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Enhancing Performance Planning And Review for Business and Talent Management
 

Enhancing Performance Planning And Review for Business and Talent Management

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*Why we hate Performance Appraisals and why most Performance Management Systems do not work ...

*Why we hate Performance Appraisals and why most Performance Management Systems do not work
*From performance appraisal to performance management, and from a bureaucratic requirement to a tool for managing and improving performance
*Planning, managing and developing the performance of subordinates
*Rewarding performance and Managing Talent

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Enhancing Performance Planning And Review for Business and Talent Management Enhancing Performance Planning And Review for Business and Talent Management Presentation Transcript

  • ENHANCING PERFORMANCE PLANNING AND REVIEW Case Study, Concepts and Debatable Ideas Kenny Ong CNI Holdings Berhad www.myCNI.com.my www.OOBEY.com
  • Intro: CNI
    • 19 years old
    • Core Business: MLM
    • Others: Contract Manufacturing, Export/Trading, eCommerce
    • Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan
    • Staff force: ± 500
    • Distributors: 250,000
    • Products: Consumer Goods and Services
    www.myCNI.com.my www.OOBEY.com
  • 1. Why we hate Performance Appraisals www.myCNI.com.my www.OOBEY.com
  • Complaints about Performance Appraisals As an Appraisee As an Appraisor Mgmt/HR www.myCNI.com.my www.OOBEY.com
  • Complaints about Performance Appraisals
    • Bias
    • Different Standards
    • Surprise
    • Subjective
    • No linkage*
    • No differentiation
    • Secretive
    • No follow up
    • No control
    As an Appraisee www.myCNI.com.my www.OOBEY.com
  • Complaints about Performance Appraisals
    • Cannot remember
    • Tedious
    • Subjective
    • Right targets
    • Scoring Competencies*
    • Defensive staff
    • No $$ to differentiate
    • Prejudices
    • Results or Activities
    As an Appraiser www.myCNI.com.my www.OOBEY.com
  • Complaints about Performance Appraisals
    • Flexible or Control?
    • MBO or Character?
    • Best Practice or Fit Culture?
    • Backward or Forward?
    • Quarterly Results or Long-term?
    • No $$ to differentiate*
    • Perfect System, Bad performance
    • Recency and Halo effects
    • Untrained Appraisers
    Mgmt/HR www.myCNI.com.my www.OOBEY.com
  • Complaints about Performance Appraisals - Summary
    • Process problem
    • Form problem
    • People problem
    www.myCNI.com.my www.OOBEY.com
  • What is Performance Appraisal used for? Reward? Discipline? Development? Motivation? Promotion? Monitor? www.myCNI.com.my www.OOBEY.com
  • Performance Management Performance Appraisal Performance Development Performance Measurement Common terms and definitions www.myCNI.com.my www.OOBEY.com
  • What is the OBJECTIVE?
    • What is the ultimate objective of a Performance Management System?
    • ‘ Performance’ – achievement,
    • ‘ Management’ – controllable, improvement
    • ‘ System’ – predictable outcome, autorun
    • Summary?
    • A Predictable process to Improve Controllable Achievements
    www.myCNI.com.my www.OOBEY.com
  • What is the OBJECTIVE? Succession Planning (Business Continuity) Talent Management Differentiation Performance Management System Budgeting + Planning KPIs BSC Business Model www.myCNI.com.my www.OOBEY.com
  • What is the OBJECTIVE? Succession Planning (Business Continuity) Talent Management Differentiation Performance Management System Budgeting + Planning KPIs BSC Business Model Business Plan Implementation Talent Management www.myCNI.com.my www.OOBEY.com
  • 1. Why we hate Performance Appraisals Focus on the Business Strategy and Business Direction first www.myCNI.com.my www.OOBEY.com
    • “… in the past 18 months, we have heard that profit is more important than revenue, quality is more important that profit, people are more important than profit, customers are more important than our people, big customers are more important than small customers, and that growth is the key to our success. No wonder our performance is inconsistent"
    CEO, Anonymous www.myCNI.com.my www.OOBEY.com
  • Before we start…
    • In the old days of HR…
    • Average training hours per staff
    • % of staff attending training
    • # of training programs
    • % of training programs conducted
    • Training needs analysis conducted
    • Competency models developed
    • Training budget as % of payroll
    What’s wrong with this picture? www.myCNI.com.my www.OOBEY.com
  • Before we start…
    • Moral of the story…
    • Innovation:
      • Business models
      • Products
      • Services
    • Market Leadership
    • Competitive differentiation
    Get the picture? www.myCNI.com.my www.OOBEY.com
    • “ What is the moral of the story?”
