This document outlines a positive performance management model with 4 stages: 1) setting performance boundaries, 2) one-on-one touchpoint meetings, 3) quarterly reviews and improvements, and 4) evaluation and rewards. Stage 1 involves goal-setting, metrics, and development planning. Stage 2 focuses on weekly 1:1 meetings and mid-year employee appreciation. Stage 3 reviews work performance and facilitates process improvements. Technology can support implementation. The model aims to build a high-performance culture through engagement, coaching, and acknowledgment.

1. Performance Management
Beyond Traditional
Appraisal

2. Intangibles can represent up to 75% of the value of
company, paying sufficient attention to talent can make the
difference in achieving high returns.
The Admirable Company: Why Corporate Reputation Matters so Much and
what it Takes to be Ranked Among the Best – Michael Brown and Paul
Turner
2

3. The successful companies have the following people
management practices:
+ Instill a talent mindset
+ Build a high-performance culture that combines a strong
performance
ethic with an open and strong environment
+Recruit great talent continuously
+Develop people to their full potential
+Make room for talent to grow
+Focus on retaining high performers
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4. ▰ Corporate Com Module
▰ Attendance Module
▰ HRIS : Employee Profile
▰ Organization Chart Module
▰ Leave Module
▰ Claim Module
▰ MBO Module
▰ Performance Appraisal Module
▰ KPI Module
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5. OUTLINE
A. Positive Performance Management Culture Model
B. Four Stages of Performance Management
Stage 1: Performance Boundaries
Stage 2: Touch Point Meetings
Stage 3: Review and Improvements
Stage 4. Appraisal & Rewards
C. Let Technology Do the Work
5

6. A. Positive Performance
Management Culture Model
4 Stages of Performance Management
6

7. Positive Performance Management Culture Model
7
• 2.1.Touch
Point
Meeting
• 2.2 5/20-Employee
Acknowledgement
•3.1. Quarterly Review
•3.2. Process Improve-
ment
•3.3 Performance
Improvement
• 1.1. Set Employee
KPA Goals
1.2. Quantify
Performance
Indicators
1.3. WWW
Perform.
Planning
1.4. Employee
Capability
Development
•4.1 Performance
• Appraisal
Conversation
•4.2. Convery
Rewards and
Bonuses
4.Performance
Appraisal
(December)
1. Set
Performance
Boundaries
(January)
2. One on One
Meeting
(1-2 Hours
Weekly)
3. Quarterly
Improvement
Review
(April, July,
Oct)
Evaluation
&
Rewards
Support, Coach,
Engage and
Develop
Performance and
Development
Planning
Productivity
Improvement

8. Background
▰ Performance Management Process
▰ Beginning of the Year Goal Setting
▰ Mid Year Evaluation
▰ Year End Appraisal
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9. Positive Performance Management Culture
Culture is how things are doing here:
Strength, Growth Mindset, and Positivity
9
Clear Performance Indicators
Forward Planning WWW
Touch Point Meetings
5/20 Employee Acknowledge
Work Process Improvement
Performance Improvement

10. B. Stage 1: Performance
Boundaries
1.1. Set Employee Performance Goals (KPA)
1.2. Quantify Performance indicators
1.3. Forward Planning
1.4. Capability Development
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11. 1.1 Set Employee Performance Goals
(KPA)
Set Performance Boundaries
11

12. Annual Employee Work Performance Goals 70%
12

13. Behavior Performance 30%
13

14. 1.2 Quantify Performance Indicators
Set Performance Boundaries
14

15. Solutions
15
What Gets Measured Gets
Done - Tom Peters

16. Confusion of Performance Grading
16

17. 17
Scoring Scale
Clear
Agreement
EX=81-100
EE=61-80
ME=41-60
BE=21-40
IR = 1-20
Agreement

