PMS Fast Track

8/19/2019 PMS Fast Track

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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


Mid Year Review

Mid Year Review

Annual Appraisal

Annual Appraisal

Rewards

Rewards

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



Mid Year Review

Mid Year Review

Annual Appraisal

Annual Appraisal

0ormali1ation - Rewards

0ormali1ation - Rewards




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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



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



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


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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Mid Lear +e%ie&

$nnual $""raisal




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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


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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Mid Lear +e%ie&

$nnual $""raisal




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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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