The presentation talks about the e-Performance Management or enterprise performance management, how does it get evaluated till date, the factors that contribute to ePMS, some case studies, and finally how to design OKRs (that is Objectives, Key Results).
Kannur University MBA slides 3rd Semester, Training Need Analysis, Training and Development Class note for the students
details about the TNA is discussed
Kannur University MBA slides 3rd Semester, Training Need Analysis, Training and Development Class note for the students
details about the TNA is discussed
competency mapping is one of the least discussed topic of human resources even though it has its own importance and value in each sector. so here I discussed what exactly competency mapping is and few other aspects of it.
Introduction to competency mapping, historical development, approaches, case studies of competency mapping, competency mapping procedures, steps in competency mapping, business strategies, performance criteria,tools for data collection, data analysis, validating competency models, using competency profiles in HR decisions.
An assessment centre is often used in selection procedures to test the suitability of the candidates. An assessment consists of several tests and practical simulations that are intended to show whether a person is the right fit for a particularly position or still performs optimally.
potential appraisal means identification of the hidden talents which a person might be unaware of. In this lecture, students will study how a person can lead to potential appraisal in his career path.
competency mapping is one of the least discussed topic of human resources even though it has its own importance and value in each sector. so here I discussed what exactly competency mapping is and few other aspects of it.
Introduction to competency mapping, historical development, approaches, case studies of competency mapping, competency mapping procedures, steps in competency mapping, business strategies, performance criteria,tools for data collection, data analysis, validating competency models, using competency profiles in HR decisions.
An assessment centre is often used in selection procedures to test the suitability of the candidates. An assessment consists of several tests and practical simulations that are intended to show whether a person is the right fit for a particularly position or still performs optimally.
potential appraisal means identification of the hidden talents which a person might be unaware of. In this lecture, students will study how a person can lead to potential appraisal in his career path.
Most of the small, emerging (SME's) organization 's CEO or Business heads have a challenge on "PEOPLE MANAGEMENT."
When the business head does not plan and execute the people management process effectively, the organization suffers from slipping deliveries, quality issues, increase in human resources cost, IR related problems and eventually all those failures affecting the business profitability and growth.
The solutions call for a holistic approach to all aspects of the people management process, and this presentation attempts to give some perspectives from my experience with SME's in different regions.
Recently I shared this presentation in one of the SME 's CEO forum and received a lot of interaction and appreciation.
Hope this helps for business heads / CEO's
These slides detailed about the performance management as a important aspect of HRM. It explains about how performances are managed & why its important for the organization to manage & control it...
You Have All the Right Pieces, but Do You Have the Right Glue?James Fitzgerald
While most modern manufacturing companies have invested in performance management tools, they often fail to drive improvement in anticipated ways. Without a performance management methodology that glues the pieces together and creates a culture that truly drives business decision-making based on metrics, companies can’t realize the value of key performance indicators. Myrtle Consulting’s Management Operating Systems Deployment Methodology leads to better decisions and increased profitability be serving as the glue for performance management tools.
Identifying and Overcoming Roadblocks to Changerhefner
How many dedicated improvement program leaders have pushed the proverbial boulder up the hill only to watch it roll back down, sometimes flattening the change agents and even the executive sponsor in the process? Why do we focus on the management of change (e.g., the models, processes, methods, plans and tactics) and fail to acknowledge and address the importance of cultural barriers and change leadership? This presentation will explain how to identify and overcome common roadblocks to successful change, including lack of alignment, siloed thinking, decision dysfunction, execution and endurance problems, and missing measurements.
Learning Objectives:
Understand the difference between managing and leading change efforts
Discuss the symptoms of barriers to change, the root causes, and how to address them
Learn how to perform a critical assessment of "change readiness" and use the findings to plan for the change
Learn how to tailor your improvement plans based on organizational readiness and maturity
In-depth discussion of HR Key Performance Indicators - selecting, measuring them, and designing tracking and decision processes to enable a strong, sustaining competitive advantage in your business... This deck was presented on 4-7-2015 as part of a BLR sponsored Webinar .
Tying employee performance to compensation in a high involvement organizationbillmarkis
“Tying Employee Performance to Compensation in a High Involvement Organization”
I wrote a Google Knol and have lectured at California Power Exchange, at the “Training, Productivity and Development Regional Forum", at the International Maize and Wheat Improvement Center and to Cal Poly H.R. students.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
2. Definition of PMS
Performance management is an ongoing process of communication
between a supervisor and an employee that occurs throughout the
year, clarifying expectations, setting objectives, identifying goals,
providing feedback and reviewing the outcomes, in support of
accomplishing the strategic objectives of the organization.
