Employee performance seminar
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The document discusses performance management practices in various organizations. It summarizes trends seen in companies like Adobe, Deloitte, and GE moving away from annual performance reviews towards more frequent feedback. A study comparing performance management systems across several European countries found differences in their conceptualization and measurement of performance. The document also outlines some challenges with performance management in Nepal and provides examples of systems used by local banks and companies. It identifies features of effective systems and discusses emerging trends like using real-time feedback and analytics.
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Employee performance seminar
- 1. Performance Management •Shinza Upadhyay •Sharad Neupane •Soni Manandhar •Manish Ghimire •Sajana Maharjan
- 2. How is the Performance Review conducted? How do you rate, how your employee has worked?
- 5. If you do not measure their performance correctly? What will happen?
- 6. New Route New Start
- 9. Global Trend on Performance Management Adobe 1. Abandoned annual appraisals 2. Constructive and positive frequent feedback RESULT: increase in employee engagement, with voluntary turnover decreasing by 30% since check-ins were introduced.
- 10. Deloitte Scrapping once-a-year performance reviews in 2015 360 degree feedback and objective cascading. Processes were consuming 2 million hours a year across their Organisation. Deloitte’s new process : Weekly discussions and feedback Quarterly reports Feedback both ways
- 11. General Electric Old system- RANK and YANK System - employee appraisal once a year Bottom Scoring- 10% were fired In 2015 GE announced that it was replacing this approach with frequent feedback and regular conversations called ‘touchpoints’ to review progress against agreed near-term goals. This is supported by an online and mobile app, similar to our own Clear review app, which enables employees to capture progress against their goals, give their peers feedback and also request feedback.
- 12. Performance Management in Practice: A Comparative Study of Executive Agencies Christopher Pollitt Erasmus University Rotter Published By Oxford Journal Press Performance management practices in four functions across four European Union member states (Finland, the Netherlands, Sweden, and the United Kingdom).
- 13. Purpose of the study (Objective) 1. Performance conceptualisation and measurment 2. Extent of performance management 3. Check how ministry of 4 countries conducted performance management. 4. Variation of performance management system in three countries.
- 14. Methodology Eighty-four semistructured interviews were conducted with more than ninety senior manager There was also a good deal of email communication and informal conversation with officials in the various agencies and ministries concerned
- 15. Findings Performance Measurement in countries In UK: Performance-related pay and transparent public reporting of targets and achievement Sweden, Netherlands: Performance measurement is accepted as a legitimate modem technique, but it is used within a more negotiate, consensus-seeking cultural related climate Swedish managers -describe the organizations' performance in terms of maintaining inter stakeholder relationships British counterparts more readily focused on their specific targets and indicators.
- 16. Private Sector in Nepal Bank Of Kathmandu Lumbini Limited HR Manager: Mr. Deepak Gautam Number of Employees: 764 Performance Review: Annually Promotion: 2 years based on rating 90 degree rating system (Superior and self appraisal)
- 17. Verisk Information Technologies HR Manager: Mrs. Kusum Shree Niroula Number of Employees: 350 Use of Software as a part of PMS Performance review: Yearly Basis Salary Increment: Annually
- 18. UNOPS
- 23. 1. Target not met in the particular quarter in transferred to another. 2. Gender Biased Evaluation PROBLEMS
- 24. •Role Justification •Team collaboration •Flexibility •Continuous timely feedback •360 Degree feedback •Continuous Performance Review SOLUTIONS
- 25. S.N. On the basis of Performance Management system Performance Appraisal 1 Process Strategic, integrated,goal oriented Formal system Review of performance 2. Timing Continuous review. Last step of performance management process. Quarterly, Semi-annually or Annually 3 Feedback Ongoing Lacks ongoing feedback. Asesses strength and weakness of employees. 3. DONE BY Line managers HR PERFORMANCE MANAGEMENT SYSTEM VS PERFROMANCE APPRAISAL
- 26. Techniques for Appraising Performance Job-Standard oriented Comparison Oriented Objective oriented •Graphic Rating Scale Method •Critical Incident Method •Forced Distribution Method •Essay •Behaviorally Anchored Rating Scales •Alternation Ranking Method •Paired Comparison Method •360 degree feedback Management by Objective(MBO) MBO is based on how well time bound objective has been achieved
- 27. NEPALI CONTEXT •Low priority to PMS •Informal and subjective: •MBO is not practised •Promotion-oriented purpose •Lack of transparency
- 28. Interview Video and Questions With Rajan Dahal- CEO of Software Foundation
- 29. Interview Video With Branch Manager of BOKL- Nitesh Man Baisye 1. ARE YOU SATISFIED WITH THE PERFROMANCE MANAGEMENT SYSTEM IN YOUR ORGANISATION? 2. WHAT ARE THE REASONS THAT YOU CANNOT GIVE GOOD GRADE TO YOUR JUNIORS? 3. HOW IS PERFROMANCE APPRAISAL DONE IN YOUR ORGANISATION?
