6 Performance Based Organization Diagnosis Presentation

OD/HRD Series

Performance-based Organization Diagnosis

　 Shinichiro Kawaguchi, Ph., D.

How to Implement Performance-based Organization Diagnosis

from Organization/Human Resource Perspectives

High Organization Performance / Management Quality OutputOutput

HRM/OMHRM/OM

●Integrated-MBO ●Policy Management ●Project Management ●HR Planning ●Wage-Salary System ●Performance Management ●Balanced Score Card

ODOD

●Integrated-MBO 　　　●Motivation/Moral ●Leadership ●Quality Award ●Knowledge Management ●Performance Management ●Balanced Score Card

　 HRDHRD

●Integrated-MBO 　　　●Problem-Solving &

Decision Making ●Motivation/Moral ●Leadership ●Performance Management ●Competency Development

Organization LevelOrganization Level

Process LevelProcess Level

Job LevelJob Level

PerformancePerformance- based - based

Organization Organization Diagnosis Diagnosis

● ● Objectives-Setting Objectives-Setting ●Design ●Design ●Management●Management

InputInput

Conversion ProcessConversion Process

FeedbackFeedback Framework of Performance-based OrganizatFramework of Performance-based Organization ion Diagnosis and CountermeasuresDiagnosis and Countermeasures

Bench Marking

Strategy-focused

Participative

= Course Outline =

1. Framework of Performance-based Organization DiagnosisPerformance-based Organization Diagnosis2. Deployment of Performance-based Organization Diagnosis3. Nine Performance Factors for Performance-based Organization Diagnosis4. Tangible Process of Organization Diagnosis and Countermeasures5. Tools for Performance-based Organization Diagnosis6. Organization Diagnosis and Countermeasures at Organization Level 6-1. Relation Map 6-2. Organization Survey : Motivation Survey 6-3. Organization Survey : Moral Survey 6-4. Organization Survey : Leadership Survey 6-5. Organization Analysis and Improvement Worksheet 7. Organization Diagnosis and Countermeasures at Process Level 7-1. Process Map 7-2. Process Analysis and Improvement Worksheet8. Organization Diagnosis and Countermeasures at Job Level 8-1. Role/Responsibility Matrix 8-2. Job Flow 8-3. Job Analysis and Improvement Worksheet

Vision

Value

Mission

Business Goals/Objectives

External Environment

●Market needs ●Competitors 　　　　● Regulation ●etc.

Internal Environment

　● Organization Culture ● Organization Structure ● Process flow ●etc.

Organization Level

Process Level

Job Level

InfluenceInfluence

DiagnosisDiagnosis

1. Framework of Performance-based Organization Diagnosis

Objectives-SettingObjectives-Setting DesignDesign ManagementManagement

Organization Organization LevelLevel

Organization Organization Objectives-SettingObjectives-Setting

Organization Organization Design Design

Organization Organization Management Management

Process LevelProcess Level Process Process Objectives-SettingObjectives-Setting

Process Process DesignDesign

Process Process ManagementManagement

Job LevelJob Level Job Job Objectives-SettingObjectives-Setting

Job Job DesignDesign

Job Job ManagementManagement

Nine Performance Factors for C.O.D.Nine Performance Factors for C.O.D.

1. Framework of Performance-based Organization Diagnosis

Hierarchy of OrganizationHierarchy of Organization

Organization Organization LevelLevel


Job LevelJob Level

= Performance = Performance FactorsFactors =

●Objectives-Setting

●Design

●Management

= Level == Level =

●●Organization LevelOrganization Level

●●Process LevelProcess Level

●●Job LevelJob Level

= Perspectives == Perspectives = ●Strategy - focused

● Participative

Goal/Objectives

Customer

Organization (Relationship map)


ProcessProcess LevelLevel

2. Deployment of Performance-based Organization Diagnosis

(Process Map)

Goal/ Objectives

S1 S2

CustomerFunc. A

Func. B

Func. C

Sub Process Goals

Process Analysis worksheet Criteria Setting Worksheet

Job LevelJob Level Job Analysis Worksheet

Goals/Objectives

Performance-based Organization Diagnosis

Deploy HRM/OM,OD,HRD

Role/Responsibility Matrix

Vision,Mission,Business PlanVision,Mission,Business Plan

< Organization Level >< Organization Level > 1).Organization Goals/Objectives : How about Goals/Objectives Setting at Organization Level from

Financial/Customer/Business Process/Learning & Growth perspectives ? 2).Organization Design : How about Design at Organization Level from Financial/Customer/Business Process

/Learning & Growth perspectives ?3).Organization Management :How about Management at Organization Level from Financial/Customer/Business

Process/Learning & Growth perspectives ?

< Process Level >< Process Level > 4).Process Goals/Objectives : How about Goals/Objectives Setting at Process Level from Financial/Customer

/Business Process/Learning & Growth perspectives ?

5).Process Design : How about Design at Process Level from Financial/Customer/Business Process /Learning & Growth perspectives ?

6).Process Management : How about Management at Organization Level from Financial/Customer/Business

Process/Learning & Growth perspectives ? < Job Level >< Job Level > 7).Job Goals/Objectives : How about Goals/Objectives Setting at Job Level from Financial/Customer /Business

Process/Learning & Growth perspectives ?8).Job Design : How about Design at Job Level from Financial/Customer/Business Process /Learning & Growth

perspectives ?9).Job Management : How about Management at Organization Level from Financial/Customer/Business Process/

Learning & Growth perspectives ?

3. Nine Performance Factors for Performance-based 3. Nine Performance Factors for Performance-based Organization Organization

DiagnosisDiagnosis

PresidentPresident

General ManagerGeneral Manager Mgt. Planning