Performance Appraisal

1. PERFORMANCE
MANAGEMENT &
PERFORMANCE APPRAISAL
PRESENTED BY
MARIA SHAHEEN

2. ALIGNMENT
What is Alignment and why it is important
Alignment between organizational Vision and on the other hand
important organizational outcomes such as
▪ Employees Productivity
▪ Employees retention
▪ Customer Satisfaction
There is a strategic connection of Performance Management System to
organizational strategy & goals, and it helps them to succeed.

3. BALANCE SCORECARD
(Kaplan & Morton)
▪ Financial
▪ External Customers
▪ Internal learning and Operations
▪ People and Environment
Connet the element of model in a cause-effect value chain (Value map of
the organization)

4. ALIGNMENT
Policies
▪ Goals / Values
▪ Clear priorities
▪ Aligned Performance Matrix
▪ Company Goals
▪ Department Goals & Fits
▪ Low and High Value activities
Brand
▪ Understand Brand Promise
▪ Organization Brand Promise
Customer
▪ Customer Expectation
▪ Performance linked to customer
▪ Market changes Adaptability

5. THE BUSINESS IMPACT OF LOW ALIGNMENT
The Impact / consequences companies experience due to low alignment
are outlined after through study, theory, practice, research, and
interviews with senior leaders.
▪ Confusing brand promise
▪ Many urgent but not important activities
▪ Non - competitive costs due to low productivity resulting from
misdirected activities or talent
▪ Burnout — working hard, but not smart
▪ Overstaffing, to compensate for time lost on low - value activities
▪ Slow strategy execution
▪ Low teamwork; high conflict across interdependent units
▪ Talent loss
▪ Low customer satisfaction/loyalty

6. LEARNING
• It is difficult to set learning agenda if you don't have clear written goals. I
will draw on a large database from the Metrus Group, which contains
questions related to alignment and performance management. The seven
drivers of high alignment include:
• 1. A clear, agreed - on vision and strategy
• 2. Translation of the vision and strategy into clear, understandable goals and
measures
• 3. Acceptance, or passion for, the vision, strategy, goals among those who
are implementing them
• 4. Clarity regarding individual roles and requirements in supporting the
strategic goals — and the extent to which these have been effectively
cascaded and interlinked across the organization
• 5. Sufficient capabilities (talent, information, and resources) to deliver the
behaviors needed to reach the goals
• 6. Clear, timely feedback on goal attainment and the drivers of those goals
• 7. Meaningful incentives to encourage employees to develop or deploy
sufficient capabilities to achieve the goals

7. THANK YOU