Performance Management System


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Performance Management System

  2. 2. THE OBJECTIVE <ul><li>To provide a fresh perspective to the appraisal system </li></ul><ul><li>Emphasize the need to use PMS as a Management tool for Organizational Development </li></ul><ul><li>To provide useful information on our Performance Management System. </li></ul>
  3. 3. GENERAL PERCEPTION ABOUT PMS AND REALITY GENERAL BELIEF : <ul><li>Linked only to pay and rewards. </li></ul><ul><li>It is only an evaluation of the past. </li></ul><ul><li>They are remote from facts. </li></ul><ul><li>It’s a necessary must for the organization. </li></ul>REALITY : <ul><li>It is a constructive activity which leads to personal growth. </li></ul><ul><li>It is review of the past for better results in future. </li></ul><ul><li>It is based on objective evidence. </li></ul><ul><li>Its an opportunity given by organization. </li></ul>
  4. 4. PMS – AN OPPORTUNITY <ul><li>To direct current performance towards the organizations requirement. </li></ul><ul><li>To harness potential within the individual and utilize it to the optimum level. </li></ul><ul><li>To improve relations. </li></ul>
  5. 5. ROLE OF A MANAGER <ul><li>MENTOR : </li></ul><ul><li>A person with expertise in his respective field. </li></ul><ul><li>Capable of sharing his experience which will be useful to the organization. </li></ul><ul><li>MANAGERS ROLE AS MENTOR </li></ul><ul><li>Being aware of the organizational goals, a Manager has better knowledge of the actual performance required from the executives. </li></ul><ul><li>Foresee the helping / hindering factors in target achievement and thus influence the performance pattern of the individual towards the desired goals. </li></ul><ul><li>Act as a role model and be a source of motivation. </li></ul>
  6. 6. GUIDE <ul><li>A manager is a person who would monitor employees performance and provide proper guidance. </li></ul><ul><li>Assess the strengths and weakness of the individual, during performance. </li></ul><ul><li>Provide help in form of training. </li></ul><ul><li>Give appropriate and timely Advise. </li></ul>MANAGERS ROLE AS A GUIDE
  7. 7. FRIEND <ul><li>MANAGER AS A FRIEND </li></ul><ul><li>Develop meaningful two way communication </li></ul><ul><li>Motivate the individuals towards higher achievements. </li></ul><ul><li>Help them to overcome their weakness and capitalize their strengths. </li></ul><ul><li>Help in doing individual SWOT analysis. </li></ul>
  8. 8. APPRAISAL SYSTEM <ul><li>Self Appraisal </li></ul><ul><li>Initial discussion between the appraiser and the reviewer. </li></ul><ul><li>Discussion between the appraiser and appraisee and rating to be given with due consideration to the Attributes. </li></ul><ul><li>Assessment of employees performance by reviewing authority. </li></ul><ul><li>Final comments on the appraisal by the appraising authority. </li></ul>
  9. 9. KEY PERFORMANCE AREAS <ul><li>WHAT IS KPA </li></ul>KPA of each organizational member includes the specific business responsibilities that have an ultimate impact on the success or failure of the enterprise as whole. In other words, KPAs describe the reason why the job exists- they are lables and not long statements of outcome that are expected. KPA consists of all the prime responsibilities of an individual member.
