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From Front Line to Bottom Line: Linking Individual Performance to Organisational Objectives - Othman Al Haddi  Chief HR Officer, Saudi Binladin
From Front Line to Bottom Line: Linking Individual Performance to Organisational Objectives - Othman Al Haddi  Chief HR Officer, Saudi Binladin
From Front Line to Bottom Line: Linking Individual Performance to Organisational Objectives - Othman Al Haddi  Chief HR Officer, Saudi Binladin
From Front Line to Bottom Line: Linking Individual Performance to Organisational Objectives - Othman Al Haddi  Chief HR Officer, Saudi Binladin
From Front Line to Bottom Line: Linking Individual Performance to Organisational Objectives - Othman Al Haddi  Chief HR Officer, Saudi Binladin
From Front Line to Bottom Line: Linking Individual Performance to Organisational Objectives - Othman Al Haddi  Chief HR Officer, Saudi Binladin
From Front Line to Bottom Line: Linking Individual Performance to Organisational Objectives - Othman Al Haddi  Chief HR Officer, Saudi Binladin
From Front Line to Bottom Line: Linking Individual Performance to Organisational Objectives - Othman Al Haddi  Chief HR Officer, Saudi Binladin
From Front Line to Bottom Line: Linking Individual Performance to Organisational Objectives - Othman Al Haddi  Chief HR Officer, Saudi Binladin
From Front Line to Bottom Line: Linking Individual Performance to Organisational Objectives - Othman Al Haddi  Chief HR Officer, Saudi Binladin
From Front Line to Bottom Line: Linking Individual Performance to Organisational Objectives - Othman Al Haddi  Chief HR Officer, Saudi Binladin
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From Front Line to Bottom Line: Linking Individual Performance to Organisational Objectives - Othman Al Haddi Chief HR Officer, Saudi Binladin

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  • 1. From Front Line to Bottom Line: Linking Individual Performance to Organisational Objectives FAHR International Forum, 29-30 April, 2014
  • 2. The objective of Performance Management: Is to achieve peak performance of the organization through the collective performance of its individual employees. 140429_LinkingIndividualPerformancetoOrganisationalObjectives_v0.1.0.pptx 1
  • 3. Why do we need a system: ▪ Misalignment of individuals actions with purpose, strategy, and goals, low motivation, poor fit to roles and skill deficits are always major contributors to performance problems. ▪Increased complexity and virtual nature of contemporary work also requires more structured, commonly shared methods for managing performance for consistency and fairness. 140429_LinkingIndividualPerformancetoOrganisationalObjectives_v0.1.0.pptx 2
  • 4. Principles of Performance Management system All effective PM systems (balanced scorecard, Six sigma, performance appraisal,…etc), have in common the following: ▪Setting objectives ▪Feedback and measurement system ▪ Capability building ▪ Reward ▪Process 140429_LinkingIndividualPerformancetoOrganisationalObjectives_v0.1.0.pptx 3
  • 5. Performance management system is challenging endeavor! - Too many organizations fail to follow the practices required for producing a viable, sustainable process that managers and employees alike embrace rather than tolerate, avoid, or undermine. - The guidelines are widely known, but the commitment to long-term execution is most often the lacking ingredient. - Some organizations copy-paste what is considered “best practice” that was designed for a totally different organization. - Some organizations implement the administrative aspects and procedures without clear linkage to the purpose. They turn the system into a set of rigid rules to be forced. - Missing more basic elements of the organization like vision/direction, the right people in the right jobs, poor quality of leadership, Learning & Development. 140429_LinkingIndividualPerformancetoOrganisationalObjectives_v0.1.0.pptx 4
  • 6. Characteristics of effective Performance Management system: - Successful organizations consistently apply a simple set of standards, steps, and practices. - Effective performance management is not about ticking boxes; instead it requires a thorough understanding of relevant principles and applying them appropriately in a given situation. - The performance management policies are principle-based with emphasis on the intent rather than attempting to define every possible scenario. - The process is customized to suit the organization specifics like: local culture, legal requirements, nature of business, size and complexity, level of maturity etc. 140429_LinkingIndividualPerformancetoOrganisationalObjectives_v0.1.0.pptx 5
  • 7. 140429_LinkingIndividualPerformancetoOrganisationalObjectives_v0.1.0.pptx 6 •The Performance Management system is considering both formal and informal domains. •The line managers are trained and qualified to conduct the informal part day in day out that is becoming part of the organization local culture. Formal Informal Setting objectives Vision, Mission, Strategy, KPIs In-process success measures, stating expectations for daily tasks feedback Annual performance review/appraisal, 360 etc Timely on the spot feedback Capability building Formal education/class room training Coaching, guidance, on-the-job training Reward Promotion, salary raise, bonus Recognition, higher responsibilities, praise in public, “thank you” Process Administration forms, data analysis structured meetings, planned 1:1s. Informal discussions, learning by practicing Characteristics of effective Performance Management system:
  • 8. - Flexible & pragmatic to respond to changing requirements and demands while delivering on the strategic goals: Proactive Pressures (factors inside of the organisation’s direct control) Reactive Pressures (factors outside of the organisation’s direct control) ▪ Strategic direction ▪ Operational performance requirements ▪ Capability development requirements ▪ Succession planning ▪ Talent attraction and retention ▪ Requirements from stakeholders ▪ Demands from shareholders ▪ Regulatory change ▪ Market pressures ▪ Global macroeconomic factors Characteristics of effective Performance Management system:
  • 9. Characteristics of effective Performance Management system: Managing unsatisfactory performers: ▪ Intentional: – Misconduct – Deliberate poor performance ▪ Unintentional: Inability to meet the job expectations: – Temporarily or permanently. – Illness: mental or physical. 140429_LinkingIndividualPerformancetoOrganisationalObjectives_v0.1.0.pptx 8
  • 10. The challenge really begins for HR once the system is designed and implemented 140429_LinkingIndividualPerformancetoOrganisationalObjectives_v0.1.0.pptx 9 It is important to remember that this is all about what works and not the theory, simple pragmatic steps usually deliver the best results. The challenges that are faced once the system is in place require the most effort if a system is going to drive real performance improvement: ▪ Ensuring consistent application of principles across the organisation ▪ Embedding a culture of continuous improvement and constant review to keep individual and department measures relevant ▪ Monitoring the quality of line management in delivering and managing the performance management system ▪ Educating the whole organisation on why it is important and explaining how it will drive business performance ▪ Constantly sharing positive stories to re-enforce the message around performance management. ▪ Ensuring Leadership presence and commitment is visible.
  • 11. 140429_LinkingIndividualPerformancetoOrganisationalObjectives_v0.1.0.pptx 10 Questions?

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