The Role of People Management, Performance and Incentives in more effective Lab Safety and Security
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Transcript of The Role of People Management, Performance and Incentives in more effective Lab Safety and Security
THE ROLE OF PEOPLE MANAGEMENT, PERFORMANCE AND INCENTIVES IN MORE EFFECTIVE LAB SAFETY AND SECURITYCase Study, Concepts and Debatable Ideas
Kenny OngCNI Holdings Berhad
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Intro: CNI
1. 19 years old
2. Core Business: MLM
3. Others: Contract Manufacturing, Export/Trading, eCommerce
4. Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan
5. Staff force: ± 500
6. Distributors: 250,000
7. Products: Consumer Goods and Services
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1. The role of proper people management in ensuring Lab Safety
and Security
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Alignment: 4-Wheels Model
Philosophies
Corporate
ObjectivePerformance Objectives
StructureResources
Leadership
Person
Alignment: Why is it important?
• Mamak stall
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The McPlaybook*
Make it easy to eat• 50% drive-thru• Meals held in one
hand
Make it easy to prepare• High Turnover• Tasks simple to learn
& repeat
Make it quick• “Fast Food”• Tests new products
for Cooking Times
Make what customers want• Prowls market for new
products• Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007
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Alignment: Framework
• Equal / Fair• Happy / Productive • Performance vs Potential • Retention / Engagement
Philosophies
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Alignment: Framework
• Org Structure• Job Design• C&B• Policies & procedures• Decision making• Job fit• Management Systems• BSC and KPIs• Decentralized & Empower
Structure
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Strategy: Framework
• Tools• Physical facilities• Peer support• Information• T&D Programs• Mentors• Guides• ICT• OJT
Resources
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Strategy: Framework
• Role modeling• Vision/Mission/Philosophy• Leadership Style• Delegation & Empowerment• C&B, Promotions• Sense of Urgency• Speak regularly about Performance
Leadership
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Strategy: Framework
• Recognition• Recruitment• Training• Profit sharing• Values• Motivation• Self Efficacy• Awareness• Useful Competencies• Career aspirations• Attribution (control)
Person
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Alignment: 4-Wheels Model
Philosophies
Corporate
ObjectivePerformance Objectives
StructureResources
Leadership
Person
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2. The ‘People’ Problem In Lab Security And How To Deal With It
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The ‘People’ Problem
1. Right Person, Wrong Job (5%)
2. Wrong Person, Right Job (20%)
3. Wrong Person, Wrong Job (1%)
4. Right Person, Right Job, Managed Wrongly (74%)
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Understanding Yourself and Others - Personalities
Closed Open
People
Task
Perfect: Melancholy Powerful: Choleric
Popular: SanguinePeaceful: Phlegmatic
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Understanding Yourself and Others - Motives
Power (nPow)
Achievement(nAch)
Affiliative(nAff)
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• Beating a Dead Horse
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Most Common Desperate Performance Improvement methods
1. Send for more Training
2. Enforce more Incentives (positive/negative)
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Mager and Pipe
• Analyzing Performance Discrepancies
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3. Enhancing Lab Security by Proper Performance Management of Lab
Personnel
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As an Appraisee
As an Appraisor
Complaints about Performance Appraisals
Mgmt/HR
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As an Appraisee
Complaints about Performance Appraisals
• Bias• Different Standards• Surprise• Subjective• No linkage*• No differentiation• Secretive• No follow up• No control
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As an Appraiser
Complaints about Performance Appraisals
• Cannot remember• Tedious• Subjective• Right targets• Scoring Competencies*• Defensive staff• No $$ to differentiate• Prejudices• Results or Activities
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Complaints about Performance Appraisals - Summary
1. Process problem
2. Form problem
3. People problem
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What is Performance Appraisal used for?
Reward?
Discipline?
Development?
Motivation?
Promotion?
Monitor?
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Performance Management
Performance Appraisal
Performance Development
Performance Measurement
Common terms and definitions
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What is the OBJECTIVE?
• What is the ultimate objective of a Performance Management System?
• ‘Performance’ – achievement, • ‘Management’ – controllable, improvement• ‘System’ – predictable outcome, autorun
Summary?• A Predictable process to Improve Controllable
Achievements
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What is Performance Appraisal used for?
Reward?
Discipline?
Development?
Motivation?
Promotion?
Monitor?
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Behavior-based
Knowledge/Skill based
Results-based
Trait-based
Which system should we use?
Managing Performance = Managing Expectations
What’s YOUR expectation?
Activity based
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Why BSC?
