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Performance Management
A SML305 Presentation
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Structure
Introduction
Job Evaluation
Job Hopping
Combating Obsolescence
Team Building
Designing Career Paths
Employee Satisfaction Survey Technique
Critical Mass Event
Job Designing Technique
Work out Technique
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Introduction
Performance Management
The overall goal of performance management is to
ensure that the organization and all of its
subsystems (processes, departments, teams,
employees, etc.) are working together in an
optimum fashion to achieve the results desired by
the organization. ww.managementhelp.org
Quest for the perfect blend of culture,
incentive, and motivation for the organic growth
of a company.
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Job Evaluation
Whos making the cut? And whos earning it?

• What is Job Evaluation?
• Where is it applicable?
• How is it done?

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Job Evaluation
Whos making the cut? And whos earning it?
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Job Evaluation
Whos making the cut? And whos earning it?
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Job Hopping
I smell Money

• Is it a real threat?
• Whos doing it?
• And I can do.?

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Job Hopping
I smell Money

• No, not him. That guy.
• Uncloud the future

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Job Hopping
I smell Money

• Up the ladder we go
• A little incentive

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Structure
Introduction
Job Evaluation
Job Hopping
Combating Obsolescence
Team Building
Designing Career Paths
Employee Satisfaction Survey Technique
Critical Mass Event
Job Designing Technique
Work out Technique
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Mid-Career Obsolescence - Middlescence

• Burned-out, bottlenecked, and bored. Thats the
  current lot of millions of mid-career employees.
• Threatens to turn middle managers into
  demotivated, dispirited and disgruntled
  executives

• Suspicion about careers
• Deprived of promotions
• Growth of younger managers
• No challenges

• Hold important positions
• Ideal for top positions
• Home grown
• Experienced

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Managing Middlescence

• Fresh Training
• Introductions to new business areas to expand
  their perspectives and trigger their interest in
  learning more.
• Use refresher courses and in-depth education to
  help them strengthen or develop their skills.
• Crompton designed general management programme
  for its middle managers at IIM-A.

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Managing Middlescence

• Rotate them through functions
• Growth not only about promotions
• No comfort zones
• Create challenges to break monotony
• Involve them in the Imperatives
• Involvement in strategic business development
• Access to leadership development programs
• Stock your leadership pipeline
• Organizations faith in their abilities

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Managing Middlescence

• Mentoring Roles
• Encourage middlescents to mentor young talent
• New social connections and improved self-esteem
• Improved performance
• Posting Abroad
• Combined benefits of a new role and promotion
• Higher salary, new challenges

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Team Building

• Small cross-functional collection of employees
• Near-complete operational and decision making
  autonomy
• Proven improvement in shopfloor performance
  standards
• Teams of middle and senior managers to boost
  non-shopfloor performance
• Build teams carefully
• Set rules
• Create framework for self management

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Building teams The Lupin Way

• Phase One
• Screening to shortlist people
• Personality Profile, performance appraisal
• Create self awareness to improve self performance
• Phase Two
• Grooming members to become business managers
• Explain company strategies, short-term and
  long-term actions
• Cross-functional training production, finance,
  marketing

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Building teams The Lupin Way

• Phase Three
• Training for leadership development
• Develop team spirit, communication skills,
  presentation skills, build bonds with the company
• Phase Four
• Self evaluation and colleague evaluations
• Focus on ability to recall, concept retention,
  punctuality, assessing others correctly,
  observation powers, using above acquired skills
  to transact business and educate others

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Planning Teamwork The APL Way

• Key Process Management
• Common protocol to guide key process like
  customer interaction
• Daily Process management
• Each team to monitor day-to-day performance
• Indicators like tolerance level between team
  members
• GYRO decisions
• Green every team member empowered to take
• Yellow need team leaders approval
• Red have to be taken collectively
• Out of bound referred to top management
• 360-degree appraisal
• Each member to be evaluated by every other member

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Structure
Introduction
Job Evaluation
Job Hopping
Combating Obsolescence
Team Building
Contain Executive Stress
Employee Satisfaction Survey Technique
Critical Mass Event
Job Designing Technique
Work out Technique
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Executive Stress
Why so Serious?

• Introduction to Stress in the work environment
• Overload
• Deadline Pressures
• Demanding Bosses
• Non-Performing Juniors
• Domestic Disharmony
• Increasing uncertainty in todays corporate world

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Executive Stress
Why so Serious?

