The document provides an overview of NOVO Healthcare and Pharma Ltd.'s annual year review and performance appraisal meeting. It discusses NOVO's strengths, including its innovative new products, growth over the past year, and leadership in the pellets business in Bangladesh. It also reviews NOVO's goals and sales figures for 2013, highlights its performance that year, and outlines the roles and process for NOVO's performance management system, which includes setting objectives, conducting appraisals, and developing individual plans.
Co-delivered with John Zettler to the HRANS Halifax Monthly Professional Dinner April 2010 This presentation focuses on the continuous process of Performance Management
Co-delivered with John Zettler to the HRANS Halifax Monthly Professional Dinner April 2010 This presentation focuses on the continuous process of Performance Management
Know about the latest innovations around performance management. Legal boundaries of performance management.
Story telling, Self monitoring, KPI Dash board etc. know about various tools and techniques.
Training Slides of Performance Management , discussing the importance of Performance and Leadership.
Some Key-Points:
- Appraisal
- Performance Management
- Project Record
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Know about the latest innovations around performance management. Legal boundaries of performance management.
Story telling, Self monitoring, KPI Dash board etc. know about various tools and techniques.
Training Slides of Performance Management , discussing the importance of Performance and Leadership.
Some Key-Points:
- Appraisal
- Performance Management
- Project Record
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
in 2015, Citizen Schools designed a new performance management process that trades in a emphasis in scoring for a focus on genuine conversations and progress to goals. This deck was used to roll out the new process through small group discussions with both managers and individual contributors.
Gizmosys solution's Performance management System includes detailed and conceptual analysis of the term PMS. It includes HRMS software features, performance appraisal, sample form used, Employee appraisal form, Employee appraisal report, employee goals and deployment.
Website: http://gizmosyssolutions.com/
Contact us at 9833450511
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1001/B2 Lok-Everest , JSD Road , Mulund(w)
Mumbai - 400080, MH
Email: sales@gizmosyssolutions.com
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
Proper Performance Management System Helps Organizations To Improve The Produ...Shamimansary
Performance Management Process broadly involves three stages and these are:
Goal Setting and Motivation which is normally done in the beginning of the session.
Encouraging Stage which is normally undertaken when the employees get involved in the process of pursuit of the assigned task.
The final stage is the Stage of Rewards and Consequences which is applied after the completion of a task.
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
Theme
Establishing performance management department in a company main features to address are:
1. Strategy Statement.
2. Process.
3. Need of the department
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
An introduction to the purpose, concepts and components of Performance Planning and Management. We look at tools for both business unit and individual employee performance.
2. Overview: NOVO Healthcare and Pharma Ltd.
A Company with Innovations
Our Strength
Year Review: 2013
Our Goals in 2014
Performance Appraisal: 2013
2
3. 3
One of the Leading Business Conglomerates in
Bangladesh
Over 35 years in Business
32 Different Companies including:
United Hospital
United International University
United Power etc.
4. 4
Established in 2004
Started Marketing Activities in April, 2006
Two Different Plants Having WHO GMP Certificates
Producing Finished Dosages Forms and Pellets
Over 100 Products
5. 5
Over 700 Employees Including a Sales Team of 400
FF
Covering 460 Upazilla/Thana
Growing at 32% Over Last Year
No. 1 in Pellets Business in Bangladesh
Supplying to Govt. Hospitals/World Bank Projects
Exporting to Vietnam, Philippines & Myanmar
15. 15
• We Produce Unquestionable Quality Products
• We Have Two Different Plants
• We Have Some Unique Formulations
• We Supply Our Pellets to Over 120 Companies in
Bangladesh including Incepta, Radiant, Opsonin etc.
• United Hospital Regularly Using Our Products
• We Export Our Products to Vietnam, Philippines,
Myanmar & Preparing for Africa
• We will Produce Liquid Products for Beacon in 2014
• We have Supplied Over 2 cr. in the CMSD in 2013
• Belongs to United Group (Corporate Culture)
22. What is Performance Management?
Performance Management is a process for
establishing a shared understanding about
what is to be achieved and how it is to be
achieved.
It is an approach to managing people that
increases the probability of achieving
success.
23. Performance Management Process
Supporting
Review
Planning
· Setting objectives
· Create development
plans
· Periodic reviews
of progress on
- job accountabilities
- Behaviors & values
- Development plan
- On the Job training
Formal review of:
- Objectives/KPIs, values & behaviors
- Overall rating
- Make final comments
- Modify accountabilities, measures and
- Development plans
PERFORMANCE
24. Establish job accountabilities and
performance measures:
· Setting objectives
· Create development plans
Planning Supporting Review
Performance Management Process
25. Performance Management Process
Planning Supporting Review
Support through Informal coaching:
Periodic reviews of progress on
- job accountabilities
- Values & Behaviors
- Development plan
26. Performance Management Process
Planning Supporting Review
Formal review of:
• Job objectives/KPIs, Values & Behaviors
• Overall rating
• Make final comments
• Modify accountabilities, measures and
• Development plans (where needed)
28. Individual Objective Alignment
a) Financial Objectives
(Which is set inline with the business objectives
of the organization)
b) Functional Objectives
(Which is related to individual job description)
Setting of Individual Objectives
29. What is Performance Appraisal?
The process by which a manager or leader:
(1) Examines and evaluates an employee’s
work behavior by comparing it with
preset standards,
(2) Documents the results, and
(1) Uses the results to provide feedback to
the employee to show where
improvements are needed and why.
