PMS with questionnaire

1. Performance Management system AntonetteAsumptha.J

2. What is PMS Performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on performance of the organization, a department, processes to build a product or service, employees Performance improvises the performance of the whole system

4. It is therefore important to define specific responsibilities that Managers/Supervisors and employees must carry out to help an organization achieve this goal.

6. Performance Management & Employee Development System Introduction The whole idea therefore of PM is to manage the performances of our employees bearing in mind their strengths and weaknesses and effectively coach and counsel them on how to improve their performance, so that the business can continually be improved. It does not focus on judging a comparative rating of an employee’s performance. It encourages the employee to solicit, and the supervisor to provide frequent, constructive feedback that can be put to use in enhancing performance.

7. 6 Performance Management & Employee Development System Performance & Employee Development Planning – Key Parts Establishing Performance Objectives - Guidelines Performance objectives describe the major accomplishments that an employee expects to achieve during the next calendar year. Performance Objectives should reflect and align with the organization’s objectives, the business unit’s objectives and the supervisor’s objectives. At the beginning of the year the Supervisor and employee will review the organizational objectives related to the business plan and the employee’s job description.

8. 7 Performance Management & Employee Development System Performance & Employee Development Planning – Key Parts Establishing Performance Objectives – Guidelines Employee to list key performance objectives to be accomplished during the upcoming year. Employee to write each objective in such a way that describes what he/she specifically plans to accomplish. Identify the performance measures or outcomes (Quantity, Quality, Cost and/or Timeliness) employee expects to achieve Follow the SMART model for writing objectives

9. 8 Performance Management & Employee Development System Key Parts of the PM & EDS Performance Planning Establishing Performance and Development Objectives. Conducting Periodic Progress Review. Evaluating Performance Writing Career Interest and Development Plan Conducting the Performance Appraisal and Development Discussion Career Interest and Potential Discussion

10. 9 Performance Management & Employee Development System Establishing Performance Objectives - Guidelines The “SMART” model The objectives and action plans should be: S =SPECIFIC. Your objectives and action plans should have enough specificity that if you put them away and came back to review them in a week or two, you’ll know what it meant. The action plans should provide enough clarity to enable you and your supervisor to understand and agree on how to meet your performance and development plans.

11. 10 Performance Management & Employee Development System Establishing Performance Objectives - Guidelines The “SMART” Model The objectives and action plans should be: M =MEASURABLE. Will you be able to say objectively “I did what I said I was going to do” while including a description of how well you did? Measures should be described in terms of: Quantity (How many, how much, % increase, etc) Quality (some measure of satisfaction, often from the perspective of others) Cost(your actions resulted in a specific cedis or % reduction in cost/expenses). And Timeliness (typically an objective to improve the speed of a service or product or the completion of a project).

12. 11 Performance Management & Employee Development System Establishing Performance Objectives - Guidelines The “SMART” Model The objectives and action plans should be: A =ACHIEVABLE Do your objectives and action plans provide enough “motivational” stretch making them a challenge to accomplish rather than impossible to reach? Must be attainable Must be meaningful Must be appropriate to the situation Should not be unreasonably high or employee may give up

13. 12 Performance Management & Employee Development System Establishing Performance Objectives - Guidelines The “SMART” Model The objectives and action plans should be: R =RELEVANT Do your action plans tie back to your career interests and your work unit’s, department’s, and organization’s objectives? It is important to enjoy what you are doing, find meaning in what you do and identify opportunities and activities to professionally develop; but It must be done in the context of achieving the goals and objectives of the organization

14. 13 Performance Management & Employee Development System Establishing Performance Objectives - Guidelines The “SMART” Model The objectives and action plans should be: T =TIME FRAME (Tied to Deadlines) Do your objectives and action plans have dates or milestones that allow you to determine if you are on schedule? The level of objective/plan complexity and activities usually dictates the degree of time frame details. The longer the time for goal completion, the more critical it is to have time-based checkpoints or milestones.

15. PMS-Eg-Sales

17. Development Plan Training on the areas required both technical and Behavioral

18. Sources: http://bizcovering.com/marketing-and-advertising/10-essential-marketing-skills/ Wikepedia CiteHR.com