    www.myCNI.com.my www.OOBEY.com
  • What is the Business Model? USP Market Discipline Profit Model www.myCNI.com.my www.OOBEY.com
  • Intro: Market Discipline
    • Mamak stall
    www.myCNI.com.my www.OOBEY.com
  • Intro: Market Discipline
    • "Exactly what I need"
    • Customized products
    • Personalized communications
    • "They're very responsive"
    • Preferential service and flexibility
    • Recommends what I need
    • "I'm very loyal to them"
    • Helps us to be a success
    "They are the most innovative" "Constantly renewing and creative" "Always on the leading edge" "A great deal!" Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership "A no-hassles firm" Convenience and speed Reliable product and service Product Leadership Operational Excellence Customer Intimacy www.myCNI.com.my www.OOBEY.com
  • Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
    • Product Leadership
    • New, state of the art products or services
    • Risk takers
    • Meet volatile customer needs
    • Fast concept-to- counter
    • Never satisfied - obsolete own and competitors' products
    • Learning organization
    Strategy: Value Disciplines
    • Operational Excellence
    • Competitive price
    • Error free, reliable
    • Fast (on demand)
    • Simple
    • Responsive
    • Consistent information for all
    • Transactional
    • 'Once and Done'
    • Customer Intimacy
    • Management by Fact
    • Easy to do business with
    • Have it your way (customization)
    • Market segments of one
    • Proactive, flexible
    • Relationship and consultative selling
    • Cross selling
    www.myCNI.com.my www.OOBEY.com
  • The McPlaybook*
    • Make it easy to eat
    • 50% drive-thru
    • Meals held in one hand
    • Make it easy to prepare
    • High Turnover
    • Tasks simple to learn & repeat
    • Make it quick
    • “ Fast Food”
    • Tests new products for Cooking Times
    • Make what customers want
    • Prowls market for new products
    • Monitored field tests
    *Adapted from: Businessweek , Februrary 5 th 2007 www.myCNI.com.my www.OOBEY.com
  • Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
  • Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
  • Business Situation vs. Performance Mgmt Focus Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer ‘ Change’ mgmt Reduce Fat Continuity Everyone Happy Innovation Acquire Profits Build momentum Sales Cash Flow Talent Mgmt Innovation/R&D Early wins Slow Down HR Costs Top Talent focus Sales, Sales, Sales Increase attrition www.myCNI.com.my www.OOBEY.com
  • Focus: Corporate Alignment Revenue Growth Base Retention Share Gain Positioning Adjacent Market New Business Operational Excellence Product Leadership Customer Intimacy Competencies Information Systems Motivation, empowerment, alignment Financial Learning & Growth Internal Process Customers Investment Strategy Productivity Market Value www.myCNI.com.my www.OOBEY.com
  • Focus: Corporate Alignment Financial Learning & Growth Internal Process Customers / Distributors www.myCNI.com.my www.OOBEY.com Revenue Growth Productivity Market Value Department Operations Supplier & Alliances External Involvement Target Markets Products/ Services Channel Strategies Human Resources Technology Information & Intelligence Systems & Processes
  • Focus: Corporate Alignment Financial Learning & Growth Internal Process Customers / Distributors Profit after Tax. Revenue. Cash-to-cash cycle. Operating cash flow Customer Complaints. Customer Acquisition Rate. Product Availability. Product Quality & Service. Renewal Annual Subscription. Distributor Rank Achievement. No. of Active Distributor. No. DC/Regional Sales. Distributor with commission Customer Database Availability. Accuracy of Forecast Planning. Continuous Improvement. Response Time to Customer Needs. Perfect Order Fulfillment. Inventory Turnover. Number of Effective Sponsoring Program. On Time Delivery. No. of Effective Training. Number of Effective A&P % of staff evaluated on Core Competency Framework. % of staff with Career Development Plans. No. of training hours completed per staff. % of staff with access to strategic information. Q12 Index. % staff evaluated on Culture alignment www.myCNI.com.my www.OOBEY.com
  • 1. Why we hate Performance Appraisals Implementing the Right System www.myCNI.com.my www.OOBEY.com
  • What is Performance Appraisal used for? Reward? Discipline? Development? Motivation? Promotion? Monitor? www.myCNI.com.my www.OOBEY.com
  • Which system should we use? Behavior-based Knowledge/Skill based Results-based Trait-based Managing Performance = Managing Expectations What’s YOUR expectation? Activity based www.myCNI.com.my www.OOBEY.com
  • Dangers of Best Practice…
    • Also known as ‘Beware of Consultants’:
    • Big vs. Small company
    • Selective success stories
    • Correlation vs. Causal
    • Survey problems
    • Practical vs. Glamour-to-have
    www.myCNI.com.my www.OOBEY.com
  • Survey Problems…
    • “ In business after business, 60% to 80% of lost customers reported on a survey just prior to defecting that they were satisfied or very satisfied .”
