KHRC PERFORMANCE MANAGEMENT SYSTEM Presentation on 01 th August - - PowerPoint PPT Presentation

KHRC PERFORMANCE MANAGEMENT SYSTEM

Presentation on 01th August 2014

UPWARD BOUND COMPANY LIMITED P.O. Box 79747, 00200, Nairobi Tel: 020 359 4 276

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Outline

The presentation shall cover the following areas:

• 1. Envisioning
• 2. Delivery challenges
• 3. Team dynamics
• 4. Performance measurement
• 5. Performance management
• 6. Balanced scorecard
• 7. Way forward

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Overview

The use performance measurement to drive improvements and successfully translate strategy into action.

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Achievements thus far

“However beautiful the strategy, you should occasionally look at the results” Sir Winston Churchill

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Positive Aspects

• 1. Excellent strategy document
• 2. Achievements documented
• 3. Excellent environment scan
• 4. Operational Plan 2013-2015
• 5. Honest evaluation of future challenges
• 6. Opportunities clearly spelt out
• 7. Four thematic areas - clear focus but not

constraining

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Delivery challenges

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Delivery challenges

What challenges would prevent the attainment of our strategic plan?

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Envisioning

What will we be known for at the end of the 2013-2018 strategic period? What will success look like?

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“If you know your enemy and you know yourself you need not fear the results of a hundred battles. If you know yourself but not the enemy for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself you will succumb in every battle.” Sun Tzu The Art of War

Drivers of success

• Identify and cluster our success factors

into drivers or pillars of success

Team dynamics

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Effective teams

Clear Objectives Effective decision- making Trust and support Shared leadership Accountability Clear roles

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Ineffective Teams

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Poor Commun

• ication

Slow, poor decision making

Confusion Conflict

Low motivation Poor performance

Team lifecycle

• 1. Forming
• 2. Storming
• 3. Norming
• 4. Performing

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Performance measurement

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Performance measurement

• 1. Agreed standards
• 2. Indicators identified
• 3. Recording process
• 4. Assessment

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Performance management

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“Strategy without tactic is the slowest route to victory. Tactic without strategy is the noise before defeat.” Sun Tzu, The Art of War

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Performance management I

• 1. Conceptual framework –clear and

cohesive

• 2. Effective internal and external

communications

• 3. Accountability for results must be clearly

assigned and well-understood.

• 4. Provide intelligence for decision makers

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Performance management II

• 5. Compensation, rewards, and recognition

linked to performance measurements.

• 6. Performance measurement systems

should be positive, not punitive.

• 7. Results and progress toward program

commitments should be openly shared with staff

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Balanced Scorecard

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Balanced Scorecard

“The essence of strategy is choosing what not to do” Michael Porter

Balanced Scorecard

Conceptual framework for translating an

• rganization’s strategic objectives into a

set of performance indicators distributed among four harmonized perspectives across the organization

Description

The Balanced Scorecard (BSC) is a performance measurement and performance management system developed by Robert Kaplan and David Norton and has been adopted by a wide range of leading edge organizations.

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Objectives

Seeks to create an organization that is: 1. Healthy, balanced, efficient and effective;

• 2. Provides efficient and effective service to

its stakeholders as well as its staff; and

• 3. Places value on results

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BSC Perspectives

• What must

we excel in?

• How do we

continue to improve?

• How do our

stakeholders see us?

• How do we

get the best deal for KHRC?

Financial

Stakeholder

Internal processes Learning and growth

Perpectives

Conceptual framework for translating an

• rganization’s strategic objectives into a set of

performance indicators distributed among four perspectives:

• 1. Financial,
• 2. Stakeholders,
• 3. Internal Processes, and
• 4. Learning and Growth.

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Perspectives II

Financial perspective

In a PBO the financial perspective emphasizes cost effectiveness i.e., the ability to deliver maximum value to the rights holders. Stakeholder perspective The effectiveness

• f

programme

• r

project delivery, and overall stakeholder satisfaction

Perspectives III

Internal organizational perspective

Focuses on the internal organizational results that lead to financial success and satisfied stakeholders.

Learning and growth

Capacity of staff , quality of learning and sharing and the effects of organizational alignment in supporting accomplishment of organizational goals

Indicators

Indicators are maintained to measure an organization’s progress toward achieving its vision; Other indicators are maintained to measure the long term drivers of success. Through BSC, an organization monitors both its current performance and its efforts to improve processes.

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Implementation

• 1. Collaborative Effort
• 2. Commitment at all levels
• 3. Clear organizational goals

4. Training

• 5. Reward and recognition system
• 6. Break down organizational barriers.
• 7. Realistic attempts at implementation.
• 8. Integrated scorecard

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Questions and Clarification

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Way forward

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Way forward

• 1. Process overview
• 2. Next steps
• 3. Timeline

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Performance Management Tool

• 1. Overall score
• 2. Balanced scorecard
• 3. Competency
• 4. Training needs
• 5. Supervisor scoring
• 6. Staff perspective
• 7. Remedial measures

Competency

Competencies

• The technical attributes and behaviours

that individuals must have, or must acquire, for effective performance at work Enabling behaviours

