PMS - FINAL

8/2/2019 PMS - FINAL

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SUBMITTED TO:

Prof. Pradeep KamathHR Planning & Audit

SUBMITTED BY:

Shaikh Ambreen

09 - HR


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Performance Management System

It is an organizations wide management programthat provides a structured approach to:

Communicate business strategy

Establish a shared understanding of what is to beachieved and how it is to be achieved

Facilitate management of self and others

Measure and motivate performance(organizational and individual)


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WHY MEASURE PERFORMANCE ?

What you cannot measure you cannot improve.

If you cannot improve you cannot grow.

Measurement helps in objectivelydifferentiating between performers and non

performers.

Pay for performance is possible only throughmetrics.


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Objective of PMS

To confirm the services of probationary employees upontheir completing the probationary period satisfactorily

To check the effective & efficiency of individuals, teams& organization

To effect promotions based on competence andperformance

To access the training and development needs of theemployees

To decide upon the pay rise PM can be used to determine whether HR programmes

such as selection, training, and transfer have been effectiveor not.


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PAS & PMS

PAS: Emphasis is on relative

evaluation of individuals

Annual exercise Rewards & recognition of

good performance

Designed & monitored by

HR department

Ownership is mostly with

the HR dept.

PMS: Emphasis is on performance

of individuals, team & orgn.

Continuous process Performance rewarding may

or may not be integral part

Designed by HR dept. but

monitored by respective dept.

Ownership is with the line

managers, HR facilitates its

implementation


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PMS Includes

1. Work planA document that describes the work

to be completed by an employee within the

performance cycle, the performance expected, and

how the performance will be measured.

2. Corrective action planA short-term action plan

that is initiated when an employees performancefails to meet expectations. Its purpose is to achieve

an improvement in performance.


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Contd

3. Individual development planAn action plan forenhancing an employees level of performance inorder to excel in the current job or prepare for newresponsibilities.

4. Performance appraisalA confidential documentthat includes the employees performanceexpectations, a summary of the employees actualperformance relative to those expectations, an overallrating of the employees performance, and thesupervisors and employees signatures.


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Contd

5. Performance documentationA letter, memo,completed form, or note on which the supervisorindicates the extent to which the employee iscurrently meeting expectations and provides evidence

to support that conclusion.

6. Fair appraisalAppraising employees in a mannerthat accurately reflects how they performed relative tothe expectations defined in their work plan and in amanner that is not influenced by factors irrelevant toperformance.


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HIGHLIGHTS OF THE SYSTEM

The appraiser and the appraisee jointly set the Key

Result Areas (KRAs) and assign mutually agreed

weightage expressed as a percentage

Simple mathematical relationship between set

weightage and accomplishment gives a final

numerical score on KRAs

To evaluate all management personnel on companyvalues and leadership attributes a new section has

been added entitled Values in Action


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WHAT IS A KEY RESULT AREA ?

A KRA refers to a target that needs to be achieved bythe appraisee in a given time

KRAs are the set of performance expectations from

the appraisee The focus is on tangible outputs. However this does

not mean that tasks that have a qualitative output

cannot form a KRA

The focus is on tangible outputs. However this does

not mean that tasks that have a qualitative output

cannot form a KRA


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Setting KRA in case of a Functional

Reporting Relationship

Functional reporting cases will require input from thefunctional superior in setting KRAs for the appraisee.

The appraiser , the appraisee and the functional superior

will have to mutually agree upon the KRAs for theappraisee.

In case of a disagreement , it will be the functional

superiors responsibility to convince the administrative

superior to reach an agreement on the KRAs andcommunicate the same to the appraisee.

In some cases, functional goals could be super-ordinate

to business goals.


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Components of PMS

1. Performance Standards - establishment of

organizational or system performance standards,

targets and goals and relevant indicators to improve

public health practice

2. Performance Measures - application and use of

performance indicators and measures


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Contd

3. Reporting of Progress - documentation andreporting of progress in meeting standards andtargets and sharing of such information through

feedback

4. Quality Improvement- establishment of a

program or process to manage change and achievequality improvement in public health policies,programs or infrastructure based on performancestandards, measurements and reports.


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Importance of PMS

A Performance Management System enables a

business to sustain profitability and performanceby linking the employees' pay to competency and

contribution .

It provides opportunities for concerted personaldevelopment and career growth .

It brings all the employees under a single strategic

umbrella .


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Contd

Most importantly, it gives supervisors andsubordinates an equal opportunity to express

themselves under structured conditions

Organizations can effectively manage theperformance appraisal process with our online

performance management system

It calls for a high level of co-ordination, channeledinformation flow, and timely review


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Performance Cycle

SETTING

EXPECTATIONS

PROVIDING

ACTIONABLE

COACHING &

FEEDBACK

OBSERVING

BEHAVIOUR AND

MEASURING

RESULTS


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Appraise Need For Further

Discussion

The reviewer meets the appraiser to investigate the

point of disagreement.

The reviewer decides to meet the appraise to hearhis / her views.

The reviewer examines the case and communicates

his / her decision to the appraiser. The appraiser communicates the decision of the

reviewer to the appraise.


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FURTHER LINKS EMERGING

FROM THE PMS

Rewards and Recognition

Training and Development

Potential Appraisal

Career and Succession Planning


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PMS - FINAL

Documents