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PERFORMANCE MANAGEMENT SYSTEM

Developing KRAs and KPIs

 

 

 

RATIONALE

Performance Management (the successor of Management By Objectives or MBO) is the essence of managing, and the primary "vehicle" for getting the desired results through employees at all levels in the organisation. In the absence of such a system, staff members are unclear as to the employer's expectations regarding performance objectives and standards/targets, leading to low productivity, costly mistakes, stress, de-motivation, and conflict. A sound Performance Management Process/System subscribe to the crucial Principle: "What gets measured gets done".

The days of having a "one-set-of-measures-fits-all"  Performance Management System are long gone and inherently flawed. Performance objectives and measures need to be specific to job categories and individual roles.

They should also clearly link to Organisational Strategic Goals. This is done by subscribing to the Balanced Scorecard KPI technology to ensure a proper balance in the types of measures (based on four perspectives of the business) used at corporate level, and cascaded down to the lowest position. This ensures vertical and horizontal alignment and integration of the key performance measures throughout the organisation to ensure optimal productivity and bottom-line results.

This module aims to train participants in the techniques of carrying out job analysis, identifying job key result areas and developing key performance indicators that will be used in performance measurement of individual employees to meet the objectives of the organisation. These will be linked to the company’s KPIs and Balanced Scorecard (if it exists). They will also be exposed to the techniques of preparing and conducting Performance Appraisals that can be used practically back at work.

 

MODULE OBJECTIVES

After attending this module, participants should be able to:

·        Explain what is performance and the meaning of success in the organisational context

·        Embark on a new approach to carrying out the traditional performance appraisal

·        Describe the methods of carrying out a job analysis

·        State the key result areas (KRAs) of individual job holders

·        State the effective use of key performance indicators (KPIs) in evaluating the performance of the oganisation and the individual employees

·        Link corporate KPIs to unit and individual KPIs

·        Make performance appraisals outcome-focused and development based

 

MODULE CONTENTS

 

1.    WHY PERFORMANCE MANAGEMENT?

§   The importance of a performance management system

§   The true objective of a performance management system

§   Performance Appraisal vs Performance Development

§   Why the traditional performance appraisals don’t work?

 

2.    JOB ANALYSIS

§   Define the purpose of the job, job duties and responsibilities

§   Define performance goals with measurable outcomes (Key Result Areas and Key Performance Indicators)

§   Define the priority of each job responsibility and goal

§   Define the performance standards for key components of the job

 

3.    THE PERFORMANCE MANAGEMENT CYCLE

§   Planning Performance

§   Managing Performance

§   Appraising (Reviewing) Performance

§   Rewarding Performance

 

4.    PLANNING PERFORMANCE

§   Formulating objectives

§   Key Performance Indicators (KPI’s: Input and Output-based)

§   Performance Standards (Quantitative, Qualitative, Behavioural)

§   Performance Agreement

 

5.    MANAGING PERFORMANCE

§   Performance observation

§   Performance measurement

§   Performance recording

§   Performance feedback and coaching

§   The 360 degree feedback

 

6.    APPRAISING PERFORMANCE (PERFORMANCE DEVELOPMENT MEETING)

§   Immediate preparation for the Performance Development Meeting

§   The performance development plan format

§   The performance development meeting

§   Continous performance appraisal

 

7.    REWARDING PERFORMANCE

§   Linking actual performance to appropriate rewards

 

COURSE DURATION

2 days

 

TRAINING METHODOLOGY

An active “experiential learning” and “learner-centred” approach is used throughout the program including interactive lectures, individual diagnostic assessments, role plays, group discussions, team activities, and case studies.

 

WHO SHOULD ATTEND

Managers and supervisors who are involved in leading their work teams in achieving company or organisational objectives and contributing towards its efficiency and effectiveness.

 

LEARNING PARTNER

Ismail Hashim

 

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