Performance Management System
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Performance Management System

Performance Management System

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Performance Management System Performance Management System Presentation Transcript

  • Performance Management System Group Members : Neha Priya (04) Rajesh Sharma (06) Shweta Priya (08) Dharmendra Kumar (10) Siddharth Nath (26) Arshad Ahmed (46) Narendra Kumar (52)
  • Performance Management System
    • It is an organization - wide management program that provides a structured approach to:
    • Communicate business strategy
    • Establish a shared understanding of what is to be achieved and how it is to be achieved
    • Facilitate management of self and others
    • Measure and motivate performance
    • (organizational and individual)
  • Contd…
    • Performance Management – A management process for ensuring employees are focusing their work efforts in ways that contribute to achieving the agency’s mission. It consists of three phases: (a) setting expectations for employee performance, (b) maintaining a dialogue between supervisor and employee to keep performance on track, and
    • (c) measuring actual performance relative to performance expectations.
  • PMS Consists of…
    • A process for communicating employee performance expectations, maintaining ongoing performance dialogue, and conducting annual performance appraisals;
    • A procedure for addressing employee performance that falls below expectations;
    • A procedure for encouraging and facilitating employee development;
    • Training in managing performance and administering the system; and
    • A procedure for resolving performance pay disputes.
  • WHY MEASURE PERFORMANCE ?
    • Because
    • What you cannot measure you cannot improve.
    • If you cannot improve you cannot grow.
    • Measurement helps in objectively differentiating between performers and non performers.
    • Pay for performance is possible only through
    • metrics.
  • Objective of PMS
    • To confirm the services of probationary employees upon their completing the probationary period satisfactorily
    • To check the effective & efficiency of individuals, teams & organization
    • To effect promotions based on competence and performance
    • To access the training and development needs of the employees
    • To decide upon the pay rise
    • PM can be used to determine whether HR programmes such as selection, training, and transfer have been effective or not.
  • PAS & PMS
    • PAS:
    • Emphasis is on relative evaluation of individuals
    • Annual exercise
    • Rewards & recognition of good performance
    • Designed & monitored by HR department
    • Ownership is mostly with the HR dept.
    • PMS:
    • Emphasis is on performance of individuals, team & orgn.
    • Continuous process
    • Performance rewarding may or may not be integral part
    • Designed by HR dept. but monitored by respective dept.
    • Ownership is with the line managers, HR facilitates its implementation
  • PMS Includes…
    • Work plan – A document that describes the work to be completed by an employee within the performance cycle, the performance expected, and how the performance will be measured.
    • Corrective action plan – A short-term action plan that is initiated when an employee’s performance fails to meet expectations. Its purpose is to achieve an improvement in performance.
  • Contd…
    • Individual development plan – An action plan for enhancing an employee’s level of performance in order to excel in the current job or prepare for new responsibilities.
    • Performance appraisal – A confidential document that includes the employee’s performance expectations, a summary of the employee’s actual performance relative to those expectations, an overall rating of the employee’s performance, and the supervisor’s and employee’s signatures.
  • Contd…
    • Performance documentation – A letter, memo, completed form, or note on which the supervisor indicates the extent to which the employee is currently meeting expectations and provides evidence to support that conclusion.
    • Fair appraisal – Appraising employees in a manner that accurately reflects how they performed relative to the expectations defined in their work plan and in a manner that is not influenced by factors irrelevant to performance.
  • HIGHLIGHTS OF THE SYSTEM
    • The appraiser and the appraisee jointly set the Key Result Areas (KRA’s) and assign mutually agreed weightage expressed as a percentage
    • Simple mathematical relationship between set weightage and accomplishment gives a final numerical score on KRA’s
    • To evaluate all management personnel on company values and leadership attributes a new section has been added entitled “ Values in Action ”
  • WHAT IS A KEY RESULT AREA ?
    • A KRA refers to a target that needs to be achieved by the appraisee in a given time
    • KRA’s are the set of performance expectations from the appraisee
    • The focus is on tangible outputs. However this does not mean that tasks that have a qualitative output cannot form a KRA
    • The focus is on tangible outputs. However this does not mean that tasks that have a qualitative output cannot form a KRA
  • Setting KRA in case of a Functional Reporting Relationship
    • Functional reporting cases will require input from the functional superior in setting KRAs for the appraisee.
    • The appraiser , the appraisee and the functional superior will have to mutually agree upon the KRAs for the appraisee.
    • In case of a disagreement , it will be the functional
    • superior’s responsibility to convince the administrative
    • superior to reach an agreement on the KRAs and communicate the same to the appraisee.
    • In some cases, functional goals could be super-ordinate
    • to business goals.
  • Components of PMS
    • Performance Standards - establishment of organizational or system performance standards, targets and goals and relevant indicators to improve public health practice
    • Performance Measures - application and use of performance indicators and measures
  • Contd…
    • Reporting of Progress - documentation and reporting of progress in meeting standards and targets and sharing of such information through feedback
    • Quality Improvement - establishment of a program or process to manage change and achieve quality improvement in public health policies, programs or infrastructure based on performance standards, measurements and reports.
  •  
  • Importance of PMS
    • A Performance Management System enables a business to sustain profitability and performance by linking the employees' pay to competency and contribution .
    • It provides opportunities for concerted personal development and career growth .
    • It brings all the employees under a single strategic umbrella .
  • Contd…
    • Most importantly, it gives supervisors and subordinates an equal opportunity to express themselves under structured conditions
    • Organizations can effectively manage the performance appraisal process with our online performance management system
    • It calls for a high level of co-ordination, channeled information flow, and timely review
  • Performance Cycle SETTING EXPECTATIONS PROVIDING ACTIONABLE COACHING & FEEDBACK OBSERVING BEHAVIOUR AND MEASURING RESULTS
  • Appraise Need For Further Discussion
    • The reviewer meets the appraiser to investigate the point of disagreement.
    • The reviewer decides to meet the appraisee to hear his / her views.
    • The reviewer examines the case and communicates his / her decision to the appraiser.
    • The appraiser communicates the decision of the reviewer to the appraisee.
  • FURTHER LINKS EMERGING FROM THE PMS
    • Rewards and Recognition
    • Training and Development
    • Potential Appraisal
    • Career and Succession Planning
  • THANK YOU