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PERFORMANCE MANAGEMENT
Arriffin Mansor
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Agenda
Objectives and Introductions Why Performance Management Performance Management Framework Performance Management Process Tools and Resources Getting Started Next Steps
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Objectives of the session
Introduce staff Performance planning and appraisal systems
Set clear objectives and goals Identify key result areas Agree on the key performance indicators
with your superior Set performance targets for the next period
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Why do Performance Management?
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Why…..
Effectiveness – objective and goal achieving and target settings
Efficiency driven Strategy formulations Benchmarkings Compensation plans Continuous improvement Trends
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Strategic Learning Loop
Initiatives & Programs
test the hypotheses
Output(Results)
reportingManagement Control Loopfunding
Input(Resources)
update the strategy
PERFORMANCE
85% of management teams spend less than
one hour per month on strategy issues
92% of organizations do not report on lead
indicators
60% of organizations don’t link strategy &
budgets
78% of organizations lock budgets to an annual cycle20% of organizations take
more than 16 weeks to prepare a budget
STRATEGY
BALANCED SCORECARD
BUDGET
PERFORMANCE IS A CONTINUOUS PROCESS#5
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Top-Down “Bridging Process” To Share the Strategy & Align the
Workforce
Bottom-Up Process to Internalize & Execute
the Strategy
CORP
SBU
The Strategy Focused Workforce
• EDUCATION
• PERSONAL GOAL ALIGNMENT
• BALANCED PAYCHECKS
CASCADING METRICS AT ALL LEVELS#4
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Principles of the Strategy Focused Organization:
LINK AND ALIGN THE ORGANIZATION AROUND ITS STRATEGY
Strategies Are Executed Through Business Units. The Strategies of the Business Units Must Be Integrated If Organization Purpose and Synergies Are to Be Achieved.
Major Subordinate Commands SUPPORT UNITS
CORPORATE AMEDD
SBUA
SBUB
SBUC
SBUD
CORPORATE SCORECARD(Shared Strategic Agenda)
Themes Measures
EXTERNAL PARTNERS
• Customer Scorecards
• Distributor Scorecard
• Joint Venture Scorecard
• Vendor Scorecard
• New Venture Scorecard
• Outsourcer Scorecard
#1. A Corporate Scorecard defines overall strategic priorities on a
Balanced Scorecard (BSC).
#3. Each Support Unit develops a
plan and BSC for “best practice” sharing to create synergies across
Subordinate Commands.
#2. Each Division develops a
BSC consistent with corporatestrategic BSC.
1. Financial Growth
2. Delight the Consumer
3. Win-Win Relationships
4. Safe & Reliable
5. Competitive Supplier
6. Good Neighbor
7. Motivated & Prepared
8. Quality
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xx xx xxxx
• Finance
• Marketing
• Distribution
• Procurement
• Purchasing
• Safety
• Human Resources
• Information Technology
#3
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Public Service Goals and Renewal
Effective People
Strategy
Effective People
Strategy
Flexible and Motivating
Work Environment
Flexible and Motivating
Work Environment
Learning and Innovative
Organization
Learning and Innovative
Organization
Progressive Employee-Employer Relations
Progressive Employee-Employer Relations
To achieve excellence in public service
Proactive and Visionary
Leadership
Proactive and Visionary
Leadership
Performance Focused
Workplace
Performance Focused
Workplace
To develop a performance management system that:
• supports employees in achieving their performance & development goals
• aligns their goals with those of the organization.
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Performance management supports work satisfaction
“Nine out of ten employees, from all generations, say they want:
Work that gives them personal satisfaction
Work that is valued by their employer and their customer
Work with an employer who understands that personal lives are important too”
Ranstad: 2001 Employee Review: Insights into Workforce
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Performance management aligns personal & corporate goals
“Employees want their organization to involve them more in the organization’s direction. They want to know how they can make a contribution to the organization’s mission, goals and strategy.
