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NHRDN Virtual Learning Session on Performance Management System
The document discusses Procter & Gamble's performance management system. It outlines how P&G aligns individual objectives, goals and development plans to business strategy through its OGSM (Objectives, Goals, Strategies, Measures) framework. It emphasizes transparent and fair evaluation of performance calibration, regular feedback through 1:1 reviews, and linking performance to compensation, career progression, and learning opportunities. The system aims to help all employees perform at their peak by setting clear expectations and priorities, and developing strengths and areas for growth.
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NHRDN Virtual Learning Session on Performance Management System
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- 2. Performance Management: Whereexpectations align SONALI ROYCHOWDHURY HEAD ” HUMAN RESOURCES INDIA
- 3. Winning the warfor talent isn’t just about recruiting and retaining people. You’ve got to invest in top performers, raise the game of strong performers, and ” perhaps most difficult of all ” deal decisively with low performers.
- 4. Developing People to givetheir Best Performance, leading to outstanding business results
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- 7. ‚If you takeaway all my buildings, machines and brands, but leave me all my people, I can rebuild everything back in a decade‛ Richard Dupree Ex-P&G CEO
- 8. Foundation Transparent Fair Enable vs. only evaluate HR owns systems, immediate manager owns decisions Visible linkage to other organization systems
- 9. Performance Management :The P&G way Business Goals ‘OGSM’ Objectives Goals Strategies Measures
- 10. Performance Management :The P&G way! Business Goals ‘OGSM’ Work & Development Plan ‘WDP’
- 11. Performance Management :The P&G way! Business Goals ‘OGSM’ Work & Development Plan ‘WDP’ Performance Calibration ‘Ratings’
- 12. Performance Management :The P&G way! Business Goals ‘OGSM’ Review & Work & Feedback Development Systems Plan ‘1:1’ ‘WDP’ Performance Calibration ‘Ratings’
- 13. Performance Management :The P&G way! Business Goals ‘OGSM’ ANNUAL Review & Feedback Work & QUARTERLY ANNUAL >2 YRS Development Systems 6 MTH FOR <2 YRS ‘1:1’ Plan ANNUAL Performance Calibration
- 14. Performance Management : Linkages Business Compensation Goals Competencies ‘OGSM’ Review & Work & Feedback Development Systems Plan ‘1:1’ ‘WDP’ Performance Learning Career Calibration & systems Development ‘Ratings’
- 15. Performance Management :The P&G way! Business Compensation Goals Competencies ‘OGSM’ Review & Meet strategic and operational goals Work & Feedback Individual accountability Development Systems Fair distribution of rewards Plan ‘1:1’ PEOPLE PERFORMING ‘WDP’ AT THEIR PEAK! Performance Learning Career Calibration & systems Development ‘Ratings’
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- 17. Work & DevelopmentPlans: ‘What is expected of me?’ How can I Where do be even better? I stand? What are my priorities? employee manager W&DP How your work fits. How you can grow. How you’re doing.
- 18. W&DP Action Plan p. 1 Results Development Plan Strength & Development Areas p. 2 Career Interests Results from Action Ensure each individual’s Elements of talent assessment are Plan Work is clearly aligned & development are inputs to Performan to business addressed via Development Plan, and Ratings & compensati strategy & priorities. planning Career Interests
- 19. Performance Calibration: ‘Wheredo I stand?’ • Transparent rating of a persons performance • Absolute and relative to peers • Directly linked to compensation plan for the individual
- 20. Review and Feedbacksystems: ‘Am I on track?’ • Quarterly progress reviews • 360 degree feedback from a few key stakeholders
- 21. Competency Framework Demonstrated Behavioursneeded for success in the organization
- 22. Learning and Development “ Competency-linked “ Role linked “ Personal Development
- 23. Career systems “ Assignment & Succession Planning “ High Potential Identification “ Low Performer management
- 24. Compensation “ Pay for Performance ” meaningful differentiation
- 25. The software …what makesit tick
- 26. Employee ” Manager1:1 relationship
- 27. Building capability ofline managers “ Employee perception of fairness linked to line manager “ Coach and hold accountable for ability to: “ Set clear goals “ Calibrate within team “ Have tough performance discussions “ Manage rewards linked to performance Majority of HR time should be spent on this!
- 28. Challenges “ Hardwiring business goals into individual goals “ Managing out low performers ” easy to say, hard to do! “ Driving transparency at all levels “ Time and effort needed to do this well! “ Technology overkill
- 29. My Learnings “ ‘You get what you measure’ “ Leadership must champion and explicitly role model “ Meaningful differentiation is critical “ Can be derived from the business / organization agenda or can be used to set a new agenda “ Keep it simple ” the document is only a means to the end “ Spend 90% of your time on coaching line managers
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