KHRC PERFORMANCE MANAGEMENT SYSTEM Presentation on 01 th August 2014 UPWARD BOUND COMPANY LIMITED P.O. Box 79747, 00200, Nairobi Tel: 020 359 4 276 ub
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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 ub
Overview The use performance measurement to drive improvements and successfully translate strategy into action. ub
Achievements thus far “However beautiful the strategy, you should occasionally look at the results” Sir Winston Churchill ub
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 ub
Delivery challenges ub
Delivery challenges What challenges would prevent the attainment of our strategic plan? ub
Envisioning What will we be known for at the end of the 2013-2018 strategic period? What will success look like? ub
“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 ub
Effective teams Clear Objectives Effective Clear decision- roles making Accountability Trust and support Shared leadership ub
Ineffective Teams Confusion Conflict Slow, poor decision Poor making Commun -ication Low Poor motivation performance ub
Team lifecycle 1. Forming 2. Storming 3. Norming 4. Performing ub
Performance measurement ub
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Performance measurement 1. Agreed standards 2. Indicators identified 3. Recording process 4. Assessment ub
Performance management ub
“Strategy without tactic is the slowest route to victory. Tactic without strategy is the noise before defeat.” Sun Tzu, The Art of War ub
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 ub
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 ub
Balanced Scorecard ub
Balanced Scorecard “The essence of strategy is choosing what not to do” Michael Porter
Balanced Scorecard Conceptual framework for translating an organization’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. ub
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 ub
BSC Perspectives • How do we • How do our get the best stakeholders deal for see us? KHRC? Financial Stakeholder Learning Internal and processes growth • What must • How do we we excel continue to in? improve?
Perpectives Conceptual framework for translating an organization’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. ub
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 of programme or 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 . ub
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 ub
Questions and Clarification ub
Way forward ub
Way forward 1. Process overview 2. Next steps 3. Timeline ub
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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 others, or manners of conducting oneself that contribute to effective work performance
PERSONAL BALANCED SCORECARD Seven Habits of Highly Effective 6 Habits of super successful Peculiar Habits of Successful Be proactive Keep your eye Day dreamers and People people : Inc.Com People wanderers on the ball Begin with the They are quitters end in mind Learn how to say No Read 500 pages a Put first things Think outside the first Keep a daily box plan of attack Think win-win They say No more Welcome Seek first to often than they criticism understand, say Yes then to be Trust your They like to understood instinct repeat themselves a lot Synergize Take risks They think Sharpen the backwards saw ub
PERFORMANCE APPRAISAL ub
Performance Appraisal Cycle PLAN Determine performance expectations REVIEW ACT Managing performance Supporting set standards standards MONITOR Reviewing and appraising performance ub
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. 44 ub
Performance Planning Organizational goals Department goals Sectional goals Individual goals ub
Supporting Set Standards Requires ACTION • Coaching • Mentoring • Counselling • Mark of true leadership • Impacts greatly on motivation and final achievement 46 ub
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. 47 ub
Performance Appraisal • PREPARE: Examine last years objectives, collect facts on 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 and formally and informally 48 ub
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 49 ub
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 or suggestion regarding the kind of action which could be implemented • Seeking General: seeking facts, opinions or reasons 50 ub
Giving Information • Giving support/ feelings: expresses agreement or support of the appraisee’s performance or contribution • Giving builds: appraiser modifies and improves on ideas or suggestions made by appraisee • Giving general: appraiser is giving facts, opinions, reasons and proposals 51 ub
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