PM Induction Training

8/13/2019 PM Induction Training

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Performance Management


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What is Performance Management?

Performance Management is a management

style that encourages and helps people makeoptimum use of their capabilities for the

achievement of the Companys business

strategies and objectives.


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The Performance Management Cycle

Performance ReviewOngoing Tracking and Feedback

Performance Appraisal

Performance PlanningSetting Expectations


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Performance Planning

Setting Expectations


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The performance plan guides performance for the entire cycle

to come. It defines important areas people will focus on both in

terms of what they need to accomplish. It also lays out how and

when to track progress. With this performance planning tool,

people are able to take more responsibility for their own

performance-they know what's expected, how to achieve

results, and how to monitor their own performance.


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Objectives:

Objectives are what people need to accomplish within their established job or role

definitions. Examples:

Effective management requires all objectives, both on the Business Plan and for individuals

to be SMART (Specific, Measurable,Achievable, Relevant, Time-based).

Action Plan:Its the steps youll take to achieve your objectives within the resources available.

Objective Measure:How to measure your objectives success, objectives should state clearly "how much," "bywhat date," "how well," "at what cost," its yardsticks used for measuring actual vs.targeted performance.

Completion Date:Should be specified within the required time frame.

Wightage in %:The Wightage distributed based on the importance of every objective (total 100%).


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Competencies Required

Competencies are the Skills, Attitude andBehaviors required to achieve your objectives


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Competencies

We have grouped all jobs in the organizations into four JobFamilies:

1- Managerial Jobs: defined as part of the management team withsubordinates directly reporting to them.

2- Specialized Jobs: defined as all levels of consultants, specialistplus those employed in the profession such as legal, qualifiedaccountancy, HR, web developmentetc

3- Customer Service: defined as all jobs that are in direct contact

with the Bank costumers.

4- General Jobs: defined as all Assistant, Administration, Secretarialand Clerical jobs


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MHRC also identified the specific corecompetencies that address the skills and

behaviors necessary for each job family.

Every employee should demonstrate each ofthese competencies in some way as part oftheir day-to-day tasks.


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Managerial Jobs Competencies:

1- Leading and Motivating2- Planning and Organizing

3- Communication

4- Problem Analysis and Decision Making.5- Strategic Business Awareness.

6- Flexibility and Innovation


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Customer Services Jobs Competencies:

1- Performance Quality2- Planning and Organizing

3- Communication

4- Self Management5- Attention to Customers


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Professional Jobs Competencies:


3- Communication

4- Problem Analysis and Decision Making.5- Attention to Customers


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General Jobs Competencies:


3- Communication

4- Self Management5- Attention to Customers


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Performance ReviewInternal Appraisal


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Internal appraisalis a review process which helps the employees

as well as the managers to review performance on an on going

basis.

This phase involves tracking performance relative to the plan and

providing feedback to maintain or enhance performance. Tracking

should be ongoing and primarily the responsibility of the person or

team implementing the performance plans.


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Ongoing tracking and feedback has two important

benefits:

It helps people sustain or accelerate progress

toward achieving their expectations.

It reduces the possibility of "unpleasant surprises"

when reviewing progress relative to the plan.

P f R i


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The appraisee / appraiser can request for periodic internalappraisals. The frequency can be quarterly or once in sixmonths. Depending on the groups needs At least oneinternal appraisal in a year is mandatory.

The Internal Appraisal should be retained by the appraiseefor future reference.

The appraiser should forward all the original Internal

Appraisal forms to HRD through the reviewer / group headalong with Annual Performance Appraisal form aftercompletion of annual performance appraisal at the year end.


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The purpose of the End-of-Year Appraisal is to:

Compare actual performance to the performance

expectations agreed to in the setting expectations phase.

Acknowledge progress.

Agree on how to sustain or accelerate progress.

Modify expectations, if appropriate or necessary.

Provide ratings.


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The key to success at this stage of the Performance

Management cycle is to prepare thoroughly for the

Assessment meeting and base all decisions on the

collection of objective evidence . There are built-in

consistency checks in the process, but the overall

success relies on your ability to manage fairly andobjectively .


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What Do You Need To Prepare

Review the performance data they've gathered through

their tracking sources.

Collect any additional performance data to supportprogress made.

Share any additional performance data with you before

the review.

Clarify any questions about the process, as needed.

Determine theirratingfor each expectation, if this is anend-

of-cycle review,and if appropriate.


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Achievements, should always reflect the requiredgoals.

Appraiser / Reviewerto reflect their ratingon theform as per the set guidelines table.

Appraiser commenton Areas of strength &Development.

The next year training needsshould be alwaysSpecified & approved.



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Definition & Ratings for Achievement of Performance Objectives

Quantitative

ObjectivesQualitative Objectives

AchievementLevel

Base

Objec

tives

On significantly exceeding(111% -119% of the budget

or above)

Performance which is markedly way higher than

what was expected SignificantlyExceeded

A

On Just exceeding

(101% - 110% of the budget

or above)

Performance which is just higher than what was

expected Just Exceeded B

On achievement

(91% - 100% of the budget)

Performance that meets all the required

performance criteria and is in line with what

was expected.Met C

On partial achievement of

objective(81% - 90% of the budget)

Barely adequate performance with some room for

improvement and which is also clearly seen

as incompletePartially Met D

On not meeting objective

(Below 80% of the budget)

Performance which is below anything that is

regarded as acceptable and has definite

scope for improvementNot Met E


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The guide lines for rating competencies are:

Definition Ratings for Achievement of Com petenciesQualitative Objectives Achievement Rating

Consistently exceeded the required level Excellent AFrequently produced performance above the required level Very Good BConsistently produced the required level Acceptable CLimited achievement of required level Weak DDid not achieve the required level at all Not Acceptable E

Important note: make sure to submit evidence Documents of proof in case the rating was Poor or Excellent


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Keep in Mind:

It is common that the objectives will be subjected to change duringthe year according to the business needs and priorities. Thereforeonce the business needs require the employees objectives to bechanged, they should be discussed & finalized with the employeesmanager then advised to HRD.

Transfers: it is compulsory for all staff that transfers within their

group or to another group and has spent not less than 3 months there,to do their performance review with their former managers prior tothe transfer. No transfers will take effect unless the performancereview is completed and sent to HRD.

Performance Review must be done for all staff that has joined thebank on or before 30th June.

Conducting the Internal appraisal is the responsibility of theemployees & managers. Managers must ensure their staff understandsthe importance of the internal appraisal and how frequent it should beconducted.


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Application is available on the Intranet

http://Intranet HRD Performance Management


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Thank you

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