Enterprise Performance Management System or ePMS or e-PMS

The presentation talks about the e-Performance Management or enterprise performance management, how does it get evaluated till date, the factors that contribute to ePMS, some case studies, and finally how to design OKRs (that is Objectives, Key Results).

1. Business

Strategy

Case Studies

Overview

Overview of Performance
Management System
Evolution of PMS &
general attributes of
ePMS
Adoption Factors of ePMS
Critical success factors of
ePMS & implementation
incl. Sixas Model.
e-Performance Management System

2. Definition of PMS


Performance management is an ongoing process of communication
between a supervisor and an employee that occurs throughout the
year, clarifying expectations, setting objectives, identifying goals,
providing feedback and reviewing the outcomes, in support of
accomplishing the strategic objectives of the organization.

- People & Culture, UC Beverley, CA

3. Mis-
align-
ment of
Goals
Dis-
integrated
Systems &
Tech
Adoption
Learning
&
Develop-
ment
Succe-
ssion
Planning
Know-
ledge
Reposito
ries

4. COMPARISON PERFORMANCE APPRAISAL PERFORMANCE MANAGEMENT
Meaning Performance Appraisal, means the
analysis of an employee's performance
and their caliber for the given period.
Performance Management is the
management of human resources in an
organization for future growth and
development.
What is it? It is a system. It is a process.
Type of tool Operational Tool Strategic Tool
Owned by Human Resource Department Managers
Conducted Annually Continuously
Approach Individualistic Holistic
Focused on Quantitative Aspects Both quantitative & qualitative Aspects
Corrections Retrospective Prospective
Appraisal Vs. Management

5. Ability to operate in well defined and
stable environment

Dealing with repetitive work

Operating in supervised environment

Isolated work

Narrow geographical & time zones

Broad/Unspecified knowledge

Procedural competencies
Ability to operate in ever-changing &
dynamic environment

Dealing with varied work

Handling decisions & responsibilities
by own

Team Work

Expanding geographical time zones

Specific / Specialized Knowledge

Customer centric
Changing Competencies of e
-
PMS

6. People Factors
Tech Factors
Org. Factors
- Top management support,
- User acceptance,
- Effective communication
-Skills in HR and cultural factors.
- Extent of customization
- Modifying plug n play model
- Manageable complexity of ePMS
-Data Integrity | System usefulness
- Integration with 3
rd
party software
- Size of the organization
- Characteristics of organization
- Capacities & capabilities [training]
-Geographical distribution of
business & data integrity [ Sales &
Marketing ]
Adoption
Factors of
ePMS

7. Rethinking on century old practices
•1.8 million hours across the firm
•Restricts creativity
•Generates mountains of paperwork
•Lack of collaboration & innovation
•Despise between Manager & team members
•Heavily linked performance to rewards
•End of year appraisals
•Holding people accountable for past behaviours

8. System Process
Appraisal
Joint
Review
Output
Output &
Input
Reward
Oriented
Dev.
Oriented
Top-down
360’D
Feedback
Monolithic Flexible
Owned by
Managmt.
Owned
by Users
Cadre
Based
Service
Based
Conceptual Evolution of PMS 1999
-
2020

2020
2010
2000
1990
OKRs

9. What’s in new PMS?
Pic Source: Profit.co
•Check-ins
•Agile Manifesto
•Owned by team not by HRs or Ex-officios
•Feed forward (pre-dgns.) Vs. Feedback
•Regular conversations (future competitiveness)
•Improving current performance
•Grooming talent for future
•Driven by business not imposed by HR

10. Early adopters of New Performance Management System

11. How does ePMS manage performance?
•Tracks time spent on tasks/projects
•Measures work units
•Monitors -- tardiness, attendance, grievances, satisfaction, and turnover.
•No. of mistakes/errors committed
•Counts amount of idle time or idle time spent on
•Less or no micro level management
•Assemble feedback from multi-raters
•Tracking and comparing group level & unit level performances
•Motivating the strong people (HiPOs)
•High rewards
•Malleability ( Impressionable minds)
•Coaching & Development (personal growth & sense of progress)

12. Whisky to Wine

13. Cloud based apps are
integrated with SNS;
automation;
administrative efficiency
Social Media Connect
Multiple evaluations;
helpful for developmental
purposes [not rewards];
anytime access to data
360-D Feedback
Favourable towards
electronic feedback ;
image management; less
time on processes & more
time on performance
management;
Feedback
Streamlines process
sometimes feedback is
harsh & negative and does
not give. addl Inuts; not
always captures relevant
aspects of performance;
Looks Good to Systems
rather displaying
performance related
behaviours;
Misunderstanding;
Distruct
Communication
Interpersonal distance
Tightly monitoring
behaviour; lower level
satisfaction; Systems
are not secure
Privacy violation
Merits
Demerits
Evaluation of
ePMS
Cuts costs; Decreases
time & effort; increases
efficiency; administrative
capablities; closely
replicates pen & paper;
Employee & Manager
relationships are strained;
Heavily rely on
comp.data than fact-
finding interactions;
biased, polit.,
Mechanical

14. ePMS
Features
P
i
c
:
P
r
o
f
i
t
.
c
o

15. Objectives and Key Results – John E. Doerr, US
OKR is a goal management system
used by teams, to collaborate and
achieve stretch goals through a
framework that requires regular
check-ins, feedback, continuous
learning, collaboration and
problem-solving.