18. 18

19. Productivity Improvement
19

20. Annual Employee Work Behaviours Goals 30%
20

21. 21

22. Benefits
Clear expectations
Transparency
Employee Involvement
Fair and Objective
22

23. 1.3 WWW Forward Planning
23

24. Planning
24

25. Process
Many managers look for
The results, not the process
25

26. Performance Forward Planning
26

27. EXAMPLE: QUARTERLY
27

28. Planning
28

29. 29

30. Positive Performance Management Culture Model
30
•3.1. Quarterly Review
•3.2. Process Improve-
ment
•3.3 Performance
Improvement
• 2.1.Touch
Point
Meeting
• 2.2 5/20-Employee
Acknowledgement
• 1.1. Set Employee
KPA Goals
1.2. Quantify
Performance
Indicators
1.3. WWW
Perform.
Planning
1.4. Employe
Capability
Development
4.Performance
Appraisal
(December)
1. Set
Performance
Boundaries
(January)
2. One on One
Meeting
(1-2 Hours
Weekly)
3. Quarterly
Improvement
Review
(April, July,
Oct)
Evaluation
&
Rewards
Support, Coach,
Engage and
Develop
Performance and
Development
Planning
Productivity
Improvement

31. B. Stage 2: One on One Touch
Point Meeting
2.1. Talking is Doing: 1 on 1 Conversation
31

32. “1 on 1’s have 3 purposes;
relationship building, offering
support, and realignment
32

33. G. FOLLOW UP REGULARLY
33

34. One on One Meeting: Corner Stone of Performance
Informal Talk
Company and Department Update
Discussion
Work Progress
Challenges, Support
Coaching and Guidance
Next Week Activities
New Ideas
Career Development
Appreciation and Acknowledgement 34

35. One on One Meeting: Context
Informal Talk/ Engagement
Company and Department Update / Meaning
Discussion / Inquiries
Work Progress / Performance
Challenges, Support / Support
Coaching and Guidance / Coaching
Next Week Activities / Priority
New Ideas / Innovation
Career Development / Career Development
Appreciation and Acknowledgement/ Praise 35

36. One on One Meeting
Informal Talk
How are you?
Company and Department Update
Let me share with you our recent development…
Discussion
Let me share with you some urgent issues and
concerns
Work Progress – Crucial Task & Annual Goals
Can you update me your current work status?
Challenges, Support
What are your top challenges? How can I help?
36

37. One on One Meeting
Coaching and Guidance
Are there any area you need my guidance?
Next Week Activities
What are your next week major activities?
New Ideas
Do you have any new ideas?
Career and Capability Development
Have you done anything in your capability development?
Appreciation and Acknowledgement
I have observe…..
37

38. Benefits
1. Strengthen relationships between the
manager and their team members
2. Improve productivity
3. Build Employee loyalty
4. Give and receive feedback
5. Check-in on goals and work progress
6. Provide coaching
38

39. B. Stage 2: 5/20 Acknowledge
and Appreciation Employees
2.1. Talking is Doing: 1 on 1 Conversation
39

40. Background
▰ Praise and commendation from managers
was rated the top motivator for performance,
beating out other noncash and financial
incentives, by a majority of workers (67%)
(McKinsey Motivating People, Getting Beyond
Money, 2009)
40

41. ▰ Acknowledgment motivates individuals to
greater productivity, loyalty to the company,
and pride in themselves and in what they do
41

42. ▰ The 5-day process is a process of reflection
and observation. The process brings about a
situation wherein the manager provide
acknowledgement and appreciation to a
specific employee for a 20 minutes per day
for five consecutive days
42

43. Ground Rules
1. must commit to finishing it.
2. selected by the manager.
3. has a healthy relationship.
4. explain the objectives to the selected
individual
5. share with the selected individual one at a
time.
6. provide a specific example
43

44. Annual 5/20 Employee Appreciation: 5 Days 20 Minute/Day
First Day: Strengths
Second Day: Others’ Positive Views
Third Day: Acknowledgement
Fourth Day: Positive Phrases and Conversation
Five Day: Potentials
44

45. The Effects
An organization that takes care of its employees
takes care of business.
Good feelings received by employees result in
good feelings passed on to customers in turn
An engaged worker demonstrates engagement
by working hard, speaking well of the company,
and making sure customers are satisfied
45

46. Source:
▰ 30 Days to a Happy Employee:How
a Simple Program of Acknowledgment
Can Build Trust and Loyalty at Work
▰ By Dottie Bruce Gandy
46

47. B. Stage 3: Review and
Improvements
3.1. Quarterly Review
3.2. Process Improvement
3.3 Performance Improvement
47

48. B. Stage 3: Review and
Improvements
3.1. Quarterly Review
48

49. Part 1: Work Performance
Provides Performance feedback
What areas have you done well?
What challenges were you facing?
What areas of work you need to improve?
49