    HBR March/April 1996 www.myCNI.com.my www.OOBEY.com
  • Why BSC?
    • Reason 1: Balanced
    • Reason 2: Cause-and-Effect
    www.myCNI.com.my www.OOBEY.com
  • BSC: Balanced & Cause-and-Effect Financial “ To satisfy our stakeholders, what Financial objectives must we accomplish?” www.myCNI.com.my www.OOBEY.com Internal Process “ To satisfy our customers, in which internal business processes must we excel?" Customer “ Who are our target customers? What is our value proposition?” Learning & Growth “ What capabilities and tools do our employees require to help them execute our strategy?
  • Performance Management for Change
    • Review Performance & Results
    o Grievance level o Absenteeism o Discipline issue o Poor work ethics Degree of Clarity of Job Results Vision Led Performance driven High Low High Level of Trust & Commitment (Between Subordinate & Boss) UNCLEAR
    • Discuss & Agree on Account
    • Objectives & Key Measures
    • Standards for Performance
    • Provide Coaching & Counselling
    RESULTS DRIVEN
    • High Level of employee empowerment
    • High Employee Performance
    • High Employee Satisfaction
    • High Employee Involvement
    • Challenging Working Environment
    • Optimum HRM Cost Structure
  • 2. Performance Planning MBO, KPIs, Competencies www.myCNI.com.my www.OOBEY.com
  • District Engineer, TNB Duties and Responsibilities If stated as Accountabilities then the job must produce : Control, operate and maintain the District Distribution System Ensure uninterrupted supply to consumers in the district by operating the District Distribution System. Manage major supply projects to customers in the district. Ensure satisfaction of the major customers in the district by managing supply and Distribution. Supervise all technical staff in the district. Ensure high performance and Productivity of technical staff by adopting proper human resource management methods on selection, training, coaching, counselling and motivation. Plan and design the High voltage system Ensure availability of adequate supply for future needs of industries in the district by planning and designing the High voltage System
  • MBO Standards www.myCNI.com.my www.OOBEY.com Useless Poor Average Good Excellent E D C B A
  • MBO Standards www.myCNI.com.my www.OOBEY.com Useless Poor Average Good Excellent E D Good C B A
  • MBO Standards www.myCNI.com.my www.OOBEY.com Useless Poor Average Good Excellent Commit Suicide E Not Good D Good C Very Good B Excellent A
  • MBO Standards www.myCNI.com.my www.OOBEY.com Commit Suicide Not Good Good Very Good Excellent Unacceptable performance E Did not fully meet planned results D Achieved Planned Results C Higher than planned results B Consistently achieved 4 for 3 quarters A
  • MBO Target Setting - Objectives and Measures
    • SMART Targets
    • Specific (definite objective and purpose to be achieved)
    • Measurable (by definite observation and a certain time one should be able to tell whether or not it is attained)
    • Achievable (Must be within reach of the employees, e.g. to meet stated deadlines, neither too high nor too low)
