1 / 46

Corporate Performance Measurement and Management at M.P.S

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

vidar
Download Presentation

Corporate Performance Measurement and Management at M.P.S

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. CorporatePerformance Measurement and ManagementatM.P.S ROMY FELIX – HEAD HRD 1

  2. 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

  3. PerformanceMeasurement What gets measured gets done and … What gets measured becomes important! ROMY FELIX – HEAD HRD

  4. 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

  5. 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

  6. 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

  7. 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

  8. 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

  9. PerformanceManagement May the most agile win … ROMY FELIX – HEAD HRD

  10. 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

  11. 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

  12. 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

  13. 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

  14. 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

  15. 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

  16. 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

  17. Competencies…. ROMY FELIX – HEAD HRD

  18. 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

  19. 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

  20. 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

  21. 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

  22. 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

  23. 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

  24. 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

  25. 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

  26. 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

  27. 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

  28. 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

  29. Example ROMY FELIX – HEAD HRD

  30. Example ROMY FELIX – HEAD HRD

  31. Example ROMY FELIX – HEAD HRD

  32. Example ROMY FELIX – HEAD HRD

  33. Example ROMY FELIX – HEAD HRD

  34. Example of Competency Assessment Process Step 4: Assess Competency Level Achievement Example ROMY FELIX – HEAD HRD

  35. Job Profiling… ROMY FELIX – HEAD HRD

  36. 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

  37. 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

  38. 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

  39. Example ROMY FELIX – HEAD HRD

  40. Example ROMY FELIX – HEAD HRD

  41. Example of Individual Target Setting Step 3: Set Measurable Targets for Individuals Department Programme Personal development needs and aspirations Team objectives Individual objectives Self Manager 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

  42. Example ROMY FELIX – HEAD HRD

  43. Example ROMY FELIX – HEAD HRD

  44. Example ROMY FELIX – HEAD HRD

  45. Example ROMY FELIX – HEAD HRD

  46. Thank you ROMY FELIX – HEAD HRD

More Related