PRACTICE ORIENTED WORKSHOP ON

SETTING OBJECTIVES

AND
PERFORMANCE COUNSELLING

OBJECTIVES OF THE PROGRAMME

Share the objectives of performance appraisals

Provide guidance and practice to the participants to set smart objectives

Share with the participants as to how to conduct effective performance reviews

HISTORY

Trait evaluation
Confidential reports Evaluation against set objectives Individual Dyads Groups/teams Organisation/SBUs

THE EQUATION OF PERFORMANCE

INVIDUAL PERFORMANCE

=
ABILITY x MOTIVATION x ORGANISATIONAL SUPPORT

CHANCE FACTORS

ENVIRONMENTAL FACTORS

FACTORS OF PERFORMANCE

Ability training, retraining, instructions

Motivation intrinsic/extrinsic company policies, departmental atmosphere, personal matters

Organisational support post training, developmental plans

WHY SET OBJECTIVES ?

Set a clear road map for individual contribution

Bring about role clarity Clarify expectations between appraiser and appraisee Provide a tool for continuous improvement Inculcate result orientedness Address conflicting targets Bring about focus in actions

While we set objectives in the beginning of the year, flexibility to fine tune the objectives is required to cater to changing situations

MANAGING PERFORMANCE

Define PlanMonitor
Who plans performance Performer With the help of supervisor

Business Objectives AnalysisReward

Context of orgnisational plans On the basis of previous performance Using benchmark wherever possible

SMART CRITERIA

Specific observable
Measurable qualitatively and quantitively Accountable my own (not departmental) Realistic stretched but not beyond reach Time bound having start and end times

Weightages may be assigned to the job objectives

SMART CRITERIA

SALES FROM Rs 2 CRORES TO Rs 3 INCREASE IN SALES OF ABC IN THE SALES OF ABC FROM Rs 2 CRORES TO SALES CRORES OF ABC IN THE FROM WESTERN Rs 2 CRORES REGION TO WESTERN REGION FOR THE YEAR SALES OF ABC FROM Rs 2 CRORES TO Rs 3 CRORES FOR THE YEAR 2002-03 Rs 3 FOR CRORES THEIN YEAR THE 2002-03 WESTERN 2002-03 Rs 3 CRORES IN THE WESTERN REGION FOR THE YEAR 2002-03 REGION

JOB OBJECTIVES CHECK LIST

Do they cover almost all areas/aspects of the job where I am likely to

make a difference ? Are they linked to the overall performance of the department/unit ? Do they fulfill the SMART criteria ? Do they give me a sense of direction ? (future road map, dos, don'ts) Do they clarify my role ? Do I have an activity list or action plan for each JO ?

Do they relate to my performance as contrasted with that of my

subordinates, peers or seniors ? Do they indicate the extent to which I will be spending my time and the extent to which each is important ?

EXERCISES EVALUATE THESE OBJECTIVES

To assist the division head in conducting abc study on need basis

2% training mandays for subordinates out of available mandays To enforce adequate internal control in these areas relating to raw materials, store equipments and other service contracts. To provide adequate working capital for operations including business driven variations 15 days training for Mr.. Xyz

EXERCISES EVALUATE THESE OBJECTIVES

To develop strong second and third line in the department over a

period of 1-2 years Provide technical support to achieve x crores worth of production as per budget requirement Training of staff/workmen for higher safety rules and regulations along with house keeping Ensure timely completion of testing activities of QA FP section

(approx. 5000 samples/year)

Improve profitability of abc product To produce 50 Mt/month of product Improve RM consumption norms

SOME GOOD OBJECTIVES

Increase in sale of 555 from 2 to 3 crores in the western region for

the year 02-03 Develop a, b and c upto plant scale up by March 2003. Achieve RM consumption of x kg/kg of FP to y kg/kg of FP by March 03 Increase internal customer satisfaction from 65% to 70% by March 03

Reduce absenteeism in the manufacturing area by 5% for the year

02-03 Achieve a average interest rate of X% for the year 02-03

SOME QUESTIONS WE CAN ASK OURSELVES WHILE WE SET OBJECTIVES

What are the areas of my activity ?
What are the final outcomes of my activity? What outcomes are desired by my management ? What is the desired level of performance ? What is significant about the job I do ? What are the interesting/useful achievements of the past as regards your job ?

SOME GOOD OBJECTIVES

Improve past performance

Achieve new performance standards Sustain performance Towards improvement in quality, quantity, Oriented around hard work, smart work Utilisation of extra available time Catering to general organisational requirements

TYPICAL QUESTIONS ONE MIGHT ASK

Who are my customers ? What are their needs ? What are the gaps ? set objectives. Eg. Cheque preparation times, MTBF, MTTR etc.

What were observable lapses in the past year ? How could they be addressed them this year (strategy) ? What could be my role ? set objectives. Eg. Ticket arrangements, transport arrangements,Report preparations, Uniform, sweets, calendar distribution, etc.

PERFORMANCE COUNSELLING - PURPOSE

Helping / enabling / empowering

Bridging perception gaps Inspiring, motivating Trust building Creating choices and alternatives Help recognise strength and weaknesses Debottlenecking

Fine tuning the objectives

PERFORMANCE COUNSELLING STEPS

Rapport building Attending Listening Acceptance (empathy) Exploration Exploring Problem identification Diagnosis

Action planning Searching Decision Supporting

ALL HELPFUL BEHAVIOURS

Discussion should then take a developmental mode

PERFORMANCE COUNSELLING Does AND Don'ts

Dos Greet Invite to take a seat Talk about personal matters Maintain eye contact Paraphrase Keep all disturbances away Share specific feelings Be factual Explore Jointly identify problems Jointly identify alternatives Explore feasibility Help taking decision Offer help and support

Don'ts Starting off with a comment on behaviour Attending to phone calls Passive listening Criticising, being judgmental Suggesting a problem Suggesting the cause Advising Directing, making a fixed plan Promise of general help Assumptions Showing haste to end the meeting

PERFORMANCE COUNSELLING
STATEMENTS THAT SWITCHES THE APPRAISEE OFF Your work is not good ;You are not punctual evaluative descriptive Because of you, our department is getting a bad name focused on personbehaviour I feel/understand that you dont cooperate ;I am not sure if you are serious about the assignment that I gave you Impressiondata based Dont waste companys money by making so many customer visits prescriptiveSuggestive I received a complaint from Suresh that you delay work; I am getting fed up of the complaints I receive for your department based on what others saybased on your views Your IQ seems to be low, besides your height and complexion are irritating Focused on behaviour that is difficult to change Focused on modifiable behaviour

GUIDELINES FOR A GOOD PERFORMANCE REVIEW MEETING

The meeting should be planned in advance Sufficient time should be provided for the meeting (1-1 hours) Meeting should take place neither in appraiser nor in the

appraisees office. It should take place in a separate room as far

as possible An atmosphere of relaxation and trust should be established that would facilitate freedom of expression by both All sources of distractions should be put away for the meeting