• Employee Development Program
• Stress Audit
• Assess Stress Tolerance Limit
• Typical Questions
• Whether they feel useful in the organization
• How lonely they feel
• Do they rush with their tasks
• Helps improve coping skills
• Three Pronged Approach
• Some amount of stress is needed to thrive
• Created networks for senior-subordinate
  communication
• Periodically review company culture and set
  priorities

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Employee Satisfaction Survey
All those in favour, say Aye
Action

• Focus on key issues
• Monitor change
• Conduct ESS frequently

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Structure
Introduction
Job Evaluation
Job Hopping
Combating Obsolescence
Team Building
Contain Executive Stress
Employee Satisfaction Survey Technique
Critical Mass Event
Job Designing Technique
Work out Technique
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Critical Mass Event

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Introduction

• Conceptualized by Kathleen Dannemiller, 1989
• A motivational technique aiming at an en masse
  impact
• Involves all employees, some stakeholders and
  customers as well
• Defining vision, mission and strategies together
• Collective brainstorming, the whole organization
  acts as one

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Background

• THEORETICAL BACKGROUND
• D x V x F R
• D Dissatisfaction with present
  situation
• V Vision of future possibilities
• F First step towards vision
• R Resistance to change

• Used by Boeing, Coca Cola, Corning, Eicher,
  Ford, Marriott

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Advantages Drawbacks

• ADVANTAGES
• Involves the whole work force and management
• Provides a better view of things
• Reduction in inter-departmental conflicts
• Provides sense of ownership to employees
• Enables threat identification at each level
• Enables quick implementation of changes

• DRAWBACKS
• Productivity Issues employee maturity
• CEO Issues need to be too transparent
• Expensive and extremely difficult to organize
• Difficult to quantify results
• Impossible if the organization size is too large
  

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Job Designing Technique

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Introduction

• De-jobbing
• Elimination of job definitions
• Teams custom built for a specific project
• Non-rigid teams
• Free, employee-centered work environment
• Development of the organization by employee
  growth
• Incorporation of employee aims into
  organizations

• ORIGIN 3M GE in late 1960s
• Used by TCS, Mc Kinsey, Infosys

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Job Designing Old Way

• Organization-centered
• Limits to speed of career growth and
  quantification of seniority level
• Many dos and donts set by the organization
• Methodology
• Business assessment and requirement forecast
• Fix manpower levels and HR objectives
• Define divisions and functions hierarchically
• Work out reporting function and grade
  compensation
• Chart a five-year career development process

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De-jobbing

• Allows enough independence to be creative and
  contribute in a unique manner
• BASICS
• Free the work environment
• High flexibility
• Build teams around projects
• Discard old notions of hierarchy
• Offer a continuous learning curve
• Motivate through protégé pressure

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Advantages Drawbacks

• Advantages
• Flexibility
• Higher individual commitment due to greater
  ownership
• Checks organization from becoming overstaffed
• Powerful tool to create a learning organization
• Drawbacks
• May reduce productivity initially
• Requires high investment in terms of time and
  money
• Managing might be difficult due to high
  empowerment

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Work-Out Technique

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Introduction

• Devised by Jack Welch, CEO of GE, in 1988
• Employees directly facing a problem figure out a
  feasible solution
• Immediate acceptance or rejection by the decision
  making committee
• Potential to extract solutions to problems
  virtually institutionalized
• Method to increase loyalty and reduce workplace
  frustrations among employees

• One of the biggest planned efforts to alter
  peoples behavior since Maos Cultural
  Revolution Len Schlesinger

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Vital Qualities

• Act as objectives as well as enablers
• Candid communication between employees and
  management without jeopardizing career
• The people who face the problem are more
  knowledgeable than management
• Unnecessary work must be eliminated
• Refine practices throughout the business

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Advantages Drawbacks

• ADVANTAGES
• Cooperation Motivates employees at all levels
  to work together
• A platform for employees to voice their
  problems and exhibit their capabilities
• Removes bureaucratic barriers
• Employee empowerment

• DRAWBACKS
• May be difficult to manage due to empowerment
• Management insecurity
• Brainstorming may turn into authorized
  complaining

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The End
Kaustubh Khade 2005cs10163