PMS Presentation Deck

PMS – PROCESS IMPLEMENTATION FOR PY’ 2016PMS – PROCESS IMPLEMENTATION FOR PY’ 2016
What is Performance Management?
Performance management is a comprehensive, continuous and flexible approach
to the management of organizations, teams and individuals which involves the
maximum amount of dialogue between those concerned.
What is Performance Appraisal?
Performance appraisal is a more limited approach which involves managers
making top-down assessments and rating the performance of their subordinates
at an annual performance appraisal meeting.

A graphical
view on the
differences

Objectives of PMS
Involving the supervisor and staff member in the process of reviewing
responsibilities, achievements, strengths, and deficiencies.
Assisting staff with necessary information to improve overall performance by
providing meaningful, well thought out feedback on performance.
Providing a framework for establishing and communicating future opportunities,
responsibilities and performance expectations.
Providing a historical record of staff performance.
Coaching the staff member to enhance skills/knowledge.
Assisting the organization in achieving yearly goals.

Characteristics of Effective PMS process
A connection to organizational and departmental mission and
goals.
Clearly defined expectations of performance
A focus on performance as well as professional development
Ongoing process versus an annual event
Consistent and timely usage and completion
A focus more on future direction than past performance
Involves staff member in the process

Benefits of effective PMS
Human Resource Planning
Recruitment and Selection
Training and Development
Career Planning and Development
Compensation Programs
Internal Employee Relations
Assessment of Employee Potential

Why in CFAI for 2016?
To bring uniformity and standardization in the entire process
To eliminate biased approach
To launch effective and fair pay back policy
To strive towards attaining higher employee engagement and satisfaction
Controlled benefits administration as a whole

What’s New for 2016?
All appraisers will have to submit only the discussion based feedback along with ratings
Extermination of manual forms
A modest and stress-free approach towards appraisal process
PMS initiation with process adherence and SLA for completion
Effective moderation process for justification with legitimacy
Documented approach
Better control mechanism to ensure right talent is been recognized
Filtering the bottom performers in order to enhance them by providing a fair chance to
perform through effective PIP process and close monitoring
No self appraisal for workmen/helper category
No self appraisal for few categories such as skilled/semi-skilled/unskilled

Process Adherence
&
Schedule

Process Adherence

Cont…

Process Guidelines
&
Limitations

Process Guidelines and Limitation
Code 1:
‘STRICTLY’ no biased
approach in the complete
cycle.

Code 2:
Timeline deviations are not
supportive under any
circumstances.

Code 3:
Any other mode nor a different
method of submitting the
information apart from the
prescribed mode, will not be
appreciated or accepted.

Code 4:
Rating moderations are to be
discussed only between the
functional managers along with
heads and HR being a moderator.

Code 5:
Authenticated documentation is a
mandate for all top and bottom
rated performers.

Code 6:
Appraisers are expected to
communicate the rating with the
appraise and gain their acceptance
before submitting to HR.

Code 7:
All information shall remain
confidential between the
concerned stakeholders.

Code 8:
Performance evaluation should be
considered based on the
contributions made through out
the year.

Rating Scales, Definition and Weightage Distribution

All employee’s will be rated on a standard 5 point rating scale as
follows,
Rating Scale Definition
Forced Distribution
Buckets(Bell Curve)
5 – Consistently Exceeding Expectations 5%
4 – Frequently Exceeding Expectations 10%
3 – Met Expectations 50%
2 – Partially Met Expectations 30%
1 – Did not meet Expectations 5%