Employees want to know how their position fits into the big picture, and the part that will play on the team”
Aon Consulting Canada@Work: Workforce commitment Report 2000
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Shifts in Performance Management
PAST
Appraisal
Manager driven
Backward looking
Once per year
Tasks (job description)
Minimal personal development
NOW
Plan, Focus and Review
Employee initiated and managed
Forward looking
1-2 times, ongoing process
Results/Outcomes linked to Service Plan, team goals
Development & competencies integral
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Do goals and measures improve performance?
Harvard study – 7x more likely to achieve goals if they are set and written down
Boston Consulting Group/Hewitt Associates: "companies with year-round performance systems significantly outperformed competitors lacking such systems in financial measures such as return on equity, stockholder return, sales growth and cash flow."
US HR Scorecard survey of the top 10% and bottom 10% performing firms - “survey results clearly show that there is a direct correlation between a strong human relations strategy and positive business results.”
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Employee Performance and Development Planning Process
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Principles in performance management
Employee initiated and managed Forward looking Incorporates a plan, focus and review cycle Results-oriented and linked to Service Plan
and team goals Personal development & competencies key
components Employee-supervisor dialogue is key to
success
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Benefits -Individual & Organizational
What are they?
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Organizational benefits of performance management
Common approach to setting goals and reviewing performance & development
Aligning individual plans with corp goals
Ongoing dialogue between employees and supervisors on performance & development
Links to corporate learning & development, career & succession planning, rewards & recognition
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Your roles inperformance management
Understand: How your work contributes to set goals
Key competencies required to be successful in your job
What you need to develop in order to be successful
How your work/performance will be measured and recognized
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performance planning is the foundation
Individual Performance
Planning
Service Planning
Service Planning
Strategic Planning
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Objectives of EPDP
Develop shared expectations between employees and supervisors on key performance and development goals
Establish specific and measurable individual goals that contribute to the set goals
Facilitate ongoing personal development and career planning
Provide regular feedback and coaching on performance
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Performance Mgt– Three Phases
Plan•Goal setting
•Competencies•development
Focus•Dialogue and
realigning goals as needed
Review•Employee and
Supervisor review
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Employee Performance and Development Plan
Employee Performance and Development Plan
Key Work Goals
Key Competencies
Personal Learning Plan
What you do• Top 3 to 8 goals• List key goals and objectives/
strategies/ measures for each
How you do it• Top 2 to 3 goals• List key competencies most
critical to your success and how you will focus on them
What you will learn • Areas of personal
development• How you will improve your skills
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Phase I – Performance Plan
Objective: Establish your goals and plan for the upcoming year with your superior
Review Ministry, Division and Work Unit plans Identify key work goals Identify key competenciesDevelop personal learning planMeet with your supervisorSign off plan
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Developing goals & Selecting competencies
Goals
Specific
Measurable
Achievable
Reasonable
Timely
Competencies Public Service
– Teamwork & cooperation
– Service Orientation– Results orientation
Leadership
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Performance Planning brings clarity to ensure we are heading in the right direction
Say…What’s a mountain goat doing
way up here in a cloud bank?”
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Phase II - Focus
Objective: Assess if your plan is on track and realign work goals as appropriate.
Review your EPDPMeet with your supervisorUpdate your plan as required
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Performance focusing helps ensure weare on track with your plan
“Well, this is just going from bad to
worse.”
