PMS Implementation

Implementing PMS This requires the involvement of lot of players Successful implementation requires a clear understanding of how the system works and clear understanding of its benefits –It requires wide organizational support and acceptance from its employees

Communication Plan Before launching the PMS a proper communication plan needs to be developed before acceptance of the system A good communication plan should give answers to these questions –What is performance management ? –How does the performance management fit into our strategy ? –What’s in it for me ? –How does it work ? –What are my responsibilities ? –How is performance management related to other initiatives ?

What is performance management ? –What is expected to accomplish –Department initiative,program and strategic planning How does the performance management fit into our strategy ? –Outline the principles that guide the system –Communication of the vision, values and expectations clearly What’s in it for me ? How does it work ? –Outlines the performance dimensions,rating categories and how to assign the overall rating What are my responsibilities ? –Responsibilities of the team members as well as their rating officials How is performance management related to other initiatives ? –Communication of linking the entire the pm process to performance based pay

Considerations to minimize barriers in communication Involve employees Understand employee needs Strike first Provide facts and consequences Put it in writing Use multiple channels of communication Use credible communicators

WHERE ORGANISATIONAL PMS FITS INTO THE MANAGEMENT CYCLE

Training programs for acquisition of required skills 1.Reasons for implementing the PMS system 2.Information on the appraisal form and the system mechanics 3.How to identify and rank job activities 4.How to observe,record and measure performance 5.How to minimize rating errors 6.How to conduct an appraisal interview 7.How to train,counsel and coach steps 3-7 are for raters only

Common rater errors unintentional Similar to me Halo Primacy Recency Negativity First impression Stereotype Intentional Leniency Severity Central tendency

Pilot testing Allowing potential problems to appear and defects discovered before the system is put in place so that corrective action can be done Implementing the entire system,including all the components but only with a select group of people This group is selected so that conclusions can be drawn from the group which can be generalized to group of people

Evaluating the PMS Number of individuals evaluated Distribution of performance ratings Quality of performance information gathered Performance discussion meetings held and their quality Overall cost benefit ratio Unit /organisational level performance indicators

IMPLEMENTING PMS The Integrated Development Plan and the Performance Management process must be seamlessly integrated. Implementation consist out of following phases Planning Monitor, Measuring Review Reporting Auditing Improving

1.Planning Review IDP – 1 year strategy Setting objectives –Objectives should be set set based on KRA’s Identified Setting up KPI’s –KPI’s should be measurable, simple, precise, relevant and objective

Measuring Performance Confidential employee surveys to be conducted Assess perception and attitudes about the system Assessing the performance improvement trend

2. Monitoring Performance (collect data per KPI) KPA’s – Objectives – KPI’s –- Targets – Responsibilities Performance monitoring is a continues process that runs parallel to the implementation of the IDP. It is important to determine: a) what data must be collected to asses performance b) how that data is going to be collected, stored, verified and analysed c) how does current performance compares with performance during previous years

3. Measuring Performance Departments collect data per KPI Comparison between actual vs target Take corrective measures if deviations exist Performance measurement is essentially the process of analysing the data provided by the monitoring system in order to asses performance Monthly and quarterly at organisational level and quarterly on individual level