introductin to peformance management

1. Introduction to
Performance Management
AKASH NONIYA
JAIPAL
DURGESH SUTHAR
SHUBAHM

2. Meaning of performance
 The action or process of carrying out or
accomplishing an action, task, or function can
be termed as performance.
 Performance management includes the
processes used to manage corporate
performance, the methodologies that drive
some of the processes and the metrics used
to measure performance against strategic
and operational performance goals.

3. What are Performance
Standards?
Performance Standards are the benchmark
against which performance is measured.

4. Definition of PM
 “It is a continuous process of identifying,
measuring and developing the performance
of individuals and teams and aligning
performance with the strategic goals of the
organization”.
 Performance management focuses on the
performance of an organization, a
department, employee, or even the
processes to build a product or service or any
other areas in an organization.

5. History of PM
In the 3rd century AD, the Chinese were using performance appraisal systems for
their evaluations of their employees
Industrial Revolution of the 18th century made factory managers aware of the
importance of their employees’ performance on their production outputs.
American researchers and philosophers contributed in the areas of performance
evaluation by developing ideas of management by objectives (MBOs) and employee
motivation.
Spreigel reported in 1962 that by the early 1960s more than 60% of American
organizations had a performance appraisal system.The system’s popularity stemmed
from the Army’s implementation of a performance management system for its
officers.

6. Contd…
 The origin of PM can be traced in early 1960's
when performance appraisal systems were in
practice.
 During this period, Annual Confidential Reports
(ACR’s) was also known as Employee service
Records were maintained for controlling the
behaviors of the employees and these reports
provided substantial information on the
performance of the employees.

7. Contd...
 In next phase around 1980's, whatever adverse
remarks were incorporated in the performance
reports were communicated to the employees so
that they could take corrective actions for
overcoming such deficiencies

8. Performance managementVs
Performance appraisal
Performance appraisals, also called performance
evaluations, are tools used to measure the effectiveness
of an employee; most organizations conduct
performance appraisals once a year during an annual
evaluation process. A performance management
system, however, is much more dynamic. It can use the
performance evaluation tool but also incorporates other
elements into the performance management cycle.

9. Purpose of PM system
 It serves the strategic purpose of the org.
 Provide information for reward system
 Facilitates HR decisions
 Enabling employees to learn about their
performance as against org expectations
 It serves as a developmental purpose
 Serves org maintenance purpose
 Support HR decision to meet legal
requirements

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PM Process
PM
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PM

11. Phase 1 - Plan
The planning phase is a collaborative effort involving both
managers and employees during which they will:
 Review the employee’s job description
 Develop a work plan that outlines the tasks to be
completed
 Setting expected results and standards that will be used
to evaluate performance (Specific Measurable Attainable
Realistic Time-bound)
Identify training objectives that will help the employee grow
his or her skills and knowledge

12. Phase 2- Monitor
 For a effective performance management system
employee progress and performance must be
continuously monitored.
 Assess progress towards meeting performance
objectives.
 Identify any barriers and help overcome them.
 Share feedback on progress relative to the goals.
 Identify any changes that may be required to the work
plan.

13. Providing Feedback
The main purpose of constructive feedback is to help
people understand where they stand in relation to
expected and/or productive job and workplace
behavior.
 Prepare
 State the facts
 Listen
 Agree on an action plan
 Follow up

14. Phase 3- Review
An opportunity to review, summarize and highlight the
employee’s performance over the course of the review
period
 Summarize the work accomplished during the
previous year
 Document challenges encountered during the year
and identify areas for training and/or development
 Identify and discuss any unforeseen barriers to the
achievement of the objectives

15. 360-Degree Assessment
Process
360-degree feedback, also known as 'multi-rater
feedback', is employee development feedback that
comes from colleagues, peers and managers in the
organization, as well as self-assessment, and
sometimes sources such as clients, volunteers or
other stakeholders.
Senior managers are responsible for assessing the
performance of other employees but often do not
receive adequate feedback themselves. 360-degree
feedback allows the individual to understand how his
or her effectiveness as an employee, manager, or
coworker is viewed by others.