- People & Culture, UC Beverley, CA
4. COMPARISON PERFORMANCE APPRAISAL PERFORMANCE MANAGEMENT
Meaning Performance Appraisal, means the
analysis of an employee's performance
and their caliber for the given period.
Performance Management is the
management of human resources in an
organization for future growth and
development.
What is it? It is a system. It is a process.
Type of tool Operational Tool Strategic Tool
Owned by Human Resource Department Managers
Conducted Annually Continuously
Approach Individualistic Holistic
Focused on Quantitative Aspects Both quantitative & qualitative Aspects
Corrections Retrospective Prospective
AppraisalVs.Management
5. Ability to operate in well defined and
stable environment
Dealing with repetitive work
Operating in supervised environment
Isolated work
Narrow geographical & time zones
Broad/Unspecified knowledge
Procedural competencies
Ability to operate in ever-changing &
dynamic environment
Dealing with varied work
Handling decisions & responsibilities
by own
Team Work
Expanding geographical time zones
Specific / Specialized Knowledge
Customer centric
ChangingCompetenciesofe-PMS
6. People Factors
Tech Factors
Org. Factors
- Top management support,
- User acceptance,
- Effective communication
-Skills in HR and cultural factors.
- Extent of customization
- Modifying plug n play model
- Manageable complexity of ePMS
-Data Integrity | System usefulness
- Integration with 3rd party software
- Size of the organization
- Characteristics of organization
- Capacities & capabilities [training]
-Geographical distribution of
business & data integrity [ Sales &
Marketing ]
Adoption
Factors of
ePMS
7. Rethinking on century old practices
• 1.8 million hours across the firm
• Restricts creativity
• Generates mountains of paperwork
• Lack of collaboration & innovation
• Despise between Manager & team members
• Heavily linked performance to rewards
• End of year appraisals
• Holding people accountable for past behaviours
9. What’s in new PMS?
Pic Source: Profit.co
• Check-ins
• Agile Manifesto
• Owned by team not by HRs or Ex-officios
• Feed forward (pre-dgns.) Vs. Feedback
• Regular conversations (future competitiveness)
• Improving current performance
• Grooming talent for future
• Driven by business not imposed by HR
11. How does ePMS manage performance?
• Tracks time spent on tasks/projects
• Measures work units
• Monitors -- tardiness, attendance, grievances, satisfaction, and turnover.
• No. of mistakes/errors committed
• Counts amount of idle time or idle time spent on
• Less or no micro level management
• Assemble feedback from multi-raters
• Tracking and comparing group level & unit level performances
• Motivating the strong people (HiPOs)
• High rewards
• Malleability ( Impressionable minds)
• Coaching & Development (personal growth & sense of progress)
13. Cloud based apps are
integrated with SNS;
automation;
administrative efficiency
Social Media Connect
Multiple evaluations;
helpful for developmental
purposes [not rewards];
anytime access to data
360-D Feedback
Favourable towards
electronic feedback ;
image management; less
time on processes & more
time on performance
management;
Feedback
Streamlines process
sometimes feedback is
harsh & negative and does
not give. addl Inuts; not
always captures relevant
aspects of performance;
Looks Good to Systems
rather displaying
performance related
behaviours;
Misunderstanding;
Distruct
Communication
Interpersonal distance
Tightly monitoring
behaviour; lower level
satisfaction; Systems
are not secure
Privacy violation
Merits
Demerits
Evaluation of
ePMS
Cuts costs; Decreases
time & effort; increases
efficiency; administrative
capablities; closely
replicates pen & paper;
Employee & Manager
relationships are strained;
Heavily rely on
comp.data than fact-
finding interactions;
biased, polit.,
Mechanical
15. Objectives and Key Results – John E. Doerr, US
OKR is a goal management system
used by teams, to collaborate and
achieve stretch goals through a
framework that requires regular
check-ins, feedback, continuous
learning, collaboration and
problem-solving.
Key Results are measurable &
verifiable benchmarks and
monitor HOW we get to the
objective. Effective KRs are
specific and time-bound,
aggressive yet realistic.
Objectives :
Where do I want go?
Key Results:
How do I get there?
16. How to identify or design
Objectives and Key Results?
https://okrexamples.co/h
uman_resources-okr-
examples
20. Weekly check-
ins for tracking
results
Quarterly
tactical
OKRs for the
teams
High Level strategic OKRs
for the company [low
prices, fast delivery, vast
selection – Amazon, Jeff
Bezos]
OKRs -Nested Cadences
21. Best practices by the most successful companies
1. Google uses OKRs and
to set ambitious goals
and track them
through check-ins.