    • Rewarding (Rewarding means it must be satisfying to you, no one else)
    • Time phased (per quarter, per year. By end of fiscal year, by 15th of November)
    www.myCNI.com.my www.OOBEY.com
  • MBO Target Setting - Objectives and Measures www.myCNI.com.my www.OOBEY.com
    • When is the result to be produced / performed
    Timeliness
    • At what expense the result is produced / performed
    Cost
    • How much / many of the results are produced or performed
    Quantity
    • How well the result is produced / performed
    • Errors and Appearance
    Quality
  • Sample KPIs for Each Discipline
    • Operational Excellence
    • Price
    • Selection
    • Convenience
    • Zero Defects
    • Growth
    • Customer Intimacy
    • Customer Knowledge
    • Solutions Offered
    • Penetration
    • Customer Data
    • Customer-success focus
    • Product Leadership
    • Marketing
    • Functionality
    • # of Successes
    • # of Failures
    • Learn from key users
    • Interdisciplinary teams
    • Pipeline
    www.myCNI.com.my www.OOBEY.com
    • Operational Excellence
        • Move know-how from top performing units to others
        • Benchmark against best in class
        • Ensure operations training for all employees
        • Use disciplines like TQM for continuous learning to reduce costs and improve quality
    Strategy: Value Disciplines www.myCNI.com.my www.OOBEY.com
  • Strategy: Value Disciplines
    • Customer Intimacy
        • Capture knowledge about customers
        • Understand customer needs
        • Empower front line employees
        • Ensure that everyone knows the customer
        • Make company knowledge available to customers
    www.myCNI.com.my www.OOBEY.com
    • Product Leadership
        • Reduce time to market
        • Commercialize new products fast
        • Ensure that ideas flow
        • Reuse what other parts of the company have already learned
        • Ensure there are multiple sources of funding
    Strategy: Value Disciplines www.myCNI.com.my www.OOBEY.com
  • Lagging and Leading KPIs Historical, Outcome, Results, 1 st Level, Usually Financial or tangible, Quarterly and Annually Current, Indicators, Drivers, 2 nd Level onwards, usually non-financial or intangible, Weekly, Monthly and Quarterly www.myCNI.com.my www.OOBEY.com Leading Lagging
  • Developing ‘Driver’ KPIs www.myCNI.com.my www.OOBEY.com Customer Retention % Lagging, 1 st Level Customer Satisfaction Index Leading, 2 nd Level On time delivery Time to market for new products TNA % Defect levels, warranty claims Leading, 3 rd Level onwards
  • What is the Objective?
    • ‘ Do-or-Die’ KPIs for CNI
    • Revenue
    • ARPU
    • Sponsoring
    • Retention
    • Commission Plan (BDP)
    • Product
    • Corporate Image
    www.myCNI.com.my www.OOBEY.com
  • MBO – Sources of KRAs and KPIs, Targets
    • Department Scorecard [E3],
    • Employee’s Job Description,
    • Department SOP,
    • Department Quality Objectives,
    • Corrective Action Requests (CAR),
    • Preventive Action Requests (PAR), or
    • Special Projects relevant to the employee.