16. Advantages of PM
1. Direct financial gain
 Grow sales
 Reduce costs in the organization
 Stop project overruns
 Aligns the organization directly behind the CEO's goals
 Decreases the time it takes to create strategic or operational
changes by communicating the changes through a new set of
goals

17. anagement
Advantages of PM
2. Motivated workforce
 Optimizes incentive plans to specific goals for over achievement
 Improves employee participation
 Create transparency in achievement of goals
 High confidence in bonus payment process
 Professional development programs are better aligned directly to
achieving business level goals

18. anagement
Advantages of PM
3. Improved management control
 Flexible, responsive to management needs
 Displays data relationships
 Helps audit / comply with legislative requirement
 Simplifies communication of strategic goals planning
 Provides well documented and communicated process
documentation

19. Problems In Implementation of
PM Systems
1.Decreased Performance of individuals and organisations
 Lack of training of the individuals and managers
 Lack of addressing the change in the culture of the
organisations
 Subjectivity level to high during evaluations
 Performance reviews used as a stick to get back at employees

20. Problems In Implementation of
PM Systems
 Lack of addressing the fears of employees and clarification of
the whole process and advantages to the employees
 Lack of conformity regarding Performance Management in the
various departments
 Lack of management commitment

21. Problems In Implementation of
PM Systems
2. Degrading of Communication
3. Lack of Management commitment
4. Subjectivity
5. Lack of Rewards
6. Negative Attitudes Development

22. PERFORMANCE MANAGEMENT IN
M&M LTD.

23. BUSINESS GOALS
STRATEGY, VISION, MISSION & BUDGET
ORGANIZATION’S OBJECTIVES
DEPARTMENTAL / FUNCTIONAL OBJECTIVES
ROLE / INDIVIDUAL OBJECTIVES
KEY RESULT AREA (KRAs)
The PMS process starts with setting of
business goals & organisation’s
objectives. In M&M Ltd., organizational
goals are set in the month of March every
year. After this step, departmental and
individual goals are set. Here, in M&M Ltd.,
Top Down approach is followed for goal
setting.

24. For departmental goal setting, Balanced Score Card
approach is adopted.
In 1992, Robert S. Kalpan and David P. Norton’s concept of
the Balanced Score Card revolutionised conventional
thinking about performance metrics. The balanced
scorecard measured performance on four perspectives:
a.Customer
b.Internal processes
c.Learning & Development
d.Financial
The balanced scorecard allows managers to look at the
business from these four important perspectives. The
scorecard wasn’t a replacement for financial measures; it
was their complement.
It provides answers to four basic questions:
Departmental Goal Setting

25. a.How do customers see us? (Customer
perspective)
b.What must we excel at? (Internal processes
perspective)
c.Can we continue to improve and create value?
(Learning and Development perspective)
d.How well do we look to our stakeholders?
(Financial perspective)
In M&M Ltd., weightages are assigned to all four
perspectives. The weightages may vary according
to the department. Balanced Score Card also
depends upon business plans for the particular
year.

26. Individual Goal Setting:
After setting Departmental goals, Individual goals are set.
Following diagram shows various steps in the process of
individual goal setting:
Communication
Workshop
KRA SettingFeedback &
Counseling
Mid-Term
Review
Performance
Appraisal
(Review)

27. Step 1: Communication Workshop:
Communication workshop is conducted in months of
May or June every year.
It is compulsory for all employees, right from
operational level to strategic level. This workshop is
conducted for two days.
KRA setting and How to conduct appraisal are the
topics which are covered on first and second day
respectively.
It is useful to both appraisers as well as appraisees.
It helps appraisers for KRA setting and review
meetings.

28. Step 2: KRA (key result areas) setting:
Measurable goals for every individual, linked with the
business goals are set before the beginning of the
financial year.
Each individual has 3 to 5 KRAs. Each KRA set has a
weightage and the total of weightages is 100%.
All the targets i.e. KRAs are set after discussion between
superior i.e. appraiser and subordinate i.e. appraisee.
Performance with respect of KRAs forms a basis for the
calculation of Performance payout amount for an
individual.

29. Step 3: Mid – Term Review:
Mid – term reviews are conducted in the month of October.
Mid – term reviews are done with a view to know how much goals the
appraisee has achieved.
If the appraisee has failed to achieve the targeted level then the superior
can have a discussion with the appraisee regarding this and the reason for
not achieving the desired level of performance is found out.
Step 4: Performance
Appraisal (Review):
Performance appraisal or reviews are done in the month of May. Appraisees
are reviewed on the basis of achievement of KRAs .
Performance appraisal is a one to one discussion between the appraiser &
the appraisee about
*Performance based on goals set & results achieved
*Training and the developmental needs for the employee

30. Step 5: Feedback and Counseling:
In M&M Ltd., superior gives the feedback to the subordinate
immediately after the final performance appraisal.
Following points explain the very purpose of Performance
Dialogue:
•The appraiser and the appraisee together review overall
performance of an individual against agreed targets.
• Helps in identifying Areas for Improvement.
• Provides development opportunities for the growth of people.
• Agree / Generate Data for actions relating to Increments,
Promotions, etc.

31. RESULTS:-
PM focuses on results, rather than behaviors and activities.
Aligns organizational activities and processes to the goals of the organization
Supports ongoing communication, feedback and dialogue about organizational
goals. Also supports communication between employee and supervisor.