Download - Performance Planning Presentation
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Performance Planning
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Overview Definition and Purposes of Strategic Planning
Linking Performance Management to the Strategic Plan
• Strategic Planning • Developing Strategic Plans at the Unit Level• Job Descriptions• Individual and Team Performance
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Performance Planning : Definition
• Process of communication between employer and employee intended to create agreement about what the employee is to do, how well he or she needs to do it , and why, when and how success is to be determined (Bacal, 2004).
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Strategic Planning: Definition Process that involves describing the organization’s destination,
assessing the barriers that stand in the way of that
destination and selecting approaches for moving forward
(Aguinis, 2014).
Anticipating what will likely happen in the future and
developing strategic plans to take advantage of
opportunities that would help achieve success and avoid problems (Osgood, 1980)
Structured scheme for effectively achieving a specific goal or
objective that addresses the long-term direction of the organization as a whole and identifying the best
approach for accomplishing the goals ( Johnson, 1992; Kumpf,
2004).
Process of decision making that identifies basic values and needs
to be addressed by the firm, establishes the patterns of goals
and objectives to be achieved, and sets important guidelines and
procedures for achieving them. (Moyer, 1982)
Process that transitions organizations from
their present state to a future direction
(Keller,1990)
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Strategic Planning: Goal
• Allocate resources to provide organization with competitive advantage
• Consider as the blueprint
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Strategic Planning: Purposes
Helps to define the organization’s identity
• Provide clearer sense of who they are and what their purposes are
Helps organizations prepare the future
• Clarify the desired destination.
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Strategic Planning: Purposes
Analyze the environment
• Enhances the ability to adapt and anticipate in any future environmental changes.
Provide focus and allows better allocation of resources
• Well allocation of resources will stimulate growth and improve profitability.
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Strategic Planning: Purposes
Produces an organizational culture of cooperation
• Once common set of goals is created, culture of cooperation can be develop.
Allows for the consideration of new options and opportunities
• Be a good corporate eye-opener.
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Strategic Planning: Purposes
Guidance to the employees
• Provides information to direct daily activities.
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Link to Performance Management
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Example of Performance Management Allignment With Strategic Plan (Key Bank,Utah)
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Succesful Strategic Plan : Steps
Conduct environmental
analysis•Identified the internal and external parameters of the environment in which our organization operates.
Creation of organizational
mission
•What the organization is all about
Creation of organizational
vision•Show direction where organization intends to be in the long term or in the future.
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Succesful Strategic Plan : Steps
Setting goals
•show what organization intends to do in the short term.
Creation of strategies
•Descriptions of game plans or what are the steps or procedures taken to reach the stated objectives.
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Strategic Planning : Overview
1. Environmental Analysis
2. Mission
3. Vision
4. Goals
5. Strategies
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Environmental Analysis
Identifies external and internal trends• To understand broad industry issues
• To make decisions using “big picture” context
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External trends• Opportunities:
• environmental characteristics that can help the organization succeed
• Threats: • environmental characteristics that can prevent the organization from being successful
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External trends – Factors to Consider
• Economic - Economic recession.
• Political/Legal - Political changes.
• Social - Aging workforce
• Technological - Introduction of
new technology
• Competitors - Competitors new products and strategies.
• Customers - Changes in want and trends.
• Suppliers - Relationship with suppliers.
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Internal trends
• Strengths:
• internal characteristics that the organization can use for its advantage
• Weaknesses:
• internal characteristics that can hinder the success of the organization
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Internal trends – Factors to Consider
• Organizational structure - Current structure ensure
effective communication
• Organizational culture - Norms & values portray by organization members
encourage / hinder innovation
• Politics - Various units competing for resources or willing to collaborate
• Processes - Supply chain working properly• Size - Organization size / capacity
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Gap Analysis
Analyzes:External environment
(opportunities and threats)
Internal environment(strengths and weaknesses)
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Gap analysis determines:Opportunity + Strength = Leverage (Advantage)
Opportunity + Weakness = Constraint
Threat + Strength = Vulnerability
Threat + Weakness = Problem
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Strategic Planning for the Organization
Environmental and Gap Analyses provide information for organizations to decide:Who they areWhat they do
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Mission
A good mission statement answers:
Why does the organization exist?
