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Streamlining PerformanceManagement
FastTrack CommunicationsMarch 2015
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Agenda
Introduction to the Session- The Background
Introducing the Performance Management System
Introducing the Performance Management System
Performance Planning
Performance Planning
Mid Year Review
Mid Year Review
Annual Appraisal
Annual Appraisal
Rewards
Rewards
Feedback and oaching
Feedback and oaching
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Appraisal System !rivers
You
apabilitybuilt through
feedback and learning
ommitmentbased on
meaningfulwork and rewards
lear"#pectationsfor individual
and groupcontributions
ommon$nderstanding
ofpriorities and ob%ectives
PerformancePlanning
oaching andFeedback
PerformanceReview
Rewards
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&ey Roles ' (hat)s everyoneupto*
hat are theseke! roles
su""osed todo#
What’s everyone up to?
Activity 1
MY
MANAGER ME
REVIEWER HR
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Roles in an Appraisal System
Appraisee
Appraisee
$n indi%idual &ho
is assessed as "art
of the "erformancec!cle
Appraiser
Appraiser
$n indi%idual &ho
assesses the
"erformance of
one or morea""raisee that
re"ort into him'her
Reviewer
Reviewer
$n indi%idual &ho
is res"onsi(le for
re%ie&ing the
entire "erformance
"rocess andt!"icall! is
a""raiser)s
a""raiser
+R
+R
*+ to function onl!
as a facilitator in
the entire "rocess
,he key driver of
the process
,he key driver of
the process
+elps manageperformance -
provides continuos
feedback and
coaching
+elps manage
performance -provides continuos
feedback and
coaching
(ill ensure.b%ectivity/
,ransparency -
onsistency
(ill ensure.b%ectivity/
,ransparency -
onsistency
(ill facilitate the
process
(ill facilitate the
process
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.b%ective of the Session
.b%ective of the Session
Introducing the ,e& PMS S!stem
Performance Planning
Performance Planning
Mid Year Review
Mid Year Review
Annual Appraisal
Annual Appraisal
0ormali1ation - Rewards
0ormali1ation - Rewards
Feedback and oaching
Feedback and oaching
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Performance &ill (e dened (! ."erformance "arameters)/ (oth uantitati%e andualitati%e
• uantitati%e "arameters are those that 3o& directl! from the cor"orate -4functional targets and are directl! o(ser%a(le and measura(le
• ualitati%e "arameters are those that cannot (e (roken do&n into cris"num(ers *o&e%er/ the! need to (e %eria(le and su""orted &ith successmeasures and &ould ha%e clear measures of success eg ualit!
P"RF.RMA0" at Fast,rack
!e2nition of Performance
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,he Performance Management ycle
PerformancePlanning
Mid Year review -
feedback
Review and
feedback
April
.ctober
March
.ngoing review andfeedback
Final Performance
Appraisal
March'April
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The Proposed Appraisal System
Performance
Planning
April
Mid year
review
.ctober
Annual
Appraisal
March'April
Review and
feedback
March'April
Rewards for
performance
April end
Annualbusinessgoals will becommunicated andindividualperformanceplans will bedrawn inalignment with thesame, basedon which
performance would bemeasured atthe end ofthe year
A check onthe progresstowardsmeeting theobjectives setduringperformanceplanning andany coursecorrectionrequired tomeet the nalobjectives
Jointassessmentofperformancebased on thetargets setduringperformanceplanning andfeedbackaround thesame
Assessmentof the validityof ratings inline with theachievementof corporateand functionresults
Announcingthe nalrating ofeachindividualand theresultingreward by themanager witha cleardevelopmentplan for thenext year
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.b%ective of the Session.b%ective of the Session
Introducing the ,e& PMS S!stem
Performance Planning
Mid Year ReviewMid Year Review
Annual AppraisalAnnual Appraisal
RewardsRewards
Feedback and oachingFeedback and oaching
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Performance & Development Planning
PerformancePlanning
Performance Parameters34uantitative5 4ualitative6
Performance Parameters34uantitative5 4ualitative6
(ill be used for assessment ofPerformance
!evelopment
Planning
ompetenciesompetencies
.ther!evelopment
Areas
.ther!evelopment
Areas
(ill be used for !evelopmentalPurposes .nly/ and will thus/ not form
a part of the 2nal rating
Rating Scale
1 Consistentl! 67ceeds 67"ectation
2 8ccasionall! e7ceeds e7"ectations9 Consistentl! meets e7"ectations
: ;oesnot meet e7"ectations onmost occasions
Rating Scale
78
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Performance Planning ' ,he (orkde%elo"ment
"lan
+ecord"erformance and
de%elo"ment"lan
;ra&de%elo"
ment"lan
Facilitate initiation/ conduct and closure of the "rocess and remo%e road(locks/ if an!
