Whos Involved? What Are Their Needs?

Organization
Information
Documentation

Supervisor
Documentation
Motivation

Employee
Feedback
Support for career growth
Increased compensation
Human Resource
Make Smart Goals
Employee advocate
Honest and Unbiased
feedback

Factors affecting Performance

Management
Organizational culture
Employee Relations
Structure
Size
Technology and Working Practices
External & internal environment

Concerns Of PM
Concern with input, process and outputs
Concern with planning
Concern with Measurement and Reviews
Concern with continuous improvement
Concern with Continuous Development
Concern with Continuous communication
Concern for all stakeholders of organization
Concern for Fairness and transparency

Employee Concerns..
What is expected of me?
How will I be clear about what is expected of me in terms of
behavior and results?
How am I doing?
How can I utilize ongoing coaching, feedback and motivation
to know how I am doing and how I can improve?
What does it means for me?
How will my individual contribution, potential and aspiration
be recognized and rewarded?

Strategic
Performance Management

Def.- Difference between PM & AP

Performance management is a comprehensive, continuous
and flexible approach to the management of organizations,
teams and individuals which involves the maximum amount of
dialogue between those concerned.

Performance appraisal is a more limited approach which

involves managers making top-down assessments and rating
the performance of their subordinates at an annual
performance appraisal meeting.

Performance Management

Performance Management

Perspective

Strategic in nature

Purely HR function

Diagram Differences

Performance Appraisal Process

Identify Specific
Performance Appraisal
Goals
Establish Performance
Criteria (Standards) and
Communicate Them To
Employees
Examine Work Performed
Appraise the Results
Discuss Appraisal with
Employee

Strategic Performance Management

Performance management is a process
which is based on a number of activities;
as such it is designed to improve strategic
focus and organisational effectiveness
through continuously securing
improvements of individuals and teams.

From Philpott and Sheppard, Managing for improved

performance, 1994

Model of strategic PM

Linking
Strategies
with
Performance

Mission
Strategies

Values

Objectives

Performance Indicators and

Standards

Critical Success Factors

Performance
Review

Succession
Planning

Performance
Improvement
Programmes

Total Reward
System

Better Performance

Strategic Performance Management involves

Corporate objective setting

Performance assessment
Identification of potential
Training and Career development
Succession Planning
Reward systems

Performance review and assessment

Organizational performance management systems are
strategic when it is aligned to the business strategy of the
organization and support the achievement of its strategic
goals.
To develop the systems and make them function
effectively it is necessary to ensure that the strategy is
understood.

Balance Scorecard Approach

The Balanced Scorecard transforms an organizations
strategic plan from an attractive but passive document into
the marching orders for the organization on a daily basis. It
provides a framework that not only provides performance
measurements, but helps planners to identify what should be
done and measured. It enables executives to truly execute
their strategies. It is a management system (not only a
measurement system) that enables organizations to clarify
their vision and strategy and translate them into action.

Balance Scorecard Approach

Financial to succeed financially, how should

we appear to our shareholders?

Customer to achieve our vision, how should

we appear to our customers?

Internal business processes to satisfy

our shareholders and customers, what business
processes must we excel at?

Learning and growth to achieve our

vision, how will we sustain our ability to change
and improve?

Balance Scorecard Approach

Strategy Mapping Success Map

For getting the desired outcomes strategy mapping is
used. (Strategy maps show the cause and effect links
by which specific improvements create desired
outcomes).
By describing the inter relationship among the elements
of organization, strategy maps provide a route map for
systems improvement leading to performance
improvement.
Employees get a clear line of sight into how their jobs
are linked to the overall objectives of the organization
and provide a visual representation of a companys
critical objectives.

Strategy Mapping

Process of Balance Scorecard and Strategy

mapping
Define the strategy mission, values, vision, strategic analysis and formulation
Plan and translate the strategy with strategy maps and Balanced
Scorecards

Align the organization linking strategy maps and Balanced Scorecards, to

team and employee personal objectives and incentives

Link to operational processes plan how operations should run to execute

the strategy

Monitor and learn management review meetings focused on problems,

barriers and challenges

Test and adapt the strategy apply the knowledge accrued in the context of
the changing operational environment and emerging strategies to prepare to
recommence this loop.

Employee counseling
Counseling occurs when one person endeavors to help
another to understand and resolve a problem
Companies can implement Employee Assistance program
(EAP) according to their organization.

EAP is a free professional , confidential counseling to the

employees and their families to enhance their performance
and productivity.

EAP Model

Employee discipline

A genuine attempt to ensure that expected

employee behaviour and performance is
maintained to required organisational standards
Recognises
Consistent

and corrects unacceptable work practices.

infringements may result in the dismissal of

the employee

Employee Discipline Model

Organizational
Disciplinary Policy

Progressive
discipline

Definition of
Discipline

Due Process

Investigation of
employee offence

Discharge

Disciplinary
interview

Employee Discipline
Attendance problem
Dishonestly and related problems
Work performance problems
On job behavioral problems

Grievance Procedures
STEP ONE
Employee informs employer of grievance in writing

STEP TWO
Employer invites employee to discuss grievance
Notifies employee of decision and right to appeal

STEP THREE
Employee informs employer that wishes to appeal
Employer invites to meeting informs employee of final decision

http://
www.shrm.org/multimedia/video/vid_archiv
e/pages/090324_hrinalignment.aspx