Performance Management Performance Management v2Performance Management v2

Performance Management v2.pdf

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Performance Management
Oct 21, 2023 – 0900 to 1200
Presented by : Ahmad Fadzli Jantan
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Topics
 Understanding Performance Management
 Dissecting IMAN Performance Management Process
 Q&A
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Future-proofing your
workforce’s skills
Increased employee
engagement
Higher employee retention
Culture of feedback and trust
Improved organizational
performance

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Using STAR method during performance
conversation…
R
RESULT
A
ACTION
T
TASKSITUATION
S

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What is SITUATION?
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RESULT
A
ACTION
T
TASKSITUATION
S
1.Background or context in which the employee took action.
2.Acts as a frame.
3.What, When, Why.

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What is TASK?
1.Background or context in which the employee took action.
2.Acts as a frame.
3.What, When, Why.
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RESULT
A
ACTION
T
TASK
S
SITUATION

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What is ACTION?
1.Action is what the employee said or did in response to the
situation.

2.How it was done.
3.Describes what the employee has/has not said or done, how
he/she reacted or what he/she felt in this particular context.
Example:
▪Steps taken in completing a work assignment
▪How an employee planned the work for a particular project
▪What an employee did to meet a tough deadline or avoid
costly delays.
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RESULT
A
ACTION
T
TASK
S
SITUATION

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What is RESULT?
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RESULT
A
ACTION
T
TASK
S
SITUATION
1.The effects / impacts of the employee’s actions / behaviours.
2.They tell us what changes or differences the employee’s actions made &
whether the actions were effective & appropriate.
3.Maybe in the form of results, level of customer satisfaction, deadline, the
reaction of a manager, etc.

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How does a complete S.T.A.R. look like?
20 workshops
was conducted
as per
scheduled and
received 91%
positive
feedback.
RESULT
I defined the training
requirements and
curriculum, designed and
built coaching support
tools, and created
communication strategies
and scheduled training
sessions.
ACTION
My task was to
plan and
implement
training for 250
line managers
by end of April
2023.
TASK
As part of the
competency
assessment roll-out,
HR needed to
conduct a training
on coaching to line
managers.
SITUATION

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Beware of Bias!

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What are the potential bias and prejudices
that assessors need to avoid?
An individual has exceptional capability,
therefore is given more weight to very small
errors.
Tall Poppy Syndrome
Example
A simple grammatical error by a senior engineering
consultant in writing a memo is regarded as a critical
incompetence due to high expectations put on him.

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What are the potential bias and prejudices
that assessors need to avoid?
Generalisation of one behaviour, either
good (halo) or bad (horn), to all other
behaviours or actions.
Halo/ Horn
Example
An employee who dresses smart and speaks
English fluently (with British accent no less) is
perceived as competent.
In contrast, another employee who has a poor
command of English might be perceived as
incompetent.

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What are the potential bias and prejudices
that assessors need to avoid?
The recent/last experience is easier to
remember.
Recency
Example
An accounting executive who has been very
detailed and accurate in her report is considered
incompetent due to just one recent accounting
calculation error performed by him/her.

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What are the potential bias and prejudices
that assessors need to avoid?
Tendency to judge more favourably the
candidates who are similar to own attitude
or background, even if not job related.
Similar-To-Me
Example
A line manager evaluated an employee as being
competent since the employee used to work in the
line manager’s previous company and studied in the
same university as the line manager.

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Reading the Law
A lawful dismissal requires valid and substantive justification, as well as fair procedure. Per Section 20(1) of
the Industrial Relations Act 1967, an employee can only be dismissed with just cause or excuse.
In managing poor performance, the following criteria must be fulfilled:
The employee must have been warned about his/her poor performance (in written form and
acknowledged)
The employee must have been given sufficient opportunity to improve
Notwithstanding the above, the employee has failed to sufficiently improve his performance
In the event an employee is dismissed on grounds of poor performance and he/she files a complaint of unfair
dismissal, the burden is on the employer to prove that they have met the aforesaid criteria.
Understanding Performance Management…

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Document everything
Any specific standards expected of an employee
must be communicated from the outset
Performance assessment and appraisals should be
conducted consistently
Performance assessment should be based on
objective criteria that is the same for all employees
in the same category or job description
Line managers should be trained on how to assess
performance in line with company’s procedures and
requirements
Reasons and comments should always be stated,
whether positive or negative (no “no comment”)
Employees must be given the opportunity to explain
their shortcomings – not enough manpower or
support, not enough resources, family matters
DO NOT mix poor performance and misconduct.
The procedures for dealing with them are different
Understanding Performance Management…
Tips for managing poor performers

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Performance Improvement Plan (PIP)
A PIP acts both as a warning for unsatisfactory performance and a guideline to train an employee and to set
the expected improvement on record.
The PIP will usually contain the following:
The employee’s unsatisfactory performance
Key actions required to improve the employee’s performance
The standards expected of the employee
A specific timeline given to the employee to improve
Understanding Performance Management…

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Dissecting IMAN Performance Management Process
Start Year Setting
Mid Year PACE
End Year PACE
Pay for Performance
1
2
3
4
IMAN
Performance
Management
Cycle
Performance Planning
& Goal Setting
Performance Review
& Monitoring
Performance
Evaluation
Performance
Rewarding
Performance
Improvement Plan
Documentation

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Concept
Dissecting IMAN Performance Management Process
Wildly Important
Goals
(WIG)
Objectives & Key
Results
(OKR)
Individual KPI

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Sample
Dissecting IMAN Performance Management Process
“Increase revenue per
employee from 93k in
H1 to RM 200k in H2”
•Improve staff performance
towards achieving > 90%
OKR by Q3 and 100%
OKR by Q4
•Increase employee
engagement to 90%
Wildly Important
Goals
(WIG)
Objectives & Key
Results
(OKR)
Individual KPI
•Ensure the documentation and
organization process is smooth
and structured
•Ensure the staff satisfaction by
providing the conducive
environment and facilities to
facilitate their productivity through
effective SOP
•Enhance effectiveness level of
training and company
engagement

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Sample
Dissecting IMAN Performance Management Process
•Increase IP product
sold from 87,000 in
Q1 to 119,000 in Q3
•Achieve online sales
from 417,000 in Q1
to 650,000 in Q3
(250,000 monthly)
•Achieve product launch
target 1000 book sold per
SKU per month
•Achieve product growth
target 39,000 book sold
per month
Wildly Important
Goals
(WIG)
Objectives & Key
Results
(OKR)
Individual KPI
•Email re-targeting to selected
segmentation
•Develop quality content narrative
for each product growth in social
media
•Ensuring timely and impactful
media deliverable

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Option
Dissecting IMAN Performance Management Process
Wildly Important
Goals
(WIG)
Objectives & Key
Results
(OKR)
Operational/ BAU
Above & Beyond
Behavioral
Determines
whether employee
is at Successful,
Below or
Unsatisfactory
The initiatives that
may be deemed
Exceeds
Expectations or
Outstanding
Flag to ensure
alignment to
Company’s
leadership
competency/
cultural beliefs

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Q&A
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