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Phase III – performance appraisal
Objective: Discuss and share feedback on the successes and challenges in achieving the goals over the past year
Compare results against targetMeet with your supervisor to discuss
resultsSign off review
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Performance reviewing is summarizing our results and getting feedback
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• % Ground crew trained
• % Ground crew stockholders
A Complete Metrics is a Program for Action
Objectives Measures
• # Customers• FAA On Time
Arrival Rating• Market Survey
• On Ground Time• On-Time
Departure
Strategic Theme:Operating Efficiency
Initiatives
• Cycle time optimization
• Ground crew training
• ESOP
•Customer loyalty program• Quality management
Targets
• 30% CAGR
• 20% CAGR
• 5% CAGR
• 12% growth• Ranked #1• Ranked #1
• 30 Minutes• 90%
• yr. 1 70%yr. 3 90%yr. 5 100%
• Profitability
• Grow Revenues
• Fewer planes
• More Customers • Flight is on -time• Lowest prices
• Fast ground turnaround
• Ground crew alignment
Strategic Theme: Operations Excellence
Profits and RONAFinancial
Learning
Ground crew alignment
Fewer planes
Customer
Internal
Fast ground turnaround
Strategy Map
Attract & Retain More Customers
Grow Revenues
Lowest prices
On-time Service
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Metric Terminology(Southwest Airlines Example)
Objectives
• Fast ground turnaround
Objectives:What the strategy is trying to achieve
Targets
• 30 Minutes• 90%
Targets:The level of performance or rate of improvement needed
• Cycle time optimization
Initiatives:Key action programs required to achieve targets
InitiativesMeasures
• On Ground Time• On-Time
Departure
Measures:How success or failure (performance) against objectives is monitored
Strategic Theme: Operating Efficiency
Profits and RONAFinancial
Learning
Ground crew alignment
Lowest prices
Fewer planes
Customer
Internal
Fast ground turnaround
Strategy Map
On-time Service
Attract & Retain More Customers
Grow Revenues
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Optional Elements - EPDP
Recognizing Past Performance Service Plan Reference Career Plan (i.e. where you want to go
in the future) Supervisor Commitments (i.e. resource
and/or support needs) Additional accomplishments
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Performance Management Cycle
360 degree feedback(optional)
EPDP 2005/06
Key Work Goals
Key Competencies
Personal Learning Plan
April November April
EPDP REVIEW 2005/06
Key Work Goals
Key Competencies
Personal
Key Work Goals
Key Competencies
Personal Learning Plan
EPDP 2006/07
Plan Focus Review/Plan
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Integrated performance management framework - elements & linkages
Start of yearIndividualPerformance Management
Ongoing
Plan• Goal Setting
Focus• Progress and
realignment
Review• Results
• Feedback to develop new
planEnd of year
•Career Plan •High Potential•Succession Plan•Learning Needs & Courses
•Recognitionmechanisms
(e.g.informal and formal rewards and
recognition, development, base
pay, pay for performance
•Recognitionmechanisms
(e.g.informal and formal rewards and
recognition, development, base
pay, pay for performance
Gov’t Strategic Plan, Ministry Plan, Branch Plan
Gov’t Strategic Plan, Ministry Plan, Branch Plan
Corporate Opportunities
CompetenciesCompetencies
ReviewOutcomes
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Performance Tools and resources
Written Overall Guidelines
Employee Guidelines
Supervisor Guidelines
Sample EPDP Templates (Forms)
EPDP Examples
Employee Checklist
Supervisor Checklist
Tips on Giving and Receiving Feedback
Frequently Asked Questions
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Performance On-line
Web-based interactive tool Supports employee performance &
development planning Other resources include:
– Competency development– Building self-awareness– Team building– Career planning
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Getting Started
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Challenges to performance management
Lack of current divisional/branch plan Belief that a job description is required Competencies not established for the job Succinctly identifying 3-8 key goals Identifying ‘measurable’ measures/targets Measuring advice and support roles Linking high level goals to daily work Too busy to develop plan and meet with
supervisor It’s time intensive and hard to do
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Practicing Goal Setting
Identify the 3-8 key areas your are expected to get results in your job
Practice writing a goal statement with objectives, strategies and measures– Measures e.g.: time, quality, quantity, cost
What are the key competencies required for your job?
What can you develop/learn in the upcoming year?
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Next steps
Review the Guidelines
Develop a draft EPDP
Book a meeting with your supervisor to discuss and finalize
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Linking our individual plans to corporate plans equals high performance results!
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Your performance tools
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