Key Results are measurable &
verifiable benchmarks and
monitor HOW we get to the
objective. Effective KRs are
specific and time-bound,
aggressive yet realistic.

Objectives :
Where do I want go?
Key Results:
How do I get there?

16. How to identify or design
Objectives and Key Results?
https://okrexamples.co/h
uman_resources-okr-
examples

17. OKRs for Education & Training

18. OKRs for Sales Team - Example

19. OKRs for HR – Recruitment

20. Weekly check-
ins for tracking
results
Quarterly
tactical
OKRs for the
teams
High Level strategic OKRs
for the company [low
prices, fast delivery, vast
selection – Amazon, Jeff
Bezos]
OKRs -Nested Cadences

21. Best practices by the most successful companies
1.Google uses OKRs and
to set ambitious goals
and track them
through check-ins.
2.It uses scale 0 to 1
3.OKRs are public
4.OKRs are not to-do list

1.Amazon uses OKRs
and it gives meticulous
attention to details;
2.It handles planning
through OKRs;
3.They follow CFR model
4.Focuses on what won’t
change
https://www.adobe.com/c
heck-in.html

22. B2B ePMS in sharing economy rating system & gaming dynamics ensure mutual
accountability and participation with great involvement

23. How do you handle ePMS?
1. Make sure that each resource brings his/her best of who
he/she is.
2. Focus on a few areas
3. No rating or grading. It is all about performance achievement
rather comparing against each others.
4. Gamified learning

24. …Contd

Identify Critical Workforce Segments

Leaders to focus on critical resources while identifying value chain
Which are the strategies, skills, and capabilities are critical to your current and
future success?
What emerging workforce trends (e.g., supply and demand of engineers) will
impact your ability to deliver value?
Which segments of the organisation possess the most difficult skills to replace?
Within your critical workforce segments, who possesses the greatest current and
future potential?

25. HR concepts post Covid-19 and/or during Covid-19

-- Quick Heal organization, CHRO, Reetu Raina

HR engagement activities online (one colour dress, tambola, antyakshari, etc., );
Online counselling by counsellor;
Medical insurance increase coverage;
One to one discussion with manager;
Online get together’s;
Providing ergonomic furniture to the employees at their home (Dell, Cognizant, Ggl, Startup);
Phygital Meetings (Physical + Digital Meetings) thereby save travel time;
Leave policy changes (Mandatory avail);
Use the tools like, Skype, Zoom, Google Meet, GoTo Webinar, Go to Meeting, MS Teams, Bridge
Connect, Jio Meet, Duo, Blue Jeans, WebEx Meet, etc., to engage resources
Security Protocols/Data Integrity/Networking/Cloud based products

26. “SIXAS” – a new age PMS Model
System
Mecha
-nism
Opera
-tion
Evalua
-tion
Methods
Ways
and
Means
Sixas
Amalga
-mation

28. Table-1: Exemplary Framework
E Explicit
The indicators to clearly
state the expected outcome
in detail leaving no room to
uncertainty.
E Exciting
The given objective (or, /
responsibility/role) to cause
enthusiasm and eagerness.
M Manageable
The performance standard
is to be controllable by the
process owner or user to
succeed in attaining the
goal without difficulty.
P Periodical
The standards or principles set are to be
reviewed at regular intervals to ensure the
relevancy of the targets/goals.
L Levelheaded
The goals can be
challenging but not a lack
of logic, ensuring the
ability to respond to
complex tasks or emotional
scenarios.
A Adjustable
The principles should be in a
position to be altered slightly
to correct the situation or to
achieve the desired result.
R Resilient
There must be a robust
environment in such a way
that any resource to be able
to combat the challenging
situations and withstand or
recover quickly from
adverse situations.
Y Yielding
Expressed in terms of outputs of an
individual’s effort, product, produce,
service, the solution that could generate
revenue/returns/profits/income.

30. References | Resources (available online)

1.Objectives and Key Results: Driving Focus, Alignment, and
Engagement with OKRs - Paul R. Niven, Ben Lamorte
2.Radical Focus – Christina Wodtke (Available thru Anybook Mob.App)
3.The HR Scorecard : Linking People, Strategy, and Performance –
Brian E.Becker , Mark A.Huselid, and Dave Ulrich. (Anybook Mobile
App.)
4.Measure What Matters – John Doerr (Anybook Mobile App.)
5.Key Performance Indicators for Dummies – A Wiley Brand
6.Human Resources Kit for Dummmies – 2
nd
Edition – A Wiley Brand

31. e-Performance Management System
YOUR RESOURCE PERSON
Dr. Mruthyanjaya Rao Mangipudi

Research Scholar, Business Management &
Senior Manager (Corp. Support)
Karvy Stock Broking Limited, Financial District, Hyderabad

Tw: raomangipudi
LI : ememrao

Email: [email protected]

Working summary

7 yrs in Judicial administrative subordinate services
13+ yrs in HR business partner, Admin, business
operations & certified ISO Lead Auditor (9001:2015)

Domains:
Legal, Telecom, IT (product Co.), ITES, Banking & Finance

Areas of interest:
Teaching | Organization Development | Inventing new
business models | PMS | L&D | Organization Design

32. yours sincerely,
Dr. Mruthyanjaya Rao Mangipudi
[email protected]
Twitter : raomangipudi
LI: www.linkedin.com/ememrao