    www.myCNI.com.my www.OOBEY.com
  • E3 – Department BSC Financial Perspective www.myCNI.com.my www.OOBEY.com On Time Delivery Innovation Quality OPEX CAPEX Targets Measures Goals
  • Individual Performance www.myCNI.com.my www.OOBEY.com 2.0 Goals and Targets for Q1 6.0 Appraiser Overall Comments/ Feedback 5.0 Rating (Merit x Weight) 4.0 Merit* 3.0 Achievements and Efforts for Q1 1.0 Key Results Area (Max 6)
  • Competency Target Setting
    • Initiative
    • Teamwork
    • Problem Solving
    • Leadership
    • Integrity
    What’s the problem here? www.myCNI.com.my www.OOBEY.com
  • Competency Target Setting
    • Initiative
    • Minimize problems quickly without needing to be asked
    • Seeks personal growth and professional self-development
    • Doing more than is required/expected in a job
    • Seeks new and improved solutions and approaches to completing assignments
    • Looks for opportunities to help others and team
    www.myCNI.com.my www.OOBEY.com
  • Competency Standards www.myCNI.com.my www.OOBEY.com Does not meet behavioral standards. Require counseling or disciplinary actions. 1 Meets behavioral standards some of the time. Needs improvement. 2 Meets behavioral standards consistently . Is a good role model for others. 3
  • Performance Setting & Review Schedule Step One - August
    • Senior Management – Facilitate BOD Strategic Planning process by studying & producing appropriate papers from BOD
    • Macro economic data and observations
    • Emerging business conditions
    • CNI’s strategic considerations/needs
    Step Two - August
    • BOD consideration & consensus on:
    • Macro economic information
    • Emerging business conditions
    • SWOT
    • Strategic Needs
    • Broad business goals & operating philosophy
    • Sr. Mgmt Strategic Planning Process
    • Study BOD observations and directions & review:
    • Corporate vision / mission
    • Change dimensions
    • Strategic initiatives
    • Corporate key results
    Step Three September - October Sr. Management Annual Management Plan for Board of Directors Approval Step Five - November Approved Annual Management Plan for execution Step Six - December
    • Senior managers performance plans, objectives and standards
    • Performance vs. plans for top management review
    Quarterly performance review reports of the Board of Directors Step Four - November Step Seven - January
    • Review annually performance plans vs. results
  • 3. The Manager’s Role in Performance Management Appraisal, Evaluation, Communication, Coaching, Counseling, Mentoring www.myCNI.com.my www.OOBEY.com
  • Coaching & Counseling www.myCNI.com.my www.OOBEY.com Month 1 Performance Planning Month 12 Performance Appraisal Month 2-11 ?
    • Beating a Dead Horse
    www.myCNI.com.my www.OOBEY.com
  • Most Common Desperate Performance Improvement methods
    • Send for more Training
    • Enforce more Incentives (positive/negative)
    www.myCNI.com.my www.OOBEY.com
  • Mager and Pipe
    • Analyzing Performance Discrepancies
    www.myCNI.com.my www.OOBEY.com
  • Alignment: 4-Wheels Model Philosophies Corporate Objective Performance Objectives www.myCNI.com.my www.OOBEY.com Structure Resources Leadership Person
  • 4. Performance Evaluation Formal Review, Incentives, Compensation, Reward, Differentiation www.myCNI.com.my www.OOBEY.com
  • Performance Evaluation Session: Key Ingredients www.myCNI.com.my www.OOBEY.com Self Review Evaluator’s Review Next Steps Support/ Resources Improvement Methods
  • PASSE P raise and encourage A sk questions allow the person to S ave Face use S MART goals E ncourage small improvements Performance Evaluation Session: Communication www.myCNI.com.my www.OOBEY.com
  • Incentive Problems
    • Problem with Incentives in managing performance:
    • Most people are confused or unsure about compensation tools
    • Some people misuse compensation tools
    www.myCNI.com.my www.OOBEY.com
  • What to Pay?
    • Pay for Service
    • Pay for Job
    • Pay for Performance
    • Pay for Competency
    www.myCNI.com.my www.OOBEY.com
  • Performance and Incentives
    • Internal Equity
      • Internal Job Rates
      • Performance differentials
    • External Competitiveness
      • External Job Rates - Benchmarking
      • Demand & Supply
    www.myCNI.com.my www.OOBEY.com
  • What’s the Difference?