2. It uses scale 0 to 1
3. OKRs are public
4. OKRs are not to-do list
1. Amazon uses OKRs
and it gives meticulous
attention to details;
2. It handles planning
through OKRs;
3. They follow CFR model
4. Focuses on what won’t
change
https://www.adobe.com/c
heck-in.html
22. B2B ePMS in sharing economy rating system & gaming dynamics ensure mutual
accountability and participation with great involvement
23. How do you handle ePMS?
1. Make sure that each resource brings his/her best of who
he/she is.
2. Focus on a few areas
3. No rating or grading. It is all about performance achievement
rather comparing against each others.
4. Gamified learning
24. …Contd
Identify Critical Workforce Segments
Leaders to focus on critical resources while identifying value chain
Which are the strategies, skills, and capabilities are critical to your current and
future success?
What emerging workforce trends (e.g., supply and demand of engineers) will
impact your ability to deliver value?
Which segments of the organisation possess the most difficult skills to replace?
Within your critical workforce segments, who possesses the greatest current and
future potential?
25. HR concepts post Covid-19 and/or during Covid-19
-- Quick Heal organization, CHRO, Reetu Raina
HR engagement activities online (one colour dress, tambola, antyakshari, etc., );
Online counselling by counsellor;
Medical insurance increase coverage;
One to one discussion with manager;
Online get together’s;
Providing ergonomic furniture to the employees at their home (Dell, Cognizant, Ggl, Startup);
Phygital Meetings (Physical + Digital Meetings) thereby save travel time;
Leave policy changes (Mandatory avail);
Use the tools like, Skype, Zoom, Google Meet, GoTo Webinar, Go to Meeting, MS Teams, Bridge
Connect, Jio Meet, Duo, Blue Jeans, WebEx Meet, etc., to engage resources
Security Protocols/Data Integrity/Networking/Cloud based products
26. “SIXAS” – a new age PMS Model
System
Mecha
-nism
Opera
-tion
Evalua
-tion
Methods
Ways
and
Means
Sixas
Amalga
-mation
27.
28. Table-1: Exemplary Framework
E Explicit
The indicators to clearly
state the expected outcome
in detail leaving no room to
uncertainty.
E Exciting
The given objective (or, /
responsibility/role) to cause
enthusiasm and eagerness.
M Manageable
The performance standard
is to be controllable by the
process owner or user to
succeed in attaining the
goal without difficulty.
P Periodical
The standards or principles set are to be
reviewed at regular intervals to ensure the
relevancy of the targets/goals.
L Levelheaded
The goals can be
challenging but not a lack
of logic, ensuring the
ability to respond to
complex tasks or emotional
scenarios.
A Adjustable
The principles should be in a
position to be altered slightly
to correct the situation or to
achieve the desired result.
R Resilient
There must be a robust
environment in such a way
that any resource to be able
to combat the challenging
situations and withstand or
recover quickly from
adverse situations.
Y Yielding
Expressed in terms of outputs of an
individual’s effort, product, produce,
service, the solution that could generate
revenue/returns/profits/income.
29.
30. References | Resources (available online)
1. Objectives and Key Results: Driving Focus, Alignment, and
Engagement with OKRs - Paul R. Niven, Ben Lamorte
2. Radical Focus – Christina Wodtke (Available thru Anybook Mob.App)
3. The HR Scorecard : Linking People, Strategy, and Performance –
Brian E.Becker , Mark A.Huselid, and Dave Ulrich. (Anybook Mobile
App.)
4. Measure What Matters – John Doerr (Anybook Mobile App.)
5. Key Performance Indicators for Dummies – A Wiley Brand
6. Human Resources Kit for Dummmies – 2nd Edition – A Wiley Brand
31. e-Performance Management System
YOUR RESOURCE PERSON
Dr. Mruthyanjaya Rao Mangipudi
Research Scholar, Business Management &
Senior Manager (Corp. Support)
Karvy Stock Broking Limited, Financial District, Hyderabad
Tw: raomangipudi
LI : ememrao
Email: raomangipudi@gmail.com
Working summary
7 yrs in Judicial administrative subordinate services
13+ yrs in HR business partner, Admin, business
operations & certified ISO Lead Auditor (9001:2015)
Domains:
Legal, Telecom, IT (product Co.), ITES, Banking & Finance
Areas of interest:
Teaching | Organization Development | Inventing new
business models | PMS | L&D | Organization Design