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ascade of Performance Measures
Cascade refers to the "rocess of aligning organi=ational goals to indi%idual goals in a series of ste"s
Organization Performance Measures
Financial ustomer
Process apa!ility
Departmental Measures & Targets
ProductionMaintenance Sales & Marketing Staff functions
Measures
1.
2.
3.4.
Targets
1.
2.
3.4.
Measures
1.
2.
3.
4.
Targets
1.
2.
3.
4.
Measures
1.
2.
3.
4.
Targets
1.2.
3.
4.
Measures
1.
2.
3.4.
Targets
1.
2.
3.4.
Measures
1.
2.
3.
4.
Targets
1.
2.
3.
4.
Measures
1.
2.
3.
4.
Targets
1.2.
3.
4.
Measures
1.
2.
3.
4.
Targets
1.
2.
3.
4.
Measures
1.2.
3.
4.
Targets
1.2.
3.
4.
Measures
1.
2.
3.
4.
Targets
1.
2.
3.
4.
Measures
1.
2.
3.
4.
Targets
1.
2.
3.
4.
Measures
1.
2.
3.
4.
Targets
1.
2.
3.
4.
Measures
1.
2.
3.
4.
Targets
1.
2.
3.
4.
"ndividual & Team Measures
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#hat the individual needs to do$
&ey Steps&ey Steps .utcomes.utcomes
Step 7
Step 9
=inks individual role to performanceob%ectives of the organi1ation> translatesre?uired performance parameters of theorgani1ation into individual actionable areas
reate development ob%ectives forindividual growth and improvement8.utlines growth re?uirements for futureroles
Review organi1ation)s performance e#pectationsand see your area of activity
@Your Role !escription - Annual usiness BoalsC
Review organi1ation)s performance e#pectationsand see your area of activity
@Your Role !escription - Annual usiness BoalsC
"valuate key behaviors and develop planfor displaying key behaviors in your
own role for the coming year
$nderstand your own career aspirations and
understand needs of future role
"valuate key behaviors and develop planfor displaying key behaviors in your
own role for the coming year
$nderstand your own career aspirations and
understand needs of future role
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Filling the Form
• Performance ParametersD To (e lled in (! $""raisee in consultation andagreement &ith $""raiser
• Identif! and Select ?+$s along &ith !our $""raiser
• Set Targets and $ction Plans for each ?+$
•
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The PMS Form: Performance Planning Section
PerformanceParameter 0umber
(eightageassigned to this
PerformanceParameter
rief !escription ofthe Performance
Parameter
,argets/ anchoredto the pointrating scale
Action Plan/describing Ehow)
the target will beachieved/ the
resourcere?uirements etc8
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$ SM$+T Performance Parameter descri(es and uanties an outcome ands"ecies accounta(ilit!A the resulting o(ecti%e should (e
S"ecic focused on a ke! outcome
Measura(le either uantia(le or %eria(leA so that it)s clear&hether or not the o(ecti%e has (een accom"lished
Attaina(le &ithin !our control and limited enough that/ &ith areasona(le or stretch e@ort/ it can (e accom"lished
Rele%ant im"ortant to !our role and to the function orde"artment
,ime-(ound achie%a(le &ithin a certain time "eriod
Making Performance Parameters Focused
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!e2ning Performance parameters
0ot soGSMAR,H
PerformanceParameters
G!esign and Implementation ofSystems and ProceduresH
Gonduct recruitment to 2ll upvacant positionsH
0ot SMAR, because888
GSMAR,HPerformanceParameters
GImplement new PerformanceManagement System by E#) dateand conduct 2rst performancereview e#ercise by Ey) date of
97H
GMaintain skill inventory and 2ll upvacant positions through internalpromotion5e#ternal recruitmentwithin J days of the position beingvacantH
SMAR, becauseK8
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!eveloping an Action Plan
The $ction Plan descri(es the s"ecic ste"s/ milestones and resources "lanned
(! the $""raisee to accom"lish the Performance Eoal
Performance Parameter ,arget
.rder ooking Rs8 9 rore
Action Plani Scan the market on an ongoing (asis to identif! o""ortunities
i $nal!=e e7isting customer (ase to identif! "ossi(ilities of re"eat orders
