performance management systems- abhilash

8/14/2019 Performance Management Systems- Abhilash

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In general, P.M is defined as the systematicprocess for improving organizationalperformance by developing the performanceof individuals and teams.

According to Armstrong and Baron, P.M is astrategic and integrated approach todelivering sustained success to organizationby improving the performance of the people

who work in them and by developing thecapabilities of team and individual contributors


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Actual Performance

Improved Performance

Low Performance Coaching, Counseling


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To align individual and organizationalobjectives

To improve organizational performance

To improve individual performance

To provide the basis for personaldevelopment

To develop a performance cultureTo inform contribution/performance

pay decisions


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Gordon Goal Setting theory:

Setting goals at work can help a manageeincorporate ways to meet his personaland professional needs, there byoptimizing goal congruence between aindividual and the organization is highly

required. Research confirms that goalsetting improves managee performanceat all levels in all kinds of organisation.

Goals vary in 3 dimensions Specificity

Difficulty

Acceptance


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Ten Commandments of SuccessfulPerformance Management

1. Successful performance management is no

longer an optional extra2. Successful performance management meansaccepting and embracing change rather thanholding it at arm's length

3. Successful performance management is acontinuous process, rather than a one-off project

4. Performance management is a 'people centered'

activity5. Successful performance management is donewith people, not TO them


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6. Successful performance management measuresare credible and understandable

7. Successful performance management is drivenby the gap between where you are now and whereyou want to be

8. Successful performance management measures

are about efficiency, effectiveness and adaptability.

9. Successful performance management usestechniques that are relevant and effective - and

uses them well

10. The ultimate judge of your performancemanagement is the customer - and they deserve tobe delighted.


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Traditional Feedback vs. 360 Deg. Feedback


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360-degree feedback is defined as Thesystematic collection and feedback ofperformance data on an individual orgroup derived from a number ofstakeholders in their performance.

It is an assessment process usedto improve managerial

effectiveness by providing themanager with a more completeassessment of their effectiveness

and their performance and


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It is suitable for a non hierarchical,flexible organization.

It assists managers with limited

knowledge of performance afterrestructuring.

It reflects value that wider groups

should have input into performancemanagement.

It is seen as best practice.


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Step 1: The

Questionnaire Leadership

Team Player

Com.SkillsOrg. Skills

Decision Making

Adaptability Expertise

Vision

Step 2: Ratings

1-2 : Least Skilled

3-4: Not a Strength

5-6: Appropriate

Skill

7-8: A Strength Skill

9-10: An Exceptiona


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Step 3: DataProcessing

Questionnaires arenormally processed

with s/w internally.Orgiven to externalsuppliers who are

specially for analyzingand delivering results.

Step 4:Feedback

- Individual

- Manager

- Anonymous ? ?

- Culture plays arole


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Step 5: Action

Action will depend on thepurpose

Development - IndividualsAppraisal - Managers

Pay - H.R


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Define objectives

Decide on recipients

Decide who will give the feedback

Decide the areas of work and behavior onwhich feedback will be given

Decide the method of collecting the data


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Decide data analysis andpresentation

Plan an initial implementationprogramme

Analyse the outcome of the pilotscheme

Plan and implement full programme

Monitor and evaluate


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R i f i


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Reinforcing

Rounded view of Performance

Identifying key development areas

Raising Self Awareness

Continuous Improvement

Improved Morale

Acceptance Of Results


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No Openness

Excessive Stress

Lack Of Action

Overdependence

Too Much Of Bureaucracy

Incapability and Lack Of Skill Of Managers


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Support from Management

Commitment

Determination as a tool for development

Questionnaire reflects all aspects

Fair Follow up process

Transparency

Be trained in how to facilitate a 360 process.

CRITERIA FOR SUCCESS


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Don't force it on people

Explain what it is, what it does, how it's

used, and its' benefits to all concerned,continually

Emphasize confidentiality

Disconnect it from any compensationdecisions (raises, bonuses, etc.) - make itdevelopmental

Provide information on its purpose and

process to assessorsConduct structured feedback workshops for

feedback recipients


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Spend time with those people having difficultywith their feedback

Know the instrument you're using thoroughly

Provide seamless coordination and support fordistributing and collecting the assessmentinstruments.

Make sure your vendor provides back-upsupport in case problems occur with theinstruments or the process.

Align your 360 process with the organization's

culture, procedures, and practices. Supportand reinforce it.


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performance management systems- abhilash

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