50. Part 2 Corporate Values
Provide feedback for Corporate Values
1. What values have you demonstrated the
most?
2. The value I think you have demonstrated well
3. What values would you like to do more?
50

51. Part 3: Development
▰
Part 3 Training and Development
Development Areas
1. What support do you need from me as your
manager?
2. What are you development needs for next
quarter?
51

52. B. Stage 3: Review and
Improvements
3.2. Process Improvement
52

53. Process Improvement: 3 Improvements Per Year to
Improve process efficiency
53
Current Process Pain Points Solutions Pilot Results Implementation
Results
Hiring Cannot compare
among candidates
Standard
questions
Comparison chart
Group Discussion
Good. Minor
adjustments for 2
out of the 10
questions
Quality hiring.
50% of the new
candidates stay
more than 6
months
Save time: 20%
Standardized
hiring practices

54. Job Method: Elimination, Combine, Rearrange and
Simplify
54

55. Elimination fo 8 Wastes
55

56. Process Improvement: A3 Problem Solving
56

57. Process Improvement: Kaizen Event
57

58. Fish Bone Diagrams
58

59. Gemba Framework
59

60. Value Stream Mapping
60

61. PDCA
61

62. B. Stage 3: Review and
Improvements
3.3 Performance Improvement
62

63. Process Improvement: 3 Improvements Per Year to
Performance Improvement
63
Current Performance Performance Gaps Solutions Pilot Results Implementation
Results
Efficiency of Operator
Turnover of New
Operators
2.5 months to
achieve 100%
efficiency
40% resign after 2
weeks in Test line
Standard Work for
new and current
operators
Team leaders
provide coaching
Purchase chairs
and microscopes
Welcoming party
and New employee
sign
Leadership Training
1.5 month
15%
1 month
5%

64. Dana Gaia’s Performance Consulting
64

65. Performance Consulting
65

66. Engineering Behavior Model
66

67. C. Let Technology Do the Work
A HR Tech Software
67

68. 68

69. 69

70. HCL Technologies
70

71. D. Implementation
71

72. E. Summary and Action Plan
72

73. Positive Performance Management Culture Model
73
• 2.1.Touch
Point
Meeting
•3.1. Quarterly Review
•3.2. Process Improve-
ment
•3.3 Performance
Improvement
•3.4. Mid-Year Employee
Appreciation Week
• 1.1. Set Employee
KR’s
• Goals
1.2. Quantify
Performance
Indicators
1.3. WWW
Perform.
Planning
1.4. Employee
Capability
Development
•4.1 Performance
• Appraisal
Conversation
•4.2. Convery
Rewards and
Bonuses
4.Performance
Appraisal
(December)
1. Set
Performance
Boundaries
(January)
2. One on One
Meeting
(1-2 Hours
Weekly)
3. Quarterly
Improvement
Review
(April, July,
Oct)
Evaluation
&
Rewards
Support, Coach,
Engage and
Develop
Performance and
Development
Planning
Productivity
Improvement

74. Action Plan
▰ 1. Weekly Touch Point Meetings
▰ 2. 5/20 Acknowledgement Meetings
▰ 3. Improve HR process through Performance
▰ Consulting and Process Improvement (3A
Problem Solving)
▰ 4. Engage a HR Software Provider to
▰ speedy up implementation process
75

75. Implementation of Positive Performance
Management Culture Model
76
Level 1
Conventional Performance
Management
Level 2
Positive Performance
Management: Strength
and Appreciation Based
Level 3
Forward Planning
WWW
Level 4
Employee Appreciation
(5 Days Focused Appreciation)
Level 5
Improvement Actions
(Performance & Process
Improvement)
Introduce a new level in
every six months

76. 77

77. 78

78. Acknowledgement
▰ Operation of Excellent Consulting (Singapore)
▰ Software Engineering Institute, Carnegie Mellon
University (US)
▰ HCL Technologies (India)
▰ 30 Days to a Happy Employee: How a Simple Program
of Acknowledgment Can Build Trust and Loyalty at
Work by Dottie Bruce Gandy
79

79. Download of PDF
▰ www.biz-hr.com
80

80. Biodata
HR, OD, Learning, Talent
Laurence Yap
laurence.yap@gmail.com
Tel: +6016-2080086
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