i +educe c!cle time to su(mit "ro"osals'tender
i Conduct anal!sis identif!ing reasons for loss of "ast orders and determine &eatherloss &as due to technical or commercial reasons
i Eather market intelligence on "ricing strateg! of com"etitors and kee"s unitsa(reast of the same
i *a%e on-going discussions &ith units on (ids (eing "re"ared so as to ensure thato"timal techno-commercial (id is "re"ared
I l l u s t r
a t i o n
Advantages of Action PlanningDi Clearl! denes ho&G the "erformance goal is to (e achie%ed
i *el"s in time and resource assessment
i Takes the (lame a&a! from the indi%idual/ for non-achie%ement due to e7traneous"ro(lems
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&RA ,arget
8rder (ooked Rs8 9 rore
H of installed ca"acit! utili=ed L
+eduction of num(er of da!s of in%entor! ; days
H of "roducti%e hrs lost due to strikes/ la(or unrest 9
H +eduction in &ithheld outstanding as "er target ;
Assigning (eightages
(eightage
9
:
7
9
9
eightages should (e allocated kee"ing in mind the criticalit! of thePerformance Parameter and the e@ort reuired to accom"lish the same
,otal (eights of &RA Section should add to 7
I l l u s t r
a t i o n
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Filling the Form
This Section &ill focus on (uilding indi%idual ca"a(ilit! using Com"etencies
• Final Performance +atings &ill not (e (ased on this
• Com"etencies &ill (e dened for each Band in the 8rgani=ation/ along-&ithBeha%ioural ;escri"tors
• .;e%elo"mental Com"etencies) &ill (e identied (ased on the e7tent of ga" ofe7isting Com"etenc!
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Sample !evelopment Plan
ompetency !evelopment Plan
,eam (ork
• $ttend a training "rogramme on team (uilding• ork on t&o cross-functional teams• Mr ;ee"ak Mathur to "la! the role of mentor and "ro%ide
on-going su""ort and in"uts• $""raisee and a""raiser to ha%e monthl! discussion on
"rogress
Oob &nowledge
• $ttend technical seminars held in-house minimum of 2 inthe !earJ
• +ead technical ournals to kee" a(reast &ith the latestde%elo"ments in the led
• Take com"lete res"onsi(ilit! for 2-9 (ids
omputer=iteracy
• $ttend a (eginners training course at ,IIT ' $PT6C• Kse com"uter for all corres"ondence
7=earner
+as not yetdemonstrated
the skill
9!evelopmental
AreaSometimes
demonstratesthe behavioral
skill
:apable.ften
demonstratesthe behavioral
skill
;Strength
Almost alwaysdemonstratesthe behavioral
skill
Role Model
"ncourages -In
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$seful ,ips
?ee" track of !our "erformance
Pre"are in ad%ance
Make sure !ou are &ell %ersed &ith !our roledescri"tion
Carr! all rele%ant documents forms/ role descri"tionetcJ
6nsure that !ou (udget enough time for !our"erformance "lanning session
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8(ecti%e of the Session
Introducing the ,e& PMS S!stem
Performance Planning
Mid Lear +e%ie&
$nnual $""raisal
,ormali=ation > +e&ards
Feed(ack and Coaching
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Mid Year Review
Period D .ctober ' 7st (eek
A Gcourse correctionH mechanism ,o discuss current level of achievement of targets
Manager will help revise the goals/ if re?uired/ communicate current level of ande#pectations on future performance during the year
Share any diculties being faced by you8
AdvantageProvides a forum for you - your manager to review - update the performance plan andreact to any changes in organi1ational priorities
Focus Your continuous improvement and development
Ask your managerD
- (hat)s the progress towards meeting each goal *
' (hat)s going well * (hy *
' (hat)s not going according to the plan * (hy *
' Are ad%ustments needed in the performance * or in the goal* If so/ what*
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Mid Year Review
Period : Octo!er % st #ee'
+R
Reviewer
Appraiser
Appraisee
Conduct self-a""raisal on"erformance andde%elo"ment"lan
Facilitate initiation/ conduct and closure of the "rocess and remo%e road(locks/ if an!