- 30. Video Interview with Narayan Das Manandhar- GM of National Ice-cream Industries
- 31. Features of effective performance management system Support by executives at all levels Important part of the strategic management processes of the organization. Effectiveness of the performance management system is the goal setting process.
- 32. Current Trend on Performance Management
- 33. FUTURE OF PERFORMANCE MANAGEMENT •Real-time feed back •Tailored approach •Team-centric goals •Integration •IT based performance management system •Big Data and analytics •Talent management instead of performance management
- 34. Video Related to Performance Management
Editor's Notes
- Ask to some students, roughly 1 min sabir,hricha, aakriti,suvan
- One of the employee is putting full effort in carrying the plane and other is just showing that she is carrying. So a manager should always manage the performance of the employee correctly and identify which employee is giving its full effort and helping in getting the output as the company wanted. This is where performance management comes in.
- Ask students what will happen, takes roughly 1 min
- Why is everybody laughing? Look behind, ohh It’s my own photo. Do you think i need a new start? (lighter note)
- Yo na rakha k huncha?
- Reducing the number of people Team member once a week to discuss near-term work and priorities, comment on recent work and provide coaching. To ensure these check-ins take place frequently, the check-ins are initiated by the team members rather than the team leaders. These weekly check-ins are supported by quarterly reviews in which team leaders are asked to respond to four future-focused statements about each team member. Rather than asking team leaders what they think of the team member which is what traditional performance ratings do, they ask what the team leader would do with the team member. involved in appraising each individual’s performance is another way to save labor cost. •There is a need for something nimbler, real time, and more individualized – something squarely focused on fueling performance in the future rather than assessing it in the past. Traditional model of PMS is being used. •Goal is set in the beginning of the year and at the end of the year managers rate the performance of the subordinates coupled with peer reviews. Simple counting of hours •Deloitte found out that, filling forms, holding meetings, creating ratings was consuming in an average 2 millions hours a year for their 65,000 employees.
- Summary Regular one-to-one performance conversations or check ins, initiated by the employee. Frequent, in-the-moment feedback from peers and managers, both positive and constructive. Near-term objectives rather than annual objectives. Setting and reviewing objectives regularly rather than once a year. Forward-looking performance reviews focusing more on development and coaching and less on assessment. Dropping performance ratings. Performance processes supported by mobile-friendly, online performance management apps
- This article reports a study of performance management practices in four functions across four European Union member states (Finland, the Netherlands, Sweden, and the United Kingdom). The focus is on how and to what extent performance indicators influenced the top management of the agencies concerned and the degree to which performance data were used by ministries as steering instrum
- 1. How was "performance" conceptualized and measured in the agencies studied? In other words, what were the extent and sophistication of performance measurement? 2. To what extent were performance measurement systems integrated with other major management systems-specifically, financial management, human resources management, and planning? In other words, what was the extent of performance management? 3. How far, by whom, and for what were the performance data used? In other words, what was the extent of performance steering, especially by the supervising ministries? 4. How do the answers to the above three questions vary with country and with task/fun
- All the agencies had operated with Performance Indicators for years, when we asked, "Who makes the most use of performance data within the agency?" senior management usually cited themselves-everywhere. Sometimes parent ministries took some interest, but often it was not much. There were different attitudes to the process of performance measurement, with Sweden at one end of the spectrum and the United Kingdom at the other. Quite a few of the Swedish responses to our question, "What are the most important measures or indicators?" were extremely vague. Here is one manager in the meteorological agency: "I suppose it is what the government wants us to concentrate on, but this has not always been clear." Swedish managers tended to describe the organizations' performance in terms of maintaining interstakeholder relationships, whereas their British counterparts more readily focused on their specific targets and indicators.
- Interaction with audience
- Research suggests women are assessed differently, affecting their advancement (Wall Street Journal) •Only 12% believe women have less opportunities for advancement, and alarmingly 13% even see gender diversity programs as a hurdle to their own advancement (Fortune). In entertainment industry actresses are paid less. No any female CEO till date in banking industry of Nepal. •experts expects more managers will focus on providing fair, unbiased comments when evaluating employee performance. CORPRATE GUY CORPORATE VEIL
- most people get confused between the two and always think it'sthe same thing but it's not
- effective talent management is becoming increasingly important and effective performance management can play a vital role in it.
- Real-time feed back: Frequent, in-the-moment feedback from peers and managers, both positive and constructive. Tailored approach: Regular one-to-one performance conversations or ‘check-ins’, initiated by the employee. Team-centric goals Integration: Subordination of personal interest to organizational interest. IT based performance management system: Performance processes supported by mobile-friendly, online performance management apps. Big Data and analytics: big data and analytics help us identify high performing teams and individuals, and disengaged employees. It will also provide predictive insights on how to increase performance, engagement, and reduce turnover