EVERLY E. GORGONIA wEEK 7 (performancemanagementsystem)-.ppt

PERFORMANCE MANAGEMENT SYSTEM

1. EVERLY E. GORGONIA
Reporter

2. Performance Management System
–It is an organization - wide management program that
provides a structured approach to:
Communicate business strategy
Establish a shared understanding of what is to be
achieved and how it is to be achieved
Facilitate management of self and others
Measure and motivate performance
(organizational and individual)

3. Performance Management – A
management process for ensuring
employees are focusing their work
efforts in ways that contribute to
achieving the agency’s mission.

4. It consists of three phases:

(1) setting expectations for employee
performance,

5. (2) maintaining a dialogue between
supervisor and employee to keep
performance on track.

6. (3) measuring actual performance
relative to performance
expectations.

7. PMS Consists of…
–A process for communicating employee
performance expectations, maintaining
ongoing performance dialogue, and
conducting annual performance appraisals;
–A procedure for addressing employee
performance that falls below expectations;
–A procedure for encouraging and facilitating
employee development;
–Training in managing performance and
administering the system; and
–A procedure for resolving performance pay
disputes.

8. W
HY
Because…
–What you cannot measure you cannot
improve.
–If you cannot improve you cannot grow.
–Measurement helps in objectively
differentiating between performers and
non performers.

9. Objective of PMS
–To confirm the services of probationary employees upon
their completing the probationary period satisfactorily
–To check the effective & efficiency of individuals, teams &
organization
–To effect promotions based on competence and
performance
–To access the training and development needs of the
employees
–To decide upon the pay rise
–PM can be used to determine whether HR programmes
such as selection, training, and transfer have been
effective or not.

10. PMS Includes…
–Work plan – A document that describes the work to
be completed by an employee within the
performance cycle, the performance expected, and
how the performance will be measured.
–Corrective action plan – A short-term action plan
that is initiated when an employee’s performance
fails to meet expectations. Its purpose is to achieve
an improvement in performance.

11. Contd…
–Individual development plan – An action
plan for enhancing an employee’s level of
performance in order to excel in the current
job or prepare for new responsibilities.

12. Contd…
–Performance appraisal – A confidential
document that includes the employee’s
performance expectations, a summary of the
employee’s actual performance relative to
those expectations, an overall rating of the
employee’s performance, and the supervisor’s
and employee’s signatures.

13. Contd…
–Performance documentation – A letter,
memo, completed form, or note on which
the supervisor indicates the extent to which
the employee is currently meeting
expectations and provides evidence to
support that conclusion.

14. Contd…
–Fair appraisal – Appraising employees in a
manner that accurately reflects how they
performed relative to the expectations
defined in their work plan and in a manner
that is not influenced by factors irrelevant to
performance.

15. HIGHLIGHTS OF THE PMS
–The appraiser and the appraisee jointly set the
Key Result Areas (KRA’s) and assign mutually
agreed weightage expressed as a percentage
–Simple mathematical relationship between set
weightage and accomplishment gives a final
numerical score on KRA’s
–To evaluate all management personnel on
company values and leadership attributes a new
section has been added entitled “Values in
Action”

16. –A KRA refers to a target that needs to be achieved by the
appraisee in a given time
–KRA’s are the set of performance expectations from the
appraisee
–The focus is on tangible outputs. However this does not
mean that tasks that have a qualitative output cannot
form a KRA
–The focus is on tangible outputs. However this does not
mean that tasks that have a qualitative output cannot
form a KRA

17. Setting KRA in case of a Functional
Reporting Relationship
–Functional reporting cases will require input from the
functional superior in setting KRAs for the appraisee.
–The appraiser , the appraisee and the functional
superior will have to mutually agree upon the KRAs for
the appraisee.
–In case of a disagreement , it will be the functional
superior’s responsibility to convince the administrative
superior to reach an agreement on the KRAs and
communicate the same to the appraisee.
–In some cases, functional goals could be super-ordinate
to business goals.

18. Components of PMS
–establishment of organizational or system
performance standards, targets and goals
and relevant indicators to improve public
health practice

19. Components of PMS
–Performance Measures - application and
use of performance indicators and
measures

20. Contd…
–Reporting of Progress - documentation and
reporting of progress in meeting standards
and targets and sharing of such information
through feedback

21. Contd…
–Quality Improvement - establishment of a
program or process to manage change and
achieve quality improvement in public health
policies, programs or infrastructure based on
performance standards, measurements and
reports.

23. Importance of PMS
–A Performance Management System enables
a business to sustain profitability and
performance by linking the employees' pay
to competency and contribution .
–It provides opportunities for concerted
personal development and career growth .
–It brings all the employees under a single
strategic umbrella .

24. –Most importantly, it gives supervisors
and subordinates an equal opportunity
to express themselves under structured
conditions
–Organizations can effectively manage
the performance appraisal process with
our online performance management
system
–It calls for a high level of co-ordination,
channeled information flow, and timely
review

25. THANK YOU