Learning with Innovation

1. A Presentation
on
Performance
Management
System

2. Objective
We intend to make a presentation on Integrated Performance
Management system tool to reward the achievers and for
sustained growth of the Organization.
Key Steps
▪ Align individual objectives with the
organization goals & Objectives.
▪ Appraise to help people to improve
their performance and engagements.
▪ Reward and recognize their
achievements in line with organization
values.
▪ .Competency gaps are bridged in line
with present and future need in line
with his/her performance.
▪ Industry Trend
The concept of ‘Total Reward’ and
‘Variable Pay’ is getting popular and it
helps retain right talent. In this context
we are trying to implement the
Incentive scheme to motivate
employees to give that extra mile. This
would also probably motivate
employees to achieve stretched
targets.
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3. Our Goals
▪ Our goal is to design a performance
management system that aligns employee
performance and organizational growth
simultaneously .To deliver it we have also
blended organization mission and culture of
excellence with the performance management
system.
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4. 4
Performance
Management Program
DESIGN & IMPLEMENTATION
CHANGE MANAGEMENT &
COMMUNICATION
• Focusing on define the new process
and competencies
• Creating the tools, the content and
the training etc.
• Planning for implementing the new
program
• Focus on getting leader engagement
• Creating the plan to ensure that
changes are seamless at all levels in
the organization
• Develop Teaching credibilities.

5. Structure for Business plan “Key concepts”
Managing points are the success indicators
In
Quality of teaching, Innovation, Teaching Outcome, (morale of the
teacher)
And Student development (Engaging new projects)
Checking points are measures, information,
Attention points
In
Process
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6. 6
Division
Manager’s KRA
→→
Functional or
Deptt.
Manager’s KRA
Objective &
StrategiesImplementation
Plan
Individual
Contributor’s or
Manager’s
Implementation
lan
Deploying objectives in an organization
Principals
KRA
Objective &
Strategies
(Managing Point &
Checking point)
Vice Principal’s
KRA
Objective &
Strategies
(Managing Point &
Checking point)
Coordinators‘
KRA
Objective &
Strategies
(Managing Point &
Checking point)
Individual
Contributor’s or
Teacher’s
Implementation
plan
Specific tactics

7. Structure for Business plan
Hierarchy of managing point
Boss - Managing point Checking point
__________________________________________
Managing point Checking point
Sub ordinate - + Own Managing Points
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IIIdea

8. Overall Methodology
As per individual Manager’s Managing Points, his/her respective Weightage [A] has been pre-assigned. We
can get % achievement [B] of an individual HOD against the target.
Multiplying [A] and [B] and their sum will help arrive at Total Managing Point Score [C].
Next, we consider Value Attributes (VA) with their pre-assigned Weightage [D] and for a particular
Coordinators/ Subject heads their VA current level % [E] are determined through critical incident method
and also consulting immediate senior or top management.
Thus TOTAL Variable Incentive payout for concerned Employee = Part-I
Where, XY = One Basic pay of the concerned employee

9. Overall Methodology
After multiplication of [D] and [E], the sum of this figure gives Total VA Score [F].
Total Final Score [G] is arrived by the following formula:
G = 0.80 * [C] + 0.20 * [F]
Then Payout matrix table need to be referred in order to know what will be the payout against
Total Final score [G]. Given that Basic pay of the concerned HOD/ HO employee is known, the
same can be estimated easily. This payout portion is shown under ‘Part-I’.
At the same time we have another matrix which denotes overall efficiency of the organization in
terms of target PAT vs. actual achieved PAT (profit after Tax) denoted here as ‘α’. Similarly, we can
determine what can be payout for an HOD/ HO employee by referring the second matrix of PAT (α)
and this payout portion is shown under ‘Part-II’.
Thus TOTAL Variable Incentive payout for concerned Employee = Part-I or Part-II,
whichever is minimum.
Where, XY = One Basic pay of the concerned employee

10. A Typical Incentive Scheme Format
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Managing Points (MP)
Measure of
Accountability
Weight age
[A]
% Achievement
[B]
MP Score
[A]*[B] = [C]
MP1 (Quality of teaching) 0.5
MP2 (Activity based
teaching/ classroom
engagement) 0.3
MP3 (Average Number of
response / generating
interests) 0.1
MP4 (% of outcome from
the lesson ) 0.1
TOTAL
% Achievement will be quantified by available figures and by consulting
immediate Senior

11. A Typical Incentive Scheme Format
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VALUE ATTRIBUTES –
(VA)
Weightage
[D]
% Current level
[E]
VA Score
[D]*[E] = [F]
Integrity 0.25
Commitment & Passion 0.25
Transparency 0.20
Positive attitude 0.15
Innovation / New Initiatives 0.15
TOTAL 1.0
% Current level will be quantified by available data (Critical Incidence) and consulting
immediate Senior/ Top Management , Total Score- = 0.80*[C] + 0.20*[F] = G (say)

12. A Typical Achievement Matrix -(Salary increment)
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Total Final Score Range
[G]
Performance
Evaluation
Category (Rank) Payout Formulae
Below 30 Far below expectation. C Zero payout
31- 50 Below expectations B 40% of XY
51- 60 Met expectations A 100% of XY
61- 80 Exceeds expect. A+ 110% of XY
81- 100 Far exceeds expect. A++ 120% of XY
XY = One Basic pay of concerned Employee

13. Apart from this 2 review systems are
being followed :
1) Mid year review – is more to appraise and
help the employees to achieve their performance
target.
2) Year ending review – to identify and evaluate the competency
level of the employees and to show them the career growth path
for their future prospect.
What get measured gets Managed
- Peter Drucker
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14. Thanks!
Any questions?
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Prepared by
Parna Banerjee
Email- 2parnabanerjee@gmail.com