Su(mit selfa""raisalto$""raiser
Pro%idefeed(ack on"erformance
+euestre%isiting"erformance"lan"arametersand'or targetsN/if reuired
;iscuss areas ofim"ro%ementand su""ort
reuired
$""ro%e"lan re%isionif &arranted
$""ro%e"lanre%ision if&arranted
;iscuss andmakenecessar!changes
;iscuss andmakenecessar!
changes
+ecordmid-!earre%ie&
In case of e#traneouscircumstances
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The PMS Form: Mid (ear )evie*
Mid'Year Review provides a forum for discussion and helps documentformal/ written feedback
SelfAppraisal
Appraiser)s
Feedbackand
omment
s
.nly
4ualitative
Feedback' !oes
not resultin rating
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8(ecti%e of the Session
Introducing the ,e& PMS S!stem
Performance Planning
Mid Lear +e%ie&
$nnual $""raisal
,ormali=ation > +e&ards
Feed(ack and Coaching
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Annual Appraisal
Period D March'April
.b%ective
• Ooint discussion (et&een a""raisee and a""raiser around "rogress achie%ed during the "erformance"eriod and discussion on areas of im"ro%ement and su""ort reuired
• $ssessment of $""raisee)s le%el of achie%ement on "erformance "arameters and demonstration of
Com"etencies as "er the ;e%elo"ment Plan
• $ssigning of 8%erall Performance Score (! the $""raiser
Preparation for the Annual Appraisal
;o !our home&ork
Pro%ide s"ecic instances
Be o(ecti%e &hile doing !our self assessment of !our "erformance
Place em"hasis on (oth ualit! of !our e@orts > measura(le results
;iscuss > document !our additional achie%ements
;iscuss and ointl! de%elo" solutions
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Annual Appraisal
Period : March%April
+R
Reviewer
Appraiser
Appraisee
Com"lete self-a""raisal on
"erformance andde%elo"ment"lan/ gi%ing
ratings
Facilitate initiation/ conduct and closure of the "rocess and remo%e road(locks/ if an!
Su(mit selfa""raisal
to$""raiser
$""raise theincum(ent onPerformanceParameters >
Com"etencies
+ecordnal rating
Pro%ide feed(ackon each area of
"erformance andde%elo"ment
;etermine o%erallscore (ased on
uantitati%e andualitati%e
"erformance
"arameters
alidate and nali=escore/ resol%ing
discre"encies/ if an!
Communicatenalrating to $""raiser
> $""raisee
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alculation of .verall Score
I l l u s t r
a t i o nPerformance
Parameter #eightage )ating "ndv+ PP Score
PP 1 20% 3 0.6
PP 2 20% 4 0.
PP 3 40% 4 1.6
PP 4 20% 4 0.
Overall Score ,+-
!"erall Score
# PP Score $ PP Section eigtage
''3 ( .2) * '4 ( .2) * '4 ( .4) * '4 ( .2))
,+-
omputation
Scoring
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Filling the Form
This Section &ill focus on self assessment and ca"turing .formal/ &ritten) feed(ackfrom the Manager and +e%ie&er
• +esults in rating
• The incum(ent assesses himself on his "erformance in the last 12 months
• Formal/ &ritten feed(ack is "ro%ided (! the manager
• $reas of im"ro%ement are discussed
• 8%erall score is discussed
• If there are huge discre"ancies in ratings gi%en (! the $""raisee and the
$""raiser/ the +e%ie&er inter%enes and assesses the indi%idual on thePerformance Parameters
• 8nce com"leted/ rele%ant "laces on the form are signed
A00$A= APPRAISA=D Filling the Annual Appraisal Section
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The PMS Form: Annual Appraisal
PerformanceParameters
(eightagesAppraisee)s
RatingsAppraiser)s
Rating
Reviewer)s Rating '.nly in cases of!isagreement
.verall score is the weighted average of the ratings given by the Assessor8Reviewer)s ratings are taken as a part of the computation only in cases of
disagreement between the Appraiser and Appraisee
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The PMS Form: Annual Appraisal
SelfAppraisal
Appraisalby
Appraiser
Feedbackby
Reviewer
,he System provides for giving formal/ written ?ualitative feedback
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• !ivide yourself in groups of 9
• Respond to the situation you have got
• Present your views
Activity 9 ' Assessment of PerformanceK
15 minutes
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8(ecti%e of the Session
Introducing the ,e& PMS S!stem
Performance Planning
Mid Lear +e%ie&
$nnual $""raisal
,ormali=ation > +e&ards
Feed(ack and Coaching
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A ontinuumD Feedback and oaching
A comment about
behavior
"valuating theimpact and
desired