Rating Definitions
Ratings Measurement Metrics/Criteria
Consistently
Exceeding
Expectations
Clearly and consistently exceeds performance expectations in an exemplary manner in the achievement of
goals as well as the skills and knowledge required to perform all job responsibilities. Contributes significantly
to the broader goals of the department by taking the initiative in organizing, prioritizing, and solving
problems and makes appropriate decisions to reach a satisfactory outcome for goals.
Frequently
Exceeding
Expectations
Frequently exceeds performance expectations in the achievement of goals as well as the skills and
knowledge required to perform all job responsibilities. Contributes considerably to the broader goals of the
department and demonstrates a strong commitment to the quality and effectiveness of achieving goals.
Met
Expectations
Consistently and completely meets performance expectations in the achievement of goals as well as the
skills and knowledge required to perform all job responsibilities. Contributes to the broader goals of the
department and demonstrates a command of job responsibilities to execute own work and a commitment
to quality in achieving goals.
Partially
Met
Expectations
Does not consistently meet performance expectations in the achievement of goals and/or the skills and
knowledge required to perform all job responsibilities. Some expectations may be achieved and others are
not or only partially met. Does not satisfactorily or consistently contribute to the departments/function
performance and not consistently reliable in handling own job responsibilities or in reaching desired results.
Need to become more proficient in performing work to achieve goals.
Did not meet
Expectations
Does not meet performance expectations in the achievement of goals, nor the skills and knowledge
required to perform all job responsibilities. Does not effectively contribute to the function/ department
performance and required significant manager involvement.

Score Categorization
Performance Score Ratings
90 – 100 5
70 – 89 4
60 – 69 3
50 – 59 2
00 – 49 1

Normal Distribution Method
A function that represents the distribution of many random variables as a
symmetrical bell shaped graph.
Bell Curve

Performance
Feedback
&
Review

What is Feedback?
Conversations taking place throughout the year
between supervisors and employees pertaining
to any performance issues or appreciations.
Supervisors shall be responsible to address
work-related concerns and complaints, and the
employees have a responsibility to participate
in such communications.

What is Review?
In addition to regular feedback, a more formal
annual performance review should be given to
all employees using Performance evaluation
forms. It is the supervisor's responsibility to
ensure that performance reviews take place
with all employees on a right time, place and
date.

Benefits of Giving Positive and Constructive Feedback?
Clarify expectations; assure the individual is on the right track
Assess and discuss the relevance of goals and their measures
Improve communication between individuals, particularly supervisor
and employee
Opportunity to learn about ourselves and how we interact with others
Opportunity to develop ourselves and be the best we can be
Assist in making “early corrections”
No surprises later

Conducting a Performance Appraisal Meeting
A performance appraisal
meeting is an opportunity
to provide systematic
feedback to an employee
about the full range of
the employee's
responsibilities.

The 15 Did’s

How to Conduct a
Performance
Evaluation Discussion

How to Conduct a Performance Evaluation Discussion
Rule 1:
Schedule the performance evaluation
review session several days in advance. A
specific location, which assures
privacy without interruption, should be
secured.

Rule 2:
Complete the evaluation form considering
the staff member’s performance
during the review period.

Rule 3:
Conduct the appraisal discussion:
Explain the purpose
Encourage response from the staff member
Mutually review performance expectations
Discuss their self-assessment
Discuss your ratings using specific examples
Recognize areas of achievement and identify opportunities for improvement
Review previously established goals, allowing the staff member an
opportunity to share his/her achievements.
Explore career progress and determine developmental needs
Plan performance goals for the next review period

Structuring the
Review Discussion

Structuring the Review Session
The following sequence helps to provide clarity of
purpose, commitment to change and
agreed outcomes,
Establish the purpose, climate and direction of the
discussion
Gather a detailed picture of what happened
Register what went well
Identify and explore the problems
Identify and prioritize what need to be done ‐ the
agreed outcomes
Generate solutions
Summarize and agree actions

Negative
Feedback

How to give negative feedback effectively
 Get your emotions under control
 Find a private place
 Focus on their actions, not on the person
 Be specific
 Be timely
 Be calm
 Reaffirm your faith in the person
 Stop talking
 Define positive steps
 Get over it

PIP
(Performance Improvement Plan)

PIP (Performance Improvement Plan)
What is PIP: It is a mechanism built to provide a chance to bottom performers to demonstrate their
performance through intensive monitoring and periodical feedbacks. They need to be given all
required support such as counseling, training and mentoring to bounce back to normal track.
Who is eligible for PIP: Any employee irrespective of level, whose performance is degrading for a
period of continuous 3 months and does not meet the minimal expectations, despite repeated
feedbacks. No behavioral or attitude issues will be covered under this topic and cannot be a reason
for PIP initiation. (Ex: frequent absenteeism, late attendance etc.,)
Who can Initiate the PIP: The immediate supervisor nor the manager of the employee is authorized
to initiate the process with supporting documents).

