pms goodone 2
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PerformanceManagement System in
Organizations
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Performance Management is about
architecting, implementing and evaluating
change to achieve organizational success.
Defining Strategy
Implementing StrategyEvaluating Strategy!
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THE OBJECTIVE
To provide a fresh perspective to the
appraisal system
Emphasize the need to use PMS as aManagement tool for Organizational
Development
To provide useful information on ourPerformance Management System.
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APPRAISAL SYSTEM Self Appraisal
Initial discussion between the appraiser and
the reviewer.
Discussion between the appraiser and
appraisee and rating to be given with due
consideration to the Attributes.
Assessment of employees performance byreviewing authority.
Final comments on the appraisal by the
appraising authority.
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Definition
Performance Appraisal is a formal procedure usedto evaluate an individual his/her contributions
and potential.
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Stage 1Achieving clarity about job to be done
Between yourself and your supervisor understand :
1) The job objective
2) Key Result Areas
Key Result Areas (KRAs) are the vital elements of the job
KRAs focus on results rather than activities
They contribute to achieve an organisations strategic goals
They are defined in terms of output, not input
Results are not the things you do they are the intended consequencesof the things you do
Job objective : WHY the job is done?
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WHAT has to be done; also, HOW is it to be done
Stage 2Goal setting
Goal setting is a joint exercise carried out between your supervisorand yourself.
Goals should be :1) Specific and measurable
2) Achievable
3) Challenging & stretching
4) Jointly agreed
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Performance should be reviewed jointly, on a periodic basis, byyour supervisor and yourself
Appraisee to prepare an outline view of his/her performance inadvance of each review discussion
Immediate feedback should be provided so that the desiredchange can be effected. This should be irrespective of thereview period dates
Stage 3Reviewing performance on the job
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Stage 4Preparing for Performance Discussion
Discussions concerning salary should take place later. Although they obviously will have reference toperformance, the two discussions should be as separate in time as possible.
Are the set KRAs and goals stillrelevant?
Have the goals set been achieved?
If not, were the reasons within the
individuals control?
What specific behaviour hindered
or facilitated attainment of goals?
1) Assessing Individual performance
2) Plan the structure3) Structure
4) Structure end
It will be helpful to prepare an
overall plan of time will be used
during the discussion; this permits
you to emphasize one issue over
another
You should also plan for the specific
ways in which you will involve the
appraisee
Begin by establishing a rapport
Give an overview of the
process for this discussion
Request appraisees view of
his/her own overall
performance
Overall summary
Request for feedback to
appraiser on ways he/she
may be helping/hindering
performance
Thanks
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Stage 5Conducting the performance discussion
The major requirement during this discussion is for the appraisee to focus onperformance and how it can be improved
It is critical the appraiser gives it the attention it deserves Failure to treat this meeting with respect will deliver the clear message that the
system itself is held in contempt, by you or even the whole organisation
Arrange a suitable time during which there will be no interruptions
Give advance notice of the meeting to enable the appraisee to prepare
Cover for phone calls and ensure no interruptions around
Choose a location that will not require either party to sit behind a desk
Well-honed listening skills are critical to appraisal discussions. Without them, theappraisee will have the clear impression that the appraiser is not interested in his/herviews; such a conclusion will limit the benefit of a performance review
During the discussion, due attention should be given in finding agreed ways in whichthe employee can be further developed. This will benefit both, the individual and the
organisation
All commitments given by appraisers during the course of appraisal, should behonoured in full to do away with the negative feedbacks for the organisation
Ensure KRAs are defined so that goals for the coming year can be set
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KEY PERFORMANCE AREAS
WHAT IS KPA :
KPA of each organizational member includes the specificbusiness responsibilities that have an ultimate impact on the
success or failure of the enterprise as whole.
In other words, KPAs describe the reason why the job exists-they are label and not long statements of outcome that areexpected.
KPA consists of all the prime responsibilities of an individualmember.
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APPRAISAL MEETING
A) STEPS IN SETTING UP THE MEETING.
State purpose of the meeting Clearly.
Communication should be clear and not
ambiguous. Date, time and place to be decided in advance.
Sufficient time should be kept between two
appraisal meetings.
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APPRAISAL MEETING
B) PREPARATION FOR THE MEETING
Collection of the facts and necessary
data.
Plan the points to be discussed.
Be prepared with inputs for a
constructive appraisal meeting.
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LOCATION OF THE MEETING
WHERE
It should preferably beat a neutral place with
no physical barriers
like the conference
room.
WHERE NOT
At the Managersdesk.
At the Appraisees
desk.
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APPRAISING THE POOR PERFORMANCE
A DEADLOCK
Grossly avoided because
1. Makes the manager unpopular.
1. May de-motivate the appraisees.
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APPRAISING POOR PERFORMANCE
MADE EASY
1. Be clear in thoughts and actions : Appraise the
Performance not the performer.
2. Describe clearly the expected level of performance.3. Ask the Appraisees opinion about the expected
performance and the actual.
4. Reach a consensus in identifying gap between the actual
performance and the expected level.5. Reach a agreement on improving the performance.
6. Followup : A Systematic follow up is required to
ensure whether the agreed points are being met.
7. Taking timely review of the performance is crucial.
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THANK YOU
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