presentation kpi
TRANSCRIPT
FELDA GROUP OF COMPANIES
PERFORMANCE MANAGEMENT SYSTEM
Performance Management Cycle
Step 1 :
Performance Planning
Top management sets business
goals, KP Is and targets which
cascade throughout the Group
Determine desired results and
set individual goals and targets
Validate targets
Review competencies and set
developmental objectives
$ Reward
Incentive Pay Out
Performance
Grading
Performance Monitoring
Mandatory mid-year
reviews
Ongoing discussions
Coaching
Modifications/ revisions to
objectives
Step 2 :Performance Review / Assessment
Manager solicits input from peers
subordinates and customer
Manager completes review of performance
Moderation exercise to rank performance
(as target setting becomes more rigorous,
moderation may reduce)
Step 3 :
Performance Rewarding
Felda Group’s Business Plan
Performance outcomes are used to determine
Annual salary increment
Bonus/ incentive
Promotion
Group, Business Unit/ Group Function, Department & individual scorecards & Role Competency Profiles
Annual Cycle
Performance Management is a shared responsibility between the
organization, staff, reporting managers and reviewing managers… The Organization (Felda Group)
Staff Who…
Is the appraisee
Takes responsibility for self in the process
Seeks feedback on performance
Uses organizational resources for self-development
Reporting Manager Who…
Is the direct superior of the appraisee and is accountable for his/her performance evaluation
Reviewing Manager Who…
Is the direct or indirect superior of the reporting manager and is responsible for the overall performance of the business Unit/ Group Function and Department
• Demonstrate that performance management is a shared responsibility between the employer and staff
• Increase focus on performance
• Align individual staff goals/KPIs with Group, Company and Departmental objectives
• Improve rigor and calibration when setting targets for the KPIs
• Set mutual performance expectations
• Increase focus on ongoing feedback and coaching
• Identify opportunities for staff development
• Increase focus on evaluating actual performance
• Improve the linkage between individual staff performance and rewards
Performance Management System enables us to achieve the following ……
Section 1A, 1B, 1C Personal Details – Appraisee, Appraiser & Reviewer
Section 2APerformance Goals / KPIs & Targets ( The ‘WHAT’ )To be endorsed by Reviewing Manager
Section 2BCompetencies ( The ‘HOW’ )
Section 3AOverall Rating
Section 3BOverall Technical competence
Section 4 Development Plan - Core Competency- Specific Technical Competency
Section 5Review Discussion Record
The New Performance Appraisal Form
Performance Appraisal Form
PERFORMANCE APPRAISAL FORM(EXECUTIVE)
The appraiser is the direct superior of the employee (appraisee).He/she sets the appraisee's targets and is accountable for his/her performance evaluation. The reviewer is the person who is responsible for the overall performance of the Group/Company/Department (i.e. the direct or indirect superior of the appraiser). He/she calibrates/validates and approves the targets. This form is private and confidential once completed.
To be completed by Appraiser
Purpose of Review (Please indicate with 'X')
Mid-Year Review
End of Year Review
Interim Review (e.g.Transfers)
SECTION 1A : APPRAISEE PERSONAL DETAILS
1Employee Name 5Company
2Staff Number
6Department
3Designation 7Date Joined
4Job Grade 8Current Review Period
From To
Month Year Month Year
SECTION 1B : APPRAISER PERSONAL DETAILS
1Appraiser's Name Designation
SECTION 1C : REVIEWER'S PERSONAL DETAILS
1Reviewer's Name Designation
Performance Appraisal Form
SECTION 2A : PERFORMANCE GOALS/KPIs & TARGETS (The "WHAT")
PERFORMANCE PLANNING PERIOD
1) Please complete columns (A) to (E) for the performance planning cycle.
2)A maximum of 8 goals/KPIs and targets should be set across all perspectives of the Balanced Scorecard (Financial, Customer, Internal Process, Learning & Innovation), including project based goals (if applicable).
3)The Threshold, Minimum On-Target, On Target, Maximum On-Target and Stretch performance rating levels will be set upon discussion and agreement betweenappraisee and appraiser.
PERFORMANCE REVIEW PERIOD
1)Please complete column (F) for the performance review and calculate the KPI score.
KPIs Weightage
% (W1):60%
(A) (B) (C) (D) (E) (F) (G) (H)
Scorecard PerspectivePlease circle
Key Performance Indicators (KPI)
Units (Eg: RM,
minutes, %, etc.)
To be filled at start of Performance Period
Weight%
Min. 10%
Actual Achieveme
ntTo be filled at end of
Performance Period
Rating
(1-5)
Weighted
Score
(E) x (G)
Threshol
d
Minimum On-
Target
On Target
Maximum On-Target
Stretch
F C I L 0 F C I L 0 F C I L 0 F C I L 0 F C I L 0 F C I L 0 F C I L 0 F C I L 0
0% TOTAL (I) 0Scorecard Perspective definition: F=Financial C=Customer I=Internal Process L=Learning & Innovation
COMMENTS ON KPI ACHIEVEMENT KPIs SCORE
(I) x (W1)0.0
Performance Appraisal Form
SECTION 2B : COMPETENCIES (The "HOW")
PERFORMANCE PLANNING PERIOD
1) For each competency, please fill in the required proficiency level for appraisee's position in column (C).
2) Communicate the required proficiency level to the appraisee.
3) Please refer to competency dictionary for proficiency levels and behavioural desriptors.
PERFORMANCE REVIEW PERIOD
1) Please complete columns (D) and (E) during the performance review and calculate the score for COMPETENCIES.
Competencies Weightage (W2) :
40%
(A) (B) (C) (D) (E)
NO.COMPETENCY
REQUIRED LEVEL OF PROFICIENCY
(Level SE,AM,Exec, Exec.
Asst.)
COMPETENCY RATING
(1-5)COMMENTS ON COMPETENCY PERFORMANCE BY APPRAISER
1 Communication
2 Teamwork
3 Innovation & Change
4 Accountability
5Organising, Planning & Decision Making
6 Composure
7 Business Acumen
8 Service Orientation
(F) TOTAL 0
COMPETENCIES RATING SCALE
(G) AVERAGE SCORE (F / 8) 0.0 1 2 3 4 5
Needs Most
Improvement
Need Some
Improvement
Meets Requireme
nts
Exceed Some
Requirements
Exceed All Requireme
nts(H) COMPETENCY SCORE (G) x (W2) 0
Performance Appraisal Form
SECTION 3A : OVERALL RATING SECTION 3B : OVERALL TECHNICAL COMPETENCE(To be completed at Performance Review) (To be completed at Performance Review)
Appraiser to fill up the KPIs Score from Section 2A and Competency Score from Section 2B and indicate the Overall Rating. Refer to the overall performance matrix below.
Appraiser to rate the current level of overall technical competence of appraisee. Refer to the technical competency matrix below.
KPIs SCORE +COMPETENCIES
SCORE=
OVERALL RATING
REQUIRED LEVEL OF
PROFICIENCY
OVERALL RATING
COMMENTS
0.0
Overall Performance Rating Results Level of Technical Competence
4.6 - 5.0 Exceed All Requirements
SGM + CEO
Gred GMPossess in-depth expertise/professional mastery in technical/ functional competence
3.6 - 4.5 Exceed Some Requirements GM Possess specialist technical/ functional competence
2.6 - 3.5 Meets Requirements
SM, Manager
Able to offer sound advice and demonstrate sufficient technical/ functional competence
1.6 - 2.5 Need Some Improvement SE, AM Able to practically apply technical/functional competence
1.0 - 1.5 Needs Most Improvement
Exec., Exec Asst.
Possess basic conceptual technical/functional competence
Technical Competency Rating Scale
1 2 3 4 5
Needs Most Improvement
Need Some Improvement
Meets Requirements
Exceed Some Requirements
Exceed All Requirements
Performance Appraisal Form
(To be filled by Company / Department)
SECTION 4 : DEVELOPMENT PLAN
Name :
PERFORMANCE REVIEW PERIOD Staff No. :
Appraiser to identify and discuss with Appraisee 3 areas for development under core competencies. Company :
NO. CORE COMPETENCY
CORE COMPETENC
Y DEVELOPME
NT PLAN AND
ACTIVITIES
(To be filled in at year-
end performance
cycle)
1 Communication 2 Teamwork 3 Innovation & Change 4 Accountability 5 Organising, Planning & Decision Making 6 Composure 7 Business Acumen 8 Service Orientation
PERFORMANCE REVIEW PERIODAppraiser to identify and discuss with Appraisee the specific areas for technical competency development.
Please refer to competency definition for detailed description of technical competence.
SPECIFIC TECHNICAL COMPETENCY
CURRENT LEVEL OF
TECHNICAL COMPETENCE
DEVELOPMENT PLAN AND ACTIVITIES Level of Technical Competence(To be filled in at year-
end performance
review)
1 2 3 4 5
Needs Most
Improvement
Need Some
Improvement
Meets Requireme
nts
Exceed Some
Requirements
Exceed All Requireme
nts
Performance Appraisal Form
SECTION 5 : REVIEW DISCUSSION RECORD
Comments to be made on review discussion (To be completed at end of Performance Period)
APPRAISEE Yes No
1. My targets and goals for the year were communicated to me at the start of the performance period 2. My appraiser and I conducted a mid-year review 3. I was given feedback and coaching throughout the year 4. My reporting manager conducted my annual review with me, providing feedback on my performance 5. My reporting manager has discussed my developmental plans with me
Involvement in Internal & External Activities and Level of Achievement/Contribution (i.e Internal - KSRF, Suri etc., External - Industry Association, Standards Organisation etc.)
Appraisee's Comments:
Appraisee's Signature: Date:
APPRAISER Reporting Manager's Comments:
Reporting Manager's Signature:
Date:
REVIEWER Reviewing Manager's Comments:
Reviewing Manager's Signature:
Date:
What happens during Performance Planning?
The objective of Performance Planning is to ensure that employees are well informed on the Group / Company / Departmental goals.
It provides appraiser and appraisee with an opportunity discuss and
agree on what is expected during the forthcoming performance cycle
It is critical because it ensures that everyone focuses on the actions and behaviors needed to achieve business success
Employees and Reporting Manager discuss and agree on :
Goals/KPIs and targets for the year
Competency gaps to derive development plan
Performance Review / Assessment
Step 1 :
Performance Planning
Top management sets business
goals, KP Is and targets which
cascade throughout the Group
Determine desired results and
set individual goals and targets
Validate targets
Review competencies and set
developmental objectives
$ Reward
Incentive Pay Out
Performance
Grading
Performance Monitoring
Mandatory mid-year
reviews
Ongoing discussions
Coaching
Modifications/ revisions to
objectives
Step 2 :Performance Review / Assessment
Manager solicits input from peers
subordinates and customer
Manager completes review of performance
Moderation exercise to rank performance
(as target setting becomes more rigorous,
moderation may reduce)
Step 3 :
Performance Rewarding
Felda Group’s Business Plan
Performance outcomes are used to determine
Annual salary increment
Bonus/ incentive
Promotion
Group, Business Unit/ Group Function, Department & individual scorecards & Role Competency Profiles
Annual Cycle
Objectives of Performance Review
Ongoing performance reviews and feedback will ensure ….
mutual understanding of performance expectations as well as provide opportunities for coaching and development
performance expectations are clear and that employees are aware of the criteria that will be used for their performance assessments as at the end of the performance cycle it will minimize surprises arising from performance ratings and reward
performance review should be developmental in approach, providing opportunities for supervisors to coach staff towards achieving goals & targets and highlighting weaknesses for development
useful check points to review employee progress against set goals and targets and demonstrated behaviors against targeted competency proficiency levels
Multi-Source Assessment (MSA) gathers feedback from many sources
Utilizing multi-source assessment Feedback is sought from peers, subordinates and customers The availability of additional data increases the objectivity of the assessment
Involving employees in goal-setting
Employees are involved in helping to set goals thus, ensuring greater buy-in SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goal are set which allow
consistency and quality – control for the goal-setting process
Employees and managers take mutual responsibility for career planning and personal
development Supervisor
Mentor
Colleague
Subordinate
Shared Support Staff
External Customer
Self
Internal Customer
Objectives of Performance Assessment
Performance assessment is a formal opportunity for reporting managers to
assess staff performance against pre-determined goals and targets and
targeted competency proficiency levels, using the rating scale
It also provides a forum to identify opportunities for staff development and
improvement during the next performance management cycle
The outcomes of performance evaluation will provide a linkage between
individual staff performance and rewards
Annual Budgeting Process
Step 1 :
Performance Planning
Top management sets business
goals, KP Is and targets which
cascade throughout the Group
Determine desired results and
set individual goals and targets
Validate targets
Review competencies and set
developmental objectives
$Reward
Incentive Pay Out
Performance
Grading
Performance Monitoring
Mandatory mid-year
reviews
Ongoing discussions
Coaching
Modifications/ revisions to
objectives
Step 2 :Performance Review / Assessment
Manager solicits input from peers
subordinates and customer
Manager completes review of performance
Moderation exercise to rank performance
(as target setting becomes more rigorous,
moderation may reduce)
Step 3 :
Performance Rewarding
Felda Group’s Business Plan
Performance outcomes are used to determine
Annual salary increment
Bonus/ incentive
Promotion
Group, Business Unit/ Group Function, Department & individual scorecards & Role Competency Profiles
Performance Rewarding
Value DriverBusiness
Performance Drivers
Analysis
Communication Teamwork Innovation & Change Accountability Organising, Planning & Decision Making Composure Business Acumen Service Orientation
Bonus
Increments
Base Salary
Benefits
REWARD
CustomerKPI 1
FinancialKPI 2
ProcessesKPI 3
PeopleKPI 4P
erfo
rman
ce
Pla
ns
“WHAT”
+“HOWS’
Measurement
Linking Performance With Rewards
The value drivers at business unit level are ‘translated’ into focused performance
objectives, which can be measured and rewarded
Good Assesment Of The PerformanceManagement
Increase productivity and income of companies and workers.
Encourage staff to undertake a more persistent, innovative and strive to improve the achievement of a better time to time.
Shows the spirit of a team (team-work) among workers.
To produce a deep awareness of the aspects of discipline, ethics and safety among workers.
Cultivate personnel changes to the way in which rewards are related to productivity.
Performance Planning Performance Reviewing Performance Rewarding
Setting SMART KPIs
- Performance ranges - Balance Score Card
Competencies expectations
Mid Year Review
Year End Review
Performance Rating
Feedback & Coaching
Performance Dialogue
Performance outcome
used to determine;
Annual Increments
Bonus
Promotions
Performance Management System
Summary