    • Increment
    • Bonus
    • Promotion
    www.myCNI.com.my www.OOBEY.com
  • Compa Ratio Table
    • Use this if your company:
    • Pays for Performance , and
    • Pays for Job rates
    • Def:
    • Mid-Point = Mid Point of Pay Grade
    Grade E2 Min RM2,000 MID RM2,500 Max RM3,000 www.myCNI.com.my www.OOBEY.com
  • Compa Ratio Table www.myCNI.com.my www.OOBEY.com 1 2 3 4 5 > 1.3 ≥ 1.1 - ≤1.3 >0.9 - <1.1 ≥ 0.7 - ≤0.9 < 0.7
  • Compa Ratio Table www.myCNI.com.my www.OOBEY.com 1 2 5% 3 4 5 > 1.3 ≥ 1.1 - ≤1.3 >0.9 - <1.1 ≥ 0.7 - ≤0.9 < 0.7
  • Compa Ratio Table www.myCNI.com.my www.OOBEY.com 0 1 2 2 3 4 5% 7 9 3 7 4 9 5 > 1.3 ≥ 1.1 - ≤1.3 >0.9 - <1.1 ≥ 0.7 - ≤0.9 < 0.7
  • Compa Ratio Table www.myCNI.com.my www.OOBEY.com 0 0 0 2 4 1 0 1 2 4 6 2 3 4 5% 7 9 3 3 5 7 9 12 4 7 8 9 12 15 5 > 1.3 ≥ 1.1 - ≤1.3 >0.9 - <1.1 ≥ 0.7 - ≤0.9 < 0.7
  • Dangers of Direct Incentives
    • lessen internal motivation,
    • switch to mercenary mode,
    • do something and do not do something else,
    • bribe and fraud culture,
    • easier for competitors to recruit,
    • lessen teamwork & helpful culture,
    • less and less impact for same value,
    • mockery of base salary and employment contract,
    • rebellion from non-incentivised staff,
    • end up incentivising everyone for everything?,
    www.myCNI.com.my www.OOBEY.com
  • Other Performance Review processes
    • Result Planning schedule inc. BSC, Budget
    • Quarterly Performance Appraisals
    • EMC – sales performance
    • QMS – non-sales performance
    • Divisional meetings
    • Annual Appraisals
    • Specialized KPI committees
    • CAR, PAR, SCAR KPI improvements
    • Internal Audit & MSD – process problems
    • HRM & TND – people problems
    • Supervisor Induction – PM training
    • Talent Management
    www.myCNI.com.my www.OOBEY.com
  • Employee Distinctions through Relative Performance www.myCNI.com.my www.OOBEY.com
  • Employee Distinction? www.myCNI.com.my www.OOBEY.com 1 2 3 4 5 1 2 3 4 5 6 2 3 4 5% 6 7 3 4 5 6 7 8 4 5 6 7 8 9 5 > 1.3 ≥ 1.1 - ≤1.3 >0.9 - <1.1 ≥ 0.7 - ≤0.9 < 0.7
  • Employee Distinction? www.myCNI.com.my www.OOBEY.com 0 0 0 0 0 1 0 0 1 1 1 2 3 4 5% 7 9 3 3 5 9 12 18 4 5 8 12 15 20 5 > 1.3 ≥ 1.1 - ≤1.3 >0.9 - <1.1 ≥ 0.7 - ≤0.9 < 0.7
  • Employee Distinction www.myCNI.com.my www.OOBEY.com 0% 1.0 0 1 ≤ 1.3 0.9% 1.8 0.5 2 > 1.3 – 2.3 2.1% 2.8 0.75 3 > 2.3 – 3.3 4.2% 3.5 1.2 4 > 3.3 – 4.1 8.4% 4.2 2 5 > 4.1 Example Increment Example Rating Multiply Factor Rating Average Rating
  • Employee Distinction Group I (Talent Pool) Group II (  Potential) Group III (  Performance) Group IV (Counseling) 2 3 4 5 2 3 4 5 PERFORMANCE POTENTIAL
    • Identify
    www.myCNI.com.my www.OOBEY.com
  • Curse of the Bell Curve ‘ A’ Staff ‘ B’ Staff ‘ D’ Staff ‘ E’ Staff ‘ C’ Staff www.myCNI.com.my www.OOBEY.com
  • Managing People performance: A Summary www.myCNI.com.my www.OOBEY.com
  • More Problems….
    • cost of evaluation vs. gains of evaluation
    • defer achievements of a good year to next
    • barely achieve so that next target is not high
    • spread improvements over several years
    • value reducing actions to increase performance
    • most ratings are 4 or 5, new people are 3
    www.myCNI.com.my www.OOBEY.com
  • Before I forget…
    • Re-train Appraisers
    • Train new Appraisers
    www.myCNI.com.my www.OOBEY.com
  • Alignment: 4-Wheels Model Philosophies Corporate Objective Performance Objectives www.myCNI.com.my www.OOBEY.com Structure Resources Leadership Person
  • Thank You. soft copy of slides: www.totallyunrelatedrandomanddebatable.blogspot.com