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PMS
 

PMS

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PMS with questionnaire

PMS with questionnaire

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    PMS PMS Presentation Transcript

    • Performance Management system
      AntonetteAsumptha.J
    • What is PMS
      Performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner.
      Performance management can focus on performance of the organization, a department, processes to build a product or service, employees
      Performance improvises the performance of the whole system
    • 3
      Performance Management & Employee Development System
      Introduction
      • It is the goal of every organization to be competitive with the best in every part of its business.
      • It is therefore important to define specific responsibilities that Managers/Supervisors and employees must carry out to help an organization achieve this goal.
      • The PMDS is an important tool designed to empower the Supervisor and his/her employees to achieve the goal of being the best in every part of a business.
    • 4
      Performance Management & Employee Development System
      Introduction
      It is an on-going, year round, interactive process between Managers/Supervisors and employees aimed at achieving better results for continual organizational improvement.
      It is the most important and productive activity a manager can pursue, because if it is done well, employees will perform in the right was to get the right results.
      If it is ignored or poorly done, employee’s performance results and motivation suffers and the manager may end up doing the employee’s work rather than managing
    • Performance Management & Employee Development System
      Introduction
      The whole idea therefore of PM is to manage the performances of our employees bearing in mind their strengths and weaknesses and effectively coach and counsel them on how to improve their performance, so that the business can continually be improved.
      It does not focus on judging a comparative rating of an employee’s performance.
      It encourages the employee to solicit, and the supervisor to provide frequent, constructive feedback that can be put to use in enhancing performance.
    • 6
      Performance Management & Employee Development System
      Performance & Employee Development
      Planning – Key Parts
      Establishing Performance Objectives - Guidelines
      Performance objectives describe the major accomplishments that an employee expects to achieve during the next calendar year.
      Performance Objectives should reflect and align with the organization’s objectives, the business unit’s objectives and the supervisor’s objectives.
      At the beginning of the year the Supervisor and employee will review the organizational objectives related to the business plan and the employee’s job description.
    • 7
      Performance Management & Employee Development System
      Performance & Employee Development
      Planning – Key Parts
      Establishing Performance Objectives – Guidelines
      Employee to list key performance objectives to be accomplished during the upcoming year.
      Employee to write each objective in such a way that describes what he/she specifically plans to accomplish.
      Identify the performance measures or outcomes (Quantity, Quality, Cost and/or Timeliness) employee expects to achieve
      Follow the SMART model for writing objectives
    • 8
      Performance Management & Employee Development System
      Key Parts of the PM & EDS
      Performance Planning
      Establishing Performance and Development Objectives.
      Conducting Periodic Progress Review.
      Evaluating Performance
      Writing Career Interest and Development Plan
      Conducting the Performance Appraisal and Development Discussion
      Career Interest and Potential Discussion
    • 9
      Performance Management & Employee Development System
      Establishing Performance Objectives - Guidelines
      The “SMART” model
      The objectives and action plans should be:
      S =SPECIFIC.
      Your objectives and action plans should have enough specificity that if you put them away and came back to review them in a week or two, you’ll know what it meant.
      The action plans should provide enough clarity to enable you and your supervisor to understand and agree on how to meet your performance and development plans.
    • 10
      Performance Management & Employee Development System
      Establishing Performance Objectives - Guidelines
      The “SMART” Model
      The objectives and action plans should be:
      M =MEASURABLE.
      Will you be able to say objectively “I did what I said I was going to do” while including a description of how well you did?
      Measures should be described in terms of:
      Quantity (How many, how much, % increase, etc)
      Quality (some measure of satisfaction, often from the perspective of others)
      Cost(your actions resulted in a specific cedis or % reduction in cost/expenses). And
      Timeliness (typically an objective to improve the speed of a service or product or the completion of a project).
    • 11
      Performance Management & Employee Development System
      Establishing Performance Objectives - Guidelines
      The “SMART” Model
      The objectives and action plans should be:
      A =ACHIEVABLE
      Do your objectives and action plans provide enough “motivational” stretch making them a challenge to accomplish rather than impossible to reach?
      Must be attainable
      Must be meaningful
      Must be appropriate to the situation
      Should not be unreasonably high or employee may give up
    • 12
      Performance Management & Employee Development System
      Establishing Performance Objectives - Guidelines
      The “SMART” Model
      The objectives and action plans should be:
      R =RELEVANT
      Do your action plans tie back to your career interests and your work unit’s, department’s, and organization’s objectives?
      It is important to enjoy what you are doing, find meaning in what you do and identify opportunities and activities to professionally develop; but
      It must be done in the context of achieving the goals and objectives of the organization
    • 13
      Performance Management & Employee Development System
      Establishing Performance Objectives - Guidelines
      The “SMART” Model
      The objectives and action plans should be:
      T =TIME FRAME (Tied to Deadlines)
      Do your objectives and action plans have dates or milestones that allow you to determine if you are on schedule?
      The level of objective/plan complexity and activities usually dictates the degree of time frame details.
      The longer the time for goal completion, the more critical it is to have time-based checkpoints or milestones.
    • PMS-Eg-Sales
           
    • Development Plan
      Training on the areas required both technical and Behavioral
    • Sources:
      http://bizcovering.com/marketing-and-advertising/10-essential-marketing-skills/
      Wikepedia
      CiteHR.com