change ofbehavior
"#ploring newbehaviors to
e#tend orenhance
performanceInformatio
n
Coaching
Feedback
=ong',e
rm
Imp
actonPerform
ance
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Feedback - oaching
Continuos Feed(ack and Coaching is an inherent andcritical "art of the ne& Performance Management S!stem
.0B.I0BF""!A&
Appraiser
Appraisee
– The Mid Lear andFinal +e%ie&s are
s"ecicall! focusedon Feed(ack andCoaching
– +euire the$""raisee and the
$""raiser to ha%e aformal feed(acksession
Feed(ack can (e of%arious t!"es
–
Positi%e – Correcti%e/ – Feed(ack for the
"ur"ose ofsharinginformation and
–Feed(ackfocused onidentif!ingo(stacles to"erformance
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.b%ectiveD
Improve employee performance and %ob
satisfaction through ongoing communication
between the manager and employee8
,he bene2ts are mutually understood
e#pectations/ clear priorities/ improved workmethods and early recognition of positive or
negative trends
Your ResponsibilitiesD• Initiate session
• $sk for feed(ack on "erformance•;iscuss diQculties that !ou are e7"eriencing• Seek coaching for im"ro%ed "erformance
• $sk !our manager "eriodicall! to re%ie& !ou
(hy Feedback - oaching*
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"lements of "Qective Feedback
;escri(e the ehavior
67"lain the Impact of &hat &as done&ell'not done &ell
;iscuss ho& is should (e done ,omorrow
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Reinforcing Positive ehavior
ehavior
Lou &ent out of !our &a! to get $nita tofocus on the technical "ro(lemRG
Impact
Rthat hel"ed us remo%e the "roduction
o(stacle and deli%er on timeG,omorrow
Rkee" sho&ing that t!"e of initiati%e
orking in teams means using
indi%idual strength areasRG
I l l u s t r a t i
o n
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• !ivide yourself in 9 groups
• Respond to the situation you have got
• Present your views
Activity : ' Biving FeedbackK
10 minutes
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,ips on ollecting GFeedbackH
ollect feedback at least twice Prior to mid-"eriod re%ie& or !ear-end re%ie&
$t other a""ro"riate times de"ending u"on "roect milestones/
ke! e%ents/ etc
Focus feedback onD Performance e7"ectations standard o( acti%itiesJ
;is"la! of ke! (eha%iors
&eep it simple
$sk 2-9 uestions
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(hat is oaching*
"ngaging
Setting a constructi%e tone ande7"ectations for the discussion• ;escri(ing• Clarif!ing
"ngagingSetting a constructi%e tone ande7"ectations for the discussion• ;escri(ing• Clarif!ing
"#ploring
67changing information andgenerating ideas to reinforce'modif!(eha%ior or sol%e a "ro(lem• $sking• Suggesting
"#ploring
67changing information andgenerating ideas to reinforce'modif!
(eha%ior or sol%e a "ro(lem• $sking• Suggesting
ommitting
Forging o&nershi" through agreeingon ne7t ste"s and res"onsi(ilities• Summari=ing• $ction "lanning
ommitting
Forging o&nershi" through agreeingon ne7t ste"s and res"onsi(ilities• Summari=ing• $ction "lanning
$sk for feed(ack
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Rewards for Performance
Process
• Manager announces the rating to the a""raisee &ith the rationale for the same
• The nal rating gi%es in"ut to re&ards
•
Ca"a(ilities' com"etencies "ro%ide in"ut around "ossi(le "romotion a%enues foran! em"lo!ee along &ith the nal rating
.utcome
•
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Role hanges
Role changes could be due toD
• transfers
• "romotions
•se"arations
• change in allocated res"onsi(ilit!
,his would re?uire closing of the current Performance Plan andcreation of a new Performance Plan
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losing and reating Performance Plans
$""raisee &ill close e7isting PerformancePlan (efore transitioning to the ne& role
$""raiser &ill assess the $""raisee for thePerformance Period that he'she &as in the
role
$ ne& Performance Plan &ill (e created forthe remaining Performance Period
Performance Score &ill(e a time &eighteda%erage of the Final
Scores for thePerformance Period
F i n al S c or ef o
r t h e ent i r eP er f or m an c e
c y cl e
If an $""raisee hasoccu"ied a role for a
"eriod less than amonth/ the same &illnot (e considered &hile
com"uting the FinalScores
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&ey Role players
Roles and Responsibilities
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