EmployWise webinars -goals alignment
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  • 360 Degree Feedback 360-degree feedback, also known as "multi-rater feedback," "multisource feedback," or "multisource assessment," is feedback that comes from all around an employee. "360" refers to the 360 degrees in a circle, with an individual figuratively in the center of the circle. Feedback is provided by subordinates, peers, and supervisors. It also includes a self-assessment and, in some cases, feedback from external sources such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback by their direct reports, or a "traditional performance appraisal," where the employees are most often reviewed only by their managers.   The results from 360-degree feedback are often used by the person receiving the feedback to plan their training and development. Results are also used by some organizations in making administrative decisions, such as pay or promotion. When this is the case, the 360 assessment is for evaluation purposes, and is sometimes called a "360-degree review." However, there is a great deal of controversy as to whether 360-degree feedback should be used exclusively for development purposes, or should be used for appraisal purposes as well (Waldman et al., 1998). ( Source ). Not a PMS in itself 360 degree feedback is not the same as a performance management system. It is merely a part of the feedback and development that a performance management system offers within an organization. For a 360 feedback process to work, it must be connected with the overall strategic aims of the organization. If you have identified competencies or have comprehensive job descriptions, give people feedback on their performance of the expected competencies and job duties. The system will fail if it is an add-on rather than a supporter of your organization’s fundamental direction and requirements. It must function as a measure of your accomplishment of your organization’s big and long term picture. Critical Success Factors Selecting the feedback tool and process, Selecting the raters, Using the feedback, Reviewing the feedback, and Managing and integrating the process into the overall performance management system.

EmployWise webinars -goals alignment Presentation Transcript

  • 1. Employee Performance Management Goals Alignment in Performance Plans Boosting employee productivity and business success through alignment of individual goals with strategic organisation objective Sumeet Kapur CEO, Global Groupware Solutions Ltd. October 20, 2011
  • 2. Sumeet Kapur Founder & CEO
    • B. Com, University of Delhi, PGDBM (MBA) from XLRI, Jamshedpur
    • Apart from overall leadership of the company, leads marketing & sales teams and provides HR domain expertise for the product design
    • Serial entrepreneur with 23+ years experience in IT industry
    • Previously worked with Tata Unisys (merged with TCS) and Wipro
    • First venture: Chipsoft Technology – multi-vendor IT support services company
    • Pioneered SaaS in India building Smiles™ CRM in 2001
  • 3. Traditional Goal Setting
    • Goals set to measure “performance” (as opposed to Capabilities)
    • Typically stated as “KPIs” categorised under “KRAs” and sometimes further grouped under “perspectives” (BSC Models)
    • Goal setting maybe top-down i.e. Appraiser sets goals for Appraisee or Bottom-up i.e. Appraisees set own goals which Appraiser then discuss and moderate
    • Goals set between appraiser and Appraisee represent team objectives (Manager’s goals) but often do not reflect organisation’s goals
  • 4. What is Goal Alignment?
    • Goal alignment is the aligning of goals in an organization across the length (levels top to bottom) and across the breadth (across divisions/functions/branches/departments) in a way that every person and every team is working towards achieving the same set of organisation goals
  • 5. Developing Strategic Business Goals
  • 6. Cascading Goals
  • 7. Benefits from Goal Alignment
    • Enhanced business success
      • Eliminates redundant work
      • Shows-up duplication/cross-purposes of effort
      • More focus on delivery
      • More widespread innovation and problem-solving
      • More efficient deployment of resources
      • Easier implementation of “Pay-for-performance”
    • Higher levels of employee engagement
      • Enhances individuals own self-worth
      • Increased sense of contribution
      • Greater sense of responsibility
      • Greater commitment from employee
  • 8. Goal Alignment: Critical Success Factors
    • Clear communication
      • Organisational Objectives and Goals
    • Interactive
      • Interactions up & down as well as across to develop sound tactical plans
      • Understand inter-linkages/inter-dependencies
      • Connect performance factors and enabling factors
    • SMART Goals
    • Frequent reviews
      • Reviewing the progress
      • De-bottlenecking
      • Re-aligning
  • 9.  
  • 10. Thank you! I would be happy to exchange ideas and take questions anytime. Please write to me at sumeet.kapur@employwise.com