What is the scope of the organization’s activities?
Who are the customers served?
What are the products or services offered?
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Thorough Mission Statement contains:
Information on organization’s
Basic product/service to be offered
Primary market/customer groups
Unique benefits and advantages of product/services
Technology to be used
Concern for survival through growth and profitability
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Vision
• Statement of future aspirations that describe what the organization would like to become in the future
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A Good Vision Statement: 8 Characteristics
1. Brief - Employees can easily remember
2. Verifiable - Able to stand the reality test.
3. Bound by a Timeline - Specifies timeline
4. Current - Should be updated on an ongoing basis
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A Good Vision Statement: 8 Characteristics (continued)
• Focused - narrow down the important aspects
that contribute to organization
future success
5. Understandable - Written in clear and
straightforward manner
6. Inspiring - Motivate and make employees feel good.
7. A stretch
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Goals : Definition
• Outcome statements that define what an organization is trying to accomplish.
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Purposes for Setting Goals
• Formalize expected achievements
• Provide motivation
• Provide tangible targets
• Provide basis for good decisions
• Provide basis for performance measurement
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Strategies
• Create strategies or Game Plans or procedures to address issues of:• Growth
• Survival
• Turnaround
• Stability
• Innovation
• Leadership
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How the HR Function contributes:
• Communicate knowledge of strategic plan
• Provide knowledge of KSAs needed for strategy implementation
• Propose reward systems
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Strategic Plans at the Unit Level
• Organization Mission statement, Vision statement, Goals, and Strategies
Must clearly align withAnd be congruent with
• Every Unit Mission statement, Vision statement, Goals, and Strategies
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Job Descriptions
• Tasks and KSAs are congruent with Organization and Unit strategic plans
• Activities described support mission and vision of Organization and Unit
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Individual and Team Performance
Organization and Unit mission, vision, goals lead to
Performance management system, which Motivates employees Aligns development plans with organization priorities
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Building Support• All participants in the system need to understand their role play and
understand where the organization stands and where it needs to go.
• High degree of participation and feedback was a critical factor in the success of the performance management system.
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BALANCE SCORECARD
• Developed in the early 1990s by two guys at the Harvard Business School: Robert Kaplan and David Norton
• BSC is a management system — not a measurement system
• The BSC approach measures performance from four different perspectives that together encourage managers to look beyond traditional financial measures. The four perspectives of performance are:
• (1) learning and growth (concerned with actions to improve and create value);
• (2) internal processes (concerned with what the firm must excel at);
• (3) customer (considers how the firm looks to customers); and
• (4) financial (considers how the firm looks to shareholders).
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Robert & Kaplan BSC Model 1992
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Key Performance Indicator• Part of Balanced Scorecard.
• Measure how well the organisation performs against predefined goals and targets.
• Leading indicators -measure activities that have a significant effect on future performance
• Lagging indicators - such as most financial metrics, measure the output of past activity
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KPI-Example 1
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Example 2
Department of Transport
Policy domain Road safety
Objective To minimise fatalities in traffic incidents
Indicator Number of fatalities
Target 2008: 0 2009: 0 2010: 0
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Example 3
Dept of Art, Sport & Tourism
Policy domain Sport
Objective To promote the national sporting culture
Indicator The number of medals won in Olympic, World & European Championships
Target 2008: 3 2009: 6 2010: 12
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ConclusionThe employee should :
• Know the most important job responsibilities that he or she needs to complete.
• Know when he or she must complete the job task.
• Know how those job responsibilities relate to the goals of the work unit and the company.
• Know how well or to what level he or she need to perform the job activities.
• Know the criteria that will be used to review performance during and at the end of the review period.
• Have the sense that the manager is more interested in creating success than in finding fault later.
• Feel that the manager is willing to help employee.
• Have a sense that he or she and the manager are on the same wavelength and share similar goals and concerns.
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ConclusionEmployer/ Manager should :-
• Better understand the employee’s day to day job responsibilities.
• Have a clear idea of how carrying out those responsibilities contributes to
to the work unit.
• Have dealt with how he or she can help the employee succeed and be committed by any actions required to help the employee.
• Have some documentation of the performance planning process and decisions made
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THANK YOU