Process for PIP Initiation
Once the employee is found to be a bottom performer, the supervisor or the manager has to raise
the request with HR with all supporting documents.
HR shall validate the same and if found valid, a discussion between HR, Supervisor and the
Employee will take place to discuss the scenario and initiate the PIP.
PIP can be initiated for a minimum period of 2 months with an extendable duration of another 30
days.
Once the PIP been initiated, it is the duty of the supervisor or manager to assign specific tasks
during this period and provide all required support such as training, mentoring etc., and have a
close monitoring.
It is the duty of the supervisor or manager to provide periodical feedbacks (once a fortnight) on
the PIP progress, developmental requirements and documenting the same.
If the employee found non‐progressive during the given period, the supervisor or manager will
give a fair chance to improve by initiating 2nd
term PIP.

 If the employee found non‐progressive at the end of 2nd
term PIP initiation, a discussion will be
organized between the line manager, HOD and HR to take a call on the employment status.
 The supervisor or the manager is requested not to disclose any information about the PIP
program of an employee nor shall not correlate during any future conversations with another
employee. All the information pertaining to an employee’s PIP shall remain with individuality
and confidentiality.
Unforeseen PIP Incidents
 If an employee resigns or absconds from work post PIP initiation, it shall be considered as
termination and will be relieved from the services immediately.
 If any abscond employee returns to work by themselves during this exercise, they shall not be
encouraged to continue the services, since the termination has been initiated.
 If an employee continues to demonstrate same performance even after PIP initiation, the
supervisor or the manager can take a call to terminate the resource after completion of 2
fortnightly feedbacks and this shall be done in consultation with HR.
Cont…

Performance Appraisal
Eligibility Criteria

PMS Eligibility Criteria
(Performance year would be January to December every year)
Any employee who joins on or before September 1st of the particular year, he/she shall be eligible
or considered to appraise in the current year PMS cycle.
Any employee who joins on or after September 1st of the particular year, he/she shall not be
eligible or considered to appraise in the current year PMS cycle.
Any employee who is eligible, but serving notice period due to resignation shall be entitled to
receive the increment, provided he/she is active on payroll as on Dec 31st
of that particular year.
Any employee who absconds for a period of more than 2 months and returns to work post the
appraisal cycle period, he/she shall not be considered in the PMS cycle. However this will have an
impact on their ratings.
Any employee who has been in to long leave due to personal reasons or prolonged sickness, the
actual PMS calculation period shall be based on actual number of days the employee was available
to work, the increment will be calculated on pro‐rata basis for the days present.

Cont…
Other/Exceptional Scenarios
Where an employee has been put in to PIP during the appraisal time and if did not clear the PIP,
he/she shall be terminated and will not be included in the PMS cycle.
Where an employee has been put in to PIP during the appraisal time and has the cleared the
same, he/she shall be included in the PMS cycle and will be appraised suitably.
Where an employee is been booked under any sort of disciplinary proceedings, sexual
harassment or any other sort of such nature during the appraisal period and if the decision is to
‘Terminate’, he/she shall not be included in the PMS cycle.
Where an employee is been booked under any sort of disciplinary proceedings, sexual
harassment or any other sort of such nature during the appraisal period and if the decision remains
as a ‘Warning’, he/she shall be included in the PMS cycle.

A GLOSSARY OF PERFORMANCE MANAGEMENT TERMS
 Goals – Specific measurable results to be achieved by a staff member within a specified
timeframe.
 Competencies – Job specific skills that are required to perform the job.
 Tasks – Action steps taken to complete an assignment.
 Coaching – Regular communication with a staff member to assist him/her with
improving overall performance or effectiveness.
 Feedback – Positive or constructive communication about a staff member’s
performance.
 Performance Improvement Plan – A documented time‐sensitive plan to assist the
individual with improving job performance.
 Development plan/goals – Specific assignments given to a staff member to assist
him/her in enhancing or developing new skills.

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