• Work habits, ways of interacting with
• thers, or manners of conducting oneself

that contribute to effective work performance

PERSONAL BALANCED SCORECARD

Seven Habits of Highly Effective People

Be proactive Begin with the end in mind Put first things first Think win-win Seek first to understand, then to be understood Synergize Sharpen the saw

6 Habits of super successful people : Inc.Com

Keep your eye

• n the ball

Learn how to say No Keep a daily plan of attack Welcome criticism Trust your instinct Take risks

Peculiar Habits of Successful People Day dreamers and wanderers They are quitters Read 500 pages a Think outside the box They say No more

• ften than they

say Yes They like to repeat themselves a lot They think backwards

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PERFORMANCE APPRAISAL

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Performance Appraisal Cycle

PLAN Determine performance expectations ACT Supporting set standards MONITOR Reviewing and appraising performance REVIEW Managing performance standards

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Performance Planning

Only by understanding what is expected can individuals and managers work toward producing the desired results. Performance planning is the process by which clear performance objectives are defined and agreed upon; it requires input by both the Manager and each person in the work group.

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Performance Planning

Organizational goals Department goals Sectional goals Individual goals

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Supporting Set Standards

Requires ACTION

• Coaching
• Mentoring
• Counselling
• Mark of true leadership
• Impacts greatly on motivation and final

achievement

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Performance Appraisal

• 1. Clarifying performance goals and standards
• 2. Motivating individual performance
• 3. Improving communication between staff

members and their supervisors To facilitate excellence in performance through enhanced communication.

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Performance Appraisal

• PREPARE: Examine last years objectives, collect facts
• n performance, set the right climate, give adequate

notice, pay history, training records, previous appraisal form, JD

• DISCUSS: Review last years performance, Explore

internal and external factors affecting performance, agree objectives and necessary support, motivate and build self image

• AGREE OBJECTIVES: as part of discussion
• FOLLOW UP: Support and review progress regularly

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Appraisal Skills

• Create rapport
• Build the appraisee’s self image
• Attack problem, not people
• Keep the discussion on track
• Seek the employee’s input and show respect for

their views

• Giving Information
• Seeking Information
• Clarifying
• Active listening

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Seeking Information

• Seeking Feelings: seeking a value judgement

about the situation or proposal under discussion

• Seeking Effects: Appraiser asks the appraisee

to consider the effects or consequences of the situation

• Seeking Proposals: Seek commitment to action
• r suggestion regarding the kind of action which

could be implemented

• Seeking General: seeking facts, opinions or

reasons

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Giving Information

• Giving support/ feelings: expresses

agreement or support of the appraisee’s performance or contribution

• Giving builds: appraiser modifies and improves
• n ideas or suggestions made by appraisee
• Giving general: appraiser is giving facts,
• pinions, reasons and proposals

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Clarifying

• Clarifying by summarizing: restate in

compact form a number of earlier points

• Clarifying by paraphrasing: Restate a

contribution by the appraisee using different words to ensure both parties have mutual understanding

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Active Listening - I

Characteristics of a poor listener:

• 1. Little eye contact
• 2. Body turned away from you
• 3. Doodling or reading
• 4. Interrupting
• 5. Completing your sentences

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Active Listening - II

Characteristics of a poor listener:

• 6. Pursuing own agenda
• 7. Only interested in what they are

going to say next

• 8. Pre-judging what you are saying
• 9. General fidgeting
• 10. No encouraging noises

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Giving Feedback

• Specific
• Factual
• Not emotional
• Directly work related
• Constructive
• Relevant to behaviour not personality

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Receiving Feedback - I

• 1. Don’t interrupt: Listen actively and

summarize

• 2. Think of feedback
• 3. Ask for examples for the sake of

clarity

• 4. Check out with others who know you

well and will not flatter you

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Receiving Feedback - II

• 5. If feedback is genuinely incorrect

respond calmly but assertively giving specific examples

• 6. Accept positive feedback and do not

be self-depreciating

• 7. Build into your action plan ways of

working through criticism

• 8. Acknowledge and thank your

manager or being frank

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Self disclosure

• What motivates you
• Your interests
• Your commitments
• Your aspirations
• Two way process

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Performance Management Interventions

• Deliver the support you promised
• Training; identify training needs and explain why

training is necessary

• Recognition of improvement; use appropriate

form of recognition this can be inform of praise, promotions and salary review, recognition should be timely if it is to be effective.

• Coaching; build the persons self confidence and

provide for an opportunity for practice with feedback

• Disciplinary action last resort

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Agenda for end year review

• Actual performance against phased objectives
• Reasons for variance: Internal and external

factors

• Support provided to date
• Extra support required
• Probability of achieving annual objectives
• Renegotiation of annual objectives if appropriate

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Performance rating system

• The appraisee rating relates to the

appraisers rating

• The ratings should fit in to the normal

distribution curve

• Review on the form

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Performance Related Pay

• Can be part of the performance contract.
• In isolation it does not deliver performance

improvement

• Must balance rewards for individual and

team performance

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Environment for Success

• Fairness: relevant to the job, agreed and

understood, valid , observable

• Transparency
• Equity
• Giving and receiving feedback
• Discipline-divorce it entirely from personal

feelings and discipline immediately

• Appeal opportunity

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