  10. 10. a) FEATURES OF KPAs <ul><li>KPAs are broad areas within a job that change little from year to year </li></ul><ul><li>They identify the areas within which a person is responsible for achieving results. </li></ul><ul><li>Majority of KPAs are found from the job description simply by asking the question “What are the most important things that the person does?” </li></ul>KEY PERFORMANCE AREAS
  11. 11. b) HOW MANY KPAs CAN A PERSON HAVE ? <ul><li>In general a job may have between three to seven KPAs. </li></ul><ul><li>If it is less than three, probably some important area would have been overlooked or if it is more than seven, chances are great that what has been generated is a task inventory or list of goals. </li></ul>KEY PERFORMANCE AREAS
  12. 12. c) WHAT DO WE HAVE KPAs KPAs are the basis for setting specific objectives and are broad statements of the areas within which the job holder is expected to produce results. It is the framework for a person to exist and operate in the organisation. d) FINETUNING OF KPAs Review the list to make sure that each KPAs deals with a discrete and non overlapping part of the job. Make sure that no significant responsibility areas have been overlooked. Ensure that the KPAs are appropriate. KEY PERFORMANCE AREAS
  13. 13. ATTRIBUTE RATINGS <ul><li>Common Errors </li></ul><ul><li>Snap Judgments </li></ul><ul><li>Subjective Ratings </li></ul><ul><li>Inconsistent Ratings </li></ul><ul><li>The detailed note on attribute ratings </li></ul><ul><li>available with the HR & circulated earlier </li></ul><ul><li>will be helpful in making more objective </li></ul><ul><li>ratings. </li></ul>
  14. 14. APPRAISAL MEETING <ul><li>STEPS IN SETTING UP THE MEETING . </li></ul><ul><li>State purpose of the meeting Clearly. </li></ul><ul><li>Communication should be clear and not ambiguous. </li></ul><ul><li>Date, time and place to be decided in advance. </li></ul><ul><li>Sufficient time should be kept between two appraisal meetings. </li></ul>
  15. 15. APPRAISAL MEETING B) PREPARATION FOR THE MEETING <ul><li>Collection of the facts and necessary data. </li></ul><ul><li>Plan the points to be discussed. </li></ul><ul><li>Be prepared with inputs for a constructive appraisal meeting. </li></ul>
  16. 16. LOCATION OF THE MEETING <ul><li>WHERE </li></ul><ul><li>It should preferably be at a neutral place with no physical barriers like the conference room. </li></ul><ul><li>WHERE NOT </li></ul><ul><li>At the Manager’s desk. </li></ul><ul><li>At the Appraisee’s desk. </li></ul>
  17. 17. LANGUAGE <ul><li>Establish contact </li></ul><ul><li>(say hello, handshake) </li></ul><ul><li>Ask open questions. </li></ul><ul><li>Seek to reach an agreements. </li></ul><ul><li>Be more elaborate in communication </li></ul><ul><li>Don’t Invade </li></ul><ul><li>Don’t be threatening in giving a critical feedback </li></ul><ul><li>Avoid closed questions </li></ul><ul><li>Avoid reaching confrontation. </li></ul>
  18. 18. APPRAISING THE POOR PERFORMANCE A DEADLOCK <ul><li>Grossly avoided because </li></ul><ul><li>Makes the manager unpopular. </li></ul><ul><li>May de-motivate the appraisee. </li></ul>
  19. 19. APPRAISING POOR PERFORMANCE MADE EASY <ul><li>Be clear in thoughts and actions : “Appraise the Performance not the performer.” </li></ul><ul><li>Describe clearly the expected level of performance. </li></ul><ul><li>Ask the Appraisee’s opinion about the expected performance and the actual. </li></ul><ul><li>Reach a consensus in identifying gap between the actual performance and the expected level. </li></ul><ul><li>Reach a agreement on improving the performance. </li></ul><ul><li>Follow – up : A Systematic follow up is required to ensure whether the agreed points are being met. </li></ul><ul><li>Taking timely review of the performance is crucial. </li></ul>
  20. 20. MANAGING DIFFERENT TYPES OF EMPLOYEES <ul><li>CHARACTERISTICS : </li></ul><ul><li>DEFIANT </li></ul><ul><li>Rebellious </li></ul><ul><li>No initiative </li></ul><ul><li>Non team performance </li></ul><ul><li>THE MANAGER SHOULD : </li></ul><ul><li>Avoid conflict </li></ul><ul><li>Seek acceptance with </li></ul><ul><li>warmth. </li></ul><ul><li>Develop two way </li></ul><ul><li>communication. </li></ul>
  21. 21. MANAGING DIFFERENT TYPES OF EMPLOYEES <ul><li>CHARACTERISTICS : </li></ul><ul><li>UNDER ACHIEVER </li></ul><ul><li>Excessive dependence </li></ul><ul><li>Needs supervision </li></ul><ul><li>Lacks initiative </li></ul><ul><li>THE MANAGER SHOULD : </li></ul><ul><li>Show empathy not sympathy. </li></ul><ul><li>Exercise control over the initial period of performance. </li></ul><ul><li>Give advise not instruction. </li></ul><ul><li>Set realistic goals and help in preparing a action plan </li></ul>
  22. 22. DEALING WITH DIFFERENT TYPES OF EMPLOYEES <ul><li>CHARACTERISTICS : </li></ul><ul><li>ASSERTIVE: </li></ul><ul><li>Wants to control </li></ul><ul><li>Likes doing things his way. </li></ul><ul><li>THE MANAGER SHOULD : </li></ul><ul><li>Encourage high performance and grant recognition. </li></ul><ul><li>Share objective with him/her and seek his/her commitment. </li></ul><ul><li>Delegation of work should be done carefully and team work should be encouraged. </li></ul>
  23. 23. THANK YOU
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