• Reason 1: Balanced
• Reason 2: Cause-and-Effect
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Financial
“To satisfy our stakeholders, what Financial objectives must we accomplish?”
Internal Process
“To satisfy our customers, in which internal business processes must we excel?"
Customer
“Who are our target customers?
What is our value proposition?”
Learning & Growth
“What capabilities and tools do our employees require to help them execute our strategy?
BSC: Balanced & Cause-and-Effect
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Performance Management for Change
o Grievance levelo Absenteeismo Discipline issueo Poor work ethics
Deg
ree
of
Cla
rity
of
Job
Res
ult
sV
isio
n L
ed
Pe
rfo
rma
nc
e d
rive
n
High
Low HighLevel of Trust & Commitment (Between Subordinate & Boss)
UNCLEAR
Discuss & Agree on Account
Objectives & Key Measures
Standards for Perform
ance
Provide Coaching & Counselling
RESULTS
DRIVEN
High Level of employee
empowerment
High Employee Performance
High Employee Satisfaction
High Employee Involvement
Challenging Working
Environment
Optimum HRM Cost Structure
Review Perform
ance & Results
District Engineer, TNB
Duties and Responsibilities
If stated as Accountabilities then the job must produce :
Control, operate and maintain the District Distribution System
Ensure uninterrupted supply to consumers in the district by operating the District Distribution System.
Manage major supply projects to customers in the district.
Ensure satisfaction of the major customers in the district by managing supply and Distribution.
Supervise all technical staff in the district.
Ensure high performance and Productivity of technical staff by adopting proper human resource management methods on selection, training, coaching, counselling and motivation.
Plan and design the High voltage system
Ensure availability of adequate supply for future needs of industries in the district by planning and designing the High voltage System
MBO Standards
A Excellent
B Good
C Average
D Poor
E Useless
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MBO Standards
A Excellent
B Good
C Average Good
D Poor
E Useless
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MBO Standards
A Excellent Excellent
B Good Very Good
C Average Good
D Poor Not Good
E Useless Commit Suicide
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MBO Standards
A Excellent Consistently achieved 4 for 3 quarters
B Very Good Higher than planned results
C Good Achieved Planned Results
D Not Good Did not fully meet planned results
E Commit Suicide
Unacceptable performance
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MBO Target Setting - Objectives and Measures
SMART Targets• Specific (definite objective and purpose to be
achieved)• Measurable (by definite observation and a certain time
one should be able to tell whether or not it is attained)• Achievable (Must be within reach of the employees,
e.g. to meet stated deadlines, neither too high nor too low)
• Rewarding (Rewarding means it must be satisfying to you, no one else)
• Time phased (per quarter, per year. By end of fiscal year, by 15th of November)
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MBO Target Setting - Objectives and Measures
Quality How well the result is produced / performed
Errors and Appearance
Quantity How much / many of the results are produced or performed
Cost At what expense the result is produced / performed
Timeliness When is the result to be produced / performed
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Lagging and Leading KPIs
Lagging
Leading
Historical, Outcome, Results, 1st Level, Usually Financial or tangible, Quarterly and Annually
Current, Indicators, Drivers, 2nd Level onwards, usually non-financial or intangible, Weekly, Monthly and Quarterly
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Developing ‘Driver’ KPIs
Customer Retention % Lagging, 1st Level
Customer Satisfaction Index
Leading, 2nd Level
On time delivery
Time to market for new products
TNA %
Defect levels, warranty claims
Leading, 3rd Level onwards
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Competency Target Setting
1. Initiative
2. Teamwork
3. Problem Solving
4. Leadership
5. Integrity
What’s the problem here?
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Competency Target Setting
Initiative
1. Minimize problems quickly without needing to be asked
2. Seeks personal growth and professional self-development
3. Doing more than is required/expected in a job
4. Seeks new and improved solutions and approaches to completing assignments
5. Looks for opportunities to help others and team
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Competency Standards
3 Meets behavioral standards consistently. Is a good role model for others.
2 Meets behavioral standards some of the time. Needs improvement.
1 Does not meet behavioral standards. Require counseling or disciplinary actions.
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4. Designing Incentive Schemes That Encourages Lab
Safety
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Incentive Problems
Problem with Incentives in managing performance:• Most people are confused or unsure about
compensation tools• Some people misuse compensation tools
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What to Pay?
• Pay for Service
• Pay for Job
• Pay for Performance
• Pay for Competency
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Performance and Incentives
1. Internal Equity1. Internal Job Rates
2. Performance differentials
2. External Competitiveness1. External Job Rates - Benchmarking
2. Demand & Supply
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What’s the Difference?