30. Objectives of Performance Appraisal
1.To maintain records in order to determine
compensation packages, promotions, salaries
raises, etc.
2.To identify the strengths and weaknesses of
employees to place right person on right job.
3.To maintain and assess the potential present
in a person for further growth and
development.
4.To provide a feedback to employees
regarding their performance and related
status.
5.To review and retain the promotional and
other training programs.
33. “Two Dimensional” Performance Rating
A
• Exceeded
Expectations
B
• Fully Met
Expectations
C
• Partially Met
Expectations
A
• Exceeded
Expectations
B
• Fully Met
Expectations
C
• Partially Met
Expectations
Objective Behavior & Values
34. Performance Rating Matrix
OBJECTIVES(QUANTITIVE)
AExceeded expectations
SUPERIOR RESULTS,
UNSATISFACTORY
BEHAVIOURS
A/C
SUPERIOR RESULTS
A/B
EXCEPTIONAL
PERFORMER
A/A
BFully met expectations`
GOOD RESULTS,
UNSATISFACTORY
BEHAVIOURS
B/C
STRONG
PERFORMER
B/B
SUPERIOR
BEHAVIOUR
B/A
CPartially met expectations
UNSATISFACTORY
PERFORMER
C/C
GOOD
BEHAVIOURS,
UNSATISFACTORY
RESULTS
C/B
SUPERIOR
BEHAVIOURS,
UNSATISFACTORY
RESULTS
C/A
CPartially met
expectations
BFully met
expectations
AExceeded
expectations
BEHAVIOUR & VALUES (QUALITATIVE)
36. Role of the Associate
Providing input to and fully understands the
Annual objectives
Continuously reviewing own performance
against the objectives
Demonstrating a willingness to undertake
stretched goals and to remain flexible in a
constantly changing environment
Proactively initiating the Performance
Management process if not done so by the
manager
Associates works to maximize their performance by:
37. Role of the Manager
Ensuring individual goals and objectives are
aligned to business goals, Setting SMART
objectives, Supports stretched performance
Conducting regular performance dialogue with the
associate, Initiating the PMP at each step
Demonstrating fairness in performance evaluation
and compensation management
Communicating rating to associate after it has
been calibrated and fully agreed upon by all
necessary stakeholders
Ensuring the Performance Management System is
fully implemented in their area of responsibility
The Manager supports the performance of their direct
reports by…
38. Role of the Manager’s Manager
Developing his/her organizational strategy, ensuring that
the strategy is aligned with the overall Company
Business goals
Holding his/her direct reports (Line Managers)
accountable and responsible for the achievement of the
established goals
Holding his/her direct reports (Line Managers)
accountable for the performance and development of
their direct reports (associates)
Ensuring appropriate calibration of year-end performance
ratings across his/her organization
Approving final performance rating of associates
The Manager’s Manager sets the overall business and
performance objectives and expectations by…
39. Role of Human Resources
Giving clear guidelines on the process
Being available to offer advice and coaching to
line managers and associates
Facilitating performance and reward calibration
meetings
Ensuring that the Performance Management
System is fully implemented within the area(s)
they support
Keeping records of all employee’s PMP data
The Human Resource Manager supports the process by…
40. Let us start the PMP (Objective Setting)
• PMP starts with setting individual objectives which are
aligned with company overall goals
• Line manager will set the objectives for his/her associate(s)
and will finalize these objectives through an one-to-one
discussion with the associate(s)
• Once the objective setting is done both manager and
associate will sign in the appraisal format
• Original copy will be retained by the associate for the year
end performance dialogue. One copy will be with the
manager and one copy to HR
Confidential, for internal use only 40
41. Let us start the PMP (Yearly Appraisal)
• Based on these objectives and behaviour/values
achievement associate will complete his/her self-
appraisal ratings
• Line manager will have a performance dialogue with
his/her associates(s) at the end of the year to complete
the manager’s ratings
• (IMPORTANT: At this stage performance ratings must
not be consider as final or granted)
• After completing all the performance evaluation/rating
line manager will then organize a formal discussion
with his/her reporting manager (next level manager) for
finalizing the yearly rating of his/her associates.
Confidential, for internal use only 41
42. Let us start the PMP (Yearly Appraisal)
• Based on the FINAL performance ratings line manager
& Next level manager will recommend promotions/up
gradations/increments/development needs etc.
• To avoid any misunderstanding line manager will
inform his/her associates the final rating only after
being approved by the next level manager or by the
management
• Based on the FINAL performance ratings line manager
will prepare an Individual Development Plan (IDP) for
the associate (if required)
• After completing the appraisal process original copy to
be submitted to HR for further procedures
Confidential, for internal use only 42
43. Tips for Preparing for a
Performance Appraisal Meeting
Schedule early.
Ask direct reports to rate their own performance
using copies of the appraisal form.
Minimize surprises during the appraisal
meeting by giving feedback on a regular basis.
Don’t keep people in the dark until the annual
review rolls around.
Make information gathering ongoing. Don’t
wait until the week of the appraisal meeting to
gather important information about the
associate.Performance Review_Ideal.flv
44. Be prepared to discuss specific examples of good and
poor performance.
If possible, meet in neutral territory. This helps
establish open communication.
Avoid sitting behind a desk – a desk symbolizes
authority.
Choose a business time and setting. Don’t schedule a
performance appraisal meeting over lunch.Performance
Review_Summary.flv
Tips for Preparing for a
Performance Appraisal Meeting (contd…)