastructure

  • Roles & Responsibilities

  • Annual objectives and feedback

  • Competencies model

Organisation Structure

Compensation & Incentives

Career Development

Training & Education

Recruiting & Selection

Integrated People Management Process

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

PERFORMANCE MANAGEMENT

GOAL MANAGEMENT

COMPETENCY MANAGEMENT

Core Capabilities &

Key Competencies

Corporate Goals

Competency Mix

Team Goals

Individual Goals

Individual Competency

Performance Management System

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

Competencies….

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

What are competencies?

  • Competencies are a set of behaviours that encompass skills, knowledge, abilities, and personal attributes that, taken together, are critical to successful work accomplishment.

ROMY FELIX – HEAD HRD


Organisational and individual competencies

Organisational and Individual Competencies

  • Organisational Competencies:

    • Pinpoints the most critical competencies for organisational success. These are an organisation’s core competencies.

  • Individual Competencies:

    • Those competencies that each employee brings to his or her function.

ROMY FELIX – HEAD HRD


What is a competency framework

What is a Competency Framework?

  • A Competency Framework is a map to display a set of competencies that are needed to achieve an organisation’s mission, vision, and strategic goals.

  • A Competency Framework is future-oriented, providing a master of core individual competencies required to develop the ideal future workforce.

  • The competencies that make up the framework will serve as the basis for future employee management, since they play a key role in decisions on recruiting, employee development, personal development, and performance management.

ROMY FELIX – HEAD HRD


Why a competency framework

Why a Competency Framework?

  • A Competency Framework will help to bridge the gap between where the organisation is now and where we want to be in the future.

  • This occurs in two ways.

    • Serves as a guide for management in making decisions, since it is based on the competencies that support the mission, vision, and goals of the organisation.

    • Serves as a map to guide employees towards achieving the mission of the organisation and their functional areas.

ROMY FELIX – HEAD HRD


Approaches to competency profiling

Approaches to Competency Profiling

Two approaches to competency profiling:

  • Top-down approach:

    • Generally involves picking, based on a strategic analysis of the organization's performance objectives, an array of competencies from a dictionary of competencies and assessing those for a particular position or class of positions.

  • Bottom-up approach:

    • Involves exploratory checklist surveys and subsequent confirmatory interviews to derive the competencies from employees.

ROMY FELIX – HEAD HRD


Functional competencies

Functional Competencies

  • Administrative Knowledge

  • Business Acumen

  • Computer

  • Filing

  • Financial

  • Health & Safety Knowledge and Skills

  • Human Resources

  • Industrial Relations

  • Legal Knowledge

  • Management Information

  • Marketing/Sales

  • Procurement

  • Quality Knowledge and Skills

  • Security

  • Typing

ROMY FELIX – HEAD HRD


Task and leadership competencies

Task and Leadership Competencies

  • Analytical Ability

  • Assertiveness

  • Conflict Handling

  • Customer Focus

  • Decisiveness

  • Flexibility

  • Individual Leadership

  • Initiative

  • Judgement

  • Leadership of change

  • Negotiation Skills

  • Oral Presentation

  • Oral Persuasiveness

  • Performance Orientation

  • Persistence

ROMY FELIX – HEAD HRD


Task and leadership competencies1

Task and Leadership Competencies

  • Planning/Organising/Control

  • Self-development orientation

  • Strategic and Global Perspective

  • Team Leadership

  • Values

  • Verbal Communication

  • Written Communication

ROMY FELIX – HEAD HRD


Competency skill library features benefits

Competency & Skill Library Features & Benefits

  • Comprehensive LibraryNo need to “reinvent the wheel.” Allows a quick start. Completely customisable: Create new skill groups, skills, and sub-skills as needed

  • Create Common or Unique Performance LevelsDefine different levels of competence (for example, from beginner to expert) for each competency, or use one scale for all

  • Input Performance TargetsIdentify performance expectations for each competency/skill group for entry level up to senior management

ROMY FELIX – HEAD HRD


Competency skill library features benefits1

Competency & Skill Library Features & Benefits

  • Define Behavioural IndicatorsIf desired, enter behavioural examples/targets for competencies and skills

  • Continually Enhanced and Grows in ValueThe library is easily enhanced as a by-product of job profiling, performance planning, and employee development

  • Fully Integrated with Other HR FunctionsYour competency/skill library is used in every other function of HR, it ties them all together, and allows consistency throughout all of your performance management and developmental programs

ROMY FELIX – HEAD HRD


Steps for implementing competency skill library

Steps for Implementing Competency & Skill Library

  • Step 1:Review provided library; eliminate competencies and skills that are irrelevant to the organisation

  • Step 2:Select core competencies based on organisational strategy and values

  • Step 3:Departments review list of competencies and skills for their function and add additional competencies and skills as they are needed

  • Step 4:Library grows naturally as new skill needs are identified while building job profiles, performance, development, or succession plans

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

Example

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

Example

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

Example

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

Example

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

Example

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

Example of Competency Assessment Process

Step 4: Assess Competency Level Achievement

Example

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

Job Profiling…

ROMY FELIX – HEAD HRD


What is job profiling

What is Job Profiling

  • Job Profiling is a systematic procedure for identifying the Competencies critical for success in a particular job or a job role.

  • Job profiles can then be used for recruitment, selection, performance review, promotion, career development and succession planning.

ROMY FELIX – HEAD HRD


Job profiling procedure

Job Profiling Procedure

  • Step 1:Obtain background information about the job to be profiled and how that job fits into the organisation.

  • Step 2:Develop an initial list of the tasks most relevant to the job being profiled.

  • Step 3:Meet with subject matter experts (SMEs)—incumbent workers or supervisors of the job being studied—who review and revise the list, adding, deleting, consolidating, or changing the wording of each task to make sure that the list of tasks accurately represents the job as it is performed in the organisation.

ROMY FELIX – HEAD HRD


Job profiling procedure1

Job Profiling Procedure

  • Step 4:Present detailed descriptions of each of the Analytix Competency Framework to the SMEs. The SMEs decide, as a group, which competencies are relevant to the job and which skill levels are necessary for entry into the job and effective performance in the job.

  • Step 5:The final product of the profiling procedure is a report listing the most critical tasks an individual in that job must perform and, for each relevant Analytix competency, the skill level required to perform the job.

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

Example

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

Example

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

Example of Individual Target Setting

Step 3: Set Measurable Targets for Individuals

Department

Programme

Personal development needs and aspirations

Team objectives

Individual objectives

SelfManager

Target Result Weighting Assess Assess Final

% 1 – 5 1 – 5 1 - 5

Example

Objectives

Grow net new money excluding market growth by the end of Q4 2001

10%

6%

40%

4

3

3

40%

4

4

4

Improve client satisfaction feedback by setting up an appropriate survey by Q3 2001

Survey set up

Improve capabilities in client service by attending course by end Q4 2001

Attended

20%

2

4

3

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

Example

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

Example

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

Example

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

Example

ROMY FELIX – HEAD HRD


Corporate performance measurement and management at m p s

Thank you

ROMY FELIX – HEAD HRD


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