• Increment
• Bonus
• Promotion
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Compa Ratio Table
Use this if your company: • Pays for Performance, and • Pays for Job rates
Def:
Mid-Point = Mid Point of Pay Grade
Grade E2
Min RM2,000
MID RM2,500
Max RM3,000
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Compa Ratio Table
< 0.7 ≥0.7 - ≤0.9
>0.9 - <1.1
≥1.1 - ≤1.3
> 1.3
5
4
3
2
1
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Compa Ratio Table
< 0.7 ≥0.7 - ≤0.9
>0.9 - <1.1
≥1.1 - ≤1.3
> 1.3
5
4
3 5%
2
1
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Compa Ratio Table
< 0.7 ≥0.7 - ≤0.9
>0.9 - <1.1
≥1.1 - ≤1.3
> 1.3
5 9
4 7
3 9 7 5% 4 3
2 2
1 0
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Compa Ratio Table
< 0.7 ≥0.7 - ≤0.9
>0.9 - <1.1
≥1.1 - ≤1.3
> 1.3
5 15 12 9 8 7
4 12 9 7 5 3
3 9 7 5% 4 3
2 6 4 2 1 0
1 4 2 0 0 0
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Employee Distinction?
< 0.7 ≥0.7 - ≤0.9
>0.9 - <1.1
≥1.1 - ≤1.3
> 1.3
5 9 8 7 6 5
4 8 7 6 5 4
3 7 6 5% 4 3
2 6 5 4 3 2
1 5 4 3 2 1
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Employee Distinction?
< 0.7 ≥0.7 - ≤0.9
>0.9 - <1.1
≥1.1 - ≤1.3
> 1.3
5 20 15 12 8 5
4 18 12 9 5 3
3 9 7 5% 4 3
2 1 1 1 0 0
1 0 0 0 0 0
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Dangers of Direct Incentives
1. lessen internal motivation, 2. switch to mercenary mode, 3. do something and do not do something else, 4. bribe and fraud culture, 5. easier for competitors to recruit, 6. lessen teamwork & helpful culture, 7. less and less impact for same value, 8. mockery of base salary and employment
contract, 9. rebellion from non-incentivised staff, 10.end up incentivising everyone for everything?,
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Curse of the Bell Curve
‘A’ Staff
‘B’ Staff
‘D’ Staff
‘E’ Staff
‘C’ Staff
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Possible TEAM-type KPIs and incentives
Team Type Possible Incentive Type
Functional •Recognition for exceptional success (usually not in cash)•Individual role considered in normal merit increase process
Process •Team competencies recognised in pay for proficiency approach•Gainsharing or operational progress incentives
Project/ Time-based
•Recognition for exceptional individual contributions in spot wards or salary increases•Project / programme Phantom Stock or Profit Sharing
Network/ Partnerships
•Recognition for exceptional individual or team successes in spot awards or share increases•Venture profit sharing
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Team Incentive Models
1. Fixed Salary Proportion (Fixed Personal, Variable Team)
Performance Incentive = Fixed Quantum + (Balance Sum In Bonus Pool ÷ Headcount)
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Team Incentive Models
2. Two-tier Multiplier (Variable Personal, Variable Team)
Performance Incentive = Personal Target Achievement + (Personal Target Achievement x Team Performance Multiplier)
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Team Incentive Models
3. Team Ratio Plan (Variable Personal, Fixed Team)
Performance Incentive = Team Ratio x Personal Target Multiplier
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5. Using The Right Management And Leadership
Methods
Supervising Lab Personnel In Order To Ensure Lab Security
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Coaching & Counseling
Month 1
Performance Planning
Month 12
Performance Appraisal
Month 2-11
?
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Removing Obstacles for Improved Performance
Philosophies
Corporate
ObjectivePerformance Objectives
StructureResources
Leadership
Person
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Situational Management
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Directive Behavior
Sup
port
ive
Beh
avio
r
Low High
High
D1D2D3D4
ConsultingParticipating
Delegating Telling
PASSE
Praise and encourage
Ask questions
allow the person to Save Face
use SMART goals
Encourage small improvements
Performance Evaluation Session: Communication
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Managing People performance: A Summary
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More Problems….
1. cost of evaluation vs. gains of evaluation
2. defer achievements of a good year to next
3. barely achieve so that next target is not high
4. spread improvements over several years
5. value reducing actions to increase performance
6. most ratings are 4 or 5, new people are 3
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The ‘People’ Problem
Philosophies
Corporate
ObjectivePerformance Objectives
StructureResources
Leadership
Person
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Thank You.
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