WHY MEASURE PERFORMANCE ?

Reasons are What you cannot measure you cannot improve. If you cannot improve you cannot grow. Measurement helps in objectively differentiating between performers and non performers. Pay for performance is possible only of performance

What is PMS
A management process for ensuring employees are focusing their work efforts in ways that contribute to achieving the agencys mission. It consists of three phases: (a) setting expectations for employee performance, (b) maintaining a dialogue between supervisor and employee to keep performance on track, and (c) measuring actual performance relative to performance expectations

Purpose Of PMS

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.

PMS includes

Work plan Corrective action plan Performance documentation Fair appraisal

KEY RESULT AREA

A KRA refers to a target that needs to be achieved by the appraisee in a given time KRAs 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

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 superiors 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 superordinate to business goals.

Performance Standards - establishment of organizational or

system performance standards, targets and goals and relevant indicators to improve public health practice
indicators and measures

Performance Measures - application and use of performance

Reporting of Progress - documentation and reporting of

progress in meeting standards and targets and sharing of such information through feedback

Quality Improvement - establishment of a program or Importance Of Performance Management System:

process to manage change and achieve quality improvement in public health policies, programs or infrastructure based on performance standards, measurements and reports

Further Links from PMS

Rewards and Recognition Training and Development Potential Appraisal Career and Succession Planning

Steps of the PMS

Performance planning Performance Objectives Performance Execution Performance Assessment Performance review Performance Feedback Performance renewal and recontracting /rewards

Name:

Grade:

Dept

Designation:

Date of Joining Group:

Date of Joining the Company:

Location:

Appraisal Period:

Date of Last Promotion

I.(a) Performance Assessment(on 5 objectives decided upon by the employee himself for his performance ,self weighed and self rated as self assessment) Target (t)

Sl.No

Performance Objectives

Floor Level (f)

Achievement Wtge (%) (a) (w)

Score a/t*w

(b) Kindly List out : ofactors which enabled / hindered achievement of objectives mentioned above oand significant contribution through Task Forces / Cross Functional Teams etc.

II Competency Assessment(To be self rated and the total score to be calculated = Total score obtained *100/Number of questions answered *4

(4)

(3)

(2)

(1)

When the When employee When employee When employee potrays needs no aid from can do his job employee expertise in his seniors,subordina with instances needs full job ,often ideates tes or colleagues little aid from the supervision on his and comes for doing his job seniors,subordin and frequent up with ates or colleagues aid from his seniors,subord innovative inates or colleagues to his job

Expert

Competent Developing

Basic

When opportunity to demonstrate a particular competency does not exist in function.

(NA)

Description of the Competency

Comments in Support of Rating

Rating

Customer Focus (Internal/External) Follows instructions to be satisfaction of superiors Aims to develop good relations with internal and external customers Products and services Possesses Technical skills (that is knowledge of work procedures and applies technical competence in job requirements), Displays commitment to work, displays willingness to learn, Has a sense of urgency in acting on work matters, is accurate and thorough with work handles a reasonable volume of work, ensures careful work habits with safety requirements. Innovation & Entrepreneurship Contributes practical, creative ideas to overcome problems, creates and improves systems Encourages out of the box thinking among others. Interpersonal Relationship Ability to work effectively with others in a team, Shares a formidable relation on professional basis with employees of other departments

Fairness in Role Has attendance in order has punctuality in order, Can shoulder responsibility Leadership Leads from the front and by example. Defines and reinforces standards of appropriate behavior. Inspires others for Superior Performance., Helps resolves staff problems on work related matters, Effectively supervises work of subordinates

Strategic
Progressively impacts business objectives with well thought out strategies. Makes significant contribution to vision and corporate objectives of the company

Anticipation, speed and flexibility

Analyses and responds quickly to changes Consistently adaptive to change Delivers everything fast and ontime

Decision Making Collects relevant and comprehensive information. Generates a variety of options. Takes decisions and originates action. Demonstrates ability to make good decisions with limited data. Passion for superior performance Creates a culture for learning and growth Does not compromise on employee performance

Creates opportunities for increased job satisfaction Communication

Demonstrates the ability to convey his/her views in one on one and group situations. Listens effectively and probes for new ideas. Conveys company policies ,plans, change for employee involvement Sound written as well as verbal communication skills

III Overall Assessment Performance Rating: Ref Sec I (a)+sec II Expressed in percentage terms Signatures: _______________ Appraiser

(b) Training & Development Plan: Ref Sec II Functional Needs: (immediate job requirements)

General Management / Behavioral:

(c) Employees view on Performance Assessment Signature of Employee:

(d) Comments of Reviewer on the Appraisal Process Signature of Reviewer

IV (a) Career Aspirations (to be completed by the employee)

Describe the areas which interest you in your work. Highlight your career aspirations and the jobs you would like
to move to in the near future (in the Company / across other Companies in the MM Group) Time Frame Ready Now 1 2 years 3 5 years mobility constraint if any : Career Aspirations

Highlight any other concerns/ issues/ suggestions, which you would like your superior to be aware of;

Name of Employee: ________________

Signature: __________

Date: ______

IV (b) Career Recommendations

Summarize the employees ability to shoulder other responsibilities (within Company / Group). Please give details about the proposed responsibilities, the time frame for movement and elaborate with reasons for recommendation.

Time Frame Ready Now 1-2 years 3-5 years

Succession Planning

Details about Responsibilities / Reasons for Recommendation

Successors who can replace the incumbent

Time frame in which they will be ready Ready Now 1-2 years 3-5 years

1. Appraiser

________________ Name

________________ Signature

______________

Date
2. Reviewer Name ________________ Signature _______________ _____________ Date

The PMS model here has been classified into two

distinct parts where the evaluation is made on:

The attainment of objectives On competency and behavioral trait portrayed by the employee

The Process is divided into three parts

1) The Self appraisal part (Appraising by the employee himself) 2) The Appraising by the Monitoring officer(usually the supervisor ,or the immediate senior ) 3) Analysis of the total process by the evaluating officer or the evaluating committee

The basic classification for making the IDP would be on two major classifications 1)Basic Functional needs 2)General behavioral need

WHAT IS IDP

A clear statement of an employee's career goals, A map for attaining goals that specifies immediate and long-range developmental needs, An individually-tailored action plan to develop specific competencies (knowledge and skills) needed to improve performance in present position or to prepare for new responsibilities, A written plan for scheduling and managing an employee's development, A tool for a supervisor to estimate resources needed for employee development training, An agreement between the employee and supervisor based on funds available to meet the employee's and the organization's goals and A tool for an organization to develop its workforce to meet future needs

THE IDP PROCESS

The IDP process is a continuing cycle of planning, implementation and evaluation between an employee and supervisor, for the mutual benefit of both the employee and the organization. It is more than a swift
review of course catalogs. It requires time to:

Analyze job requirements Assess current competencies and Make informed decisions about developmental needs

Phase

What Needs to be Done

Section

Pre-Conference Planning from pms score

Employee-Supervisor Conference

Selecting Optimum Developmental Activity

Preparing the IDP Form

Implementing the IDP

Each step comprising the IDP consists of mutual responsibilities from the employee aswell as the supervisors . . When the employee and supervisor systematically work through the steps in this guide, an important opportunity exists to: Discuss critical job requirements and responsibilities where the employee is lagging, Outline the knowledge and skills needed to perform the work, Identify the employee's talents and needs, Define individual job satisfaction and Improve both organizational and individual performance.

Supervisor's Role Employee's Role

Ask: Where Have I Been? Ask: Where Am I Now? Ask: Where Can I Go?

Review performance appraisal Review performance standards Consider future possibilities for employee

Step 1 2 Review performance appraisal results.

Employee's Action

Ask: Were the performance standards met? If not, why? If so, how? What weaknesses were identified? Are technical or managerial competencies lacking? If yes, which? If not, is there any other problem affecting performance? How can performance be improved? Review short- and long-range goals. Ask: Are the goals realistic? Discuss the unit's and/or agency's goals, needs and priorities. To what extent do my individual goals mesh with those of the unit and/or agency? Are the goals attainable? What is the employee`s level of commitment toward attaining the goals. Review current technical and/or managerial competencies. Ask: What competencies do I have to meet my goals? What competencies do I need to develop? Identify developmental needs by determining the difference between the competencies I currently have and those needed to meet my goals. Rank developmental needs based on the unit's and/or agency's organizational needs and priorities, as previously reviewed. Discuss training and developmental activities to meet my needs. Select developmental activities and training that will meet my needs. Consider a variety of developmental approaches and strategies, and listen to the supervisor's ideas. See Section D of this guide.

3 4

5 6

7 8 9 10

Supervisor's Responsibilities

During the conference, the supervisor should: Provide feedback to the employee on everything discussed, striving for a two-way discussion, Be realistic and objective about which activities will best suit the needs of the employee, as well as the broader needs of the unit and/or agency, Discuss in detail the optimum developmental activities that are possible and appropriate, Take time to prioritize the developmental activities with the employee and Identify criteria used to evaluate employee's development

The matching of identified developmental needs with available development activities (training and non-training) is a major step in the IDP process. A major difficulty supervisors and employees encounter in matching needs with activities is that of selecting the optimum developmental activity, that is the activity that provides maximum learning within the boundaries of the organization's

Mission Budget Workload Travel Staffing and Time constraints

On-the-job-training( to teach employees new procedures and tasks on the job) Formal classroom training(training in class room enviornment) Self-development (taking initiative to develop through taking correspondence courses,taking pc tutorials,researching,practicing) Developmental activities (Shadowing , Detail/Rotational Assignments, Task Force Assignments )
Development of Job Aides (Cross program assignments,special workforce,coaching lower level employees)

Preparing the IDP form

Step 1 2 3 4 5 6 Employee Employee and Supervisor Supervisor Employee and Supervisor Employee and Supervisor Supervisor Who Completes the form. Discusses and agrees on contents of the form. Ensures that the form is properly completed. Signs the form. Keeps a copy of the form. Forwards a copy of the form to the Training Office. Responsibilities

Employee

Implements the IDP.

Implementing The IDP

From the employee`s part Documentation: Participation Evaluation .

 Complete the Termination and Evaluation Data section (front and back) on the agency/evaluation copy. Meet and discuss with the supervisor the developmental experience and Return the form to the Training Office.

Supervisor`s role Periodically reassess employee's plan, Meet with employee after each training and developmental activity and Make periodic written evaluations of how the training and development activities have affected the employee's performance.

After The IDP Is Completed

Reviewing or Revising an IDP An IDP is a plan for development, not a contract in stone. IDP's should be reviewed, revised or both as follows: at progress reviews of the performance plans, upon completion of training and altered as performance plans and job assignments change.

Proposing a few exemplary IDP methods (Keeping

in mind their feasibility and effectiveness

Functional Requirements General Management or Behavioral Requirements.

Better job knowledge and Technical skills so that can be identified by the increase in the quality of work, better utilization of Job resource

Shadowing Job rotation Coaching Mentoring Job Rotation Job Instruction Techniques

For General Management or Behavioral requirements: The Developmental Plan in this part mostly deals with the mid tier executives and the higher tier management professionals .The main framework of the process remains very similar .Just that the methods must be a little different from what we have seen in cases of functional requirements. For example the plan is to develop decision making skills of the managers or the strategic planning abilities of the managers, or the problem solving techniques .Then the following can be the options.

Organizing workshops Role playing Simulations Role plays Business games Psychometric tests In basket exercise Case analysis involving problems:

A suggestion about IDP regarding Communication

skills
Improve communication skills through applying direct communication, active listening, and responsive body language." This objective statement is not only clear in the overall goal of improving his communication, but it also outlines some of the behaviors that contribute to his opportunity of knowing the root causes of his failure

Identify the behaviors or skills Learn Practice Feedback

Another aspect of the behavioral trait would be Anticipation ,speed and flexibility.Employees who would find it difficult to adapt to changing environments in the organization .

Change in immediate superior this is a situation where the immediate superior or the supervisor of an employee or a group of employees is substituted by a new person. . Change in machinery already being used this is a situation where the organization may replace old machineries with new once due to the formers obsolescence or due to up gradation of technology, which contributes to better productivity. . Openness to new recruits it has been noticed that employees are often not quite open to the new recruits. Adaptability to change in shifts in departments where the employees have shifts in working hours it is seen that in case of change in shifts they face problems to An IDP to new shifts. Advancement in Technology it is often seen that other than machineries there are other technological advancements which is brought into use by the organization, for example instead of putting a signature on the register the employees are exposed to the use of biometry (figure print machine). In such a situation the employees should be briefed about the various pros and cons and utility of such technology

An audio visual cum lecture session on inter personal relations with special emphasis on acceptability of new people. For example developing interpersonal relationship with new superior, facilitate a new recruit to fit in the work environment and maintain good relation

The final lap of such training workshop must end up in mutual discussions between trainers and trainees with tips of how to implement it in their work sphere. IDP as discussed earlier must be a continuous process with constant monitoring and feedback .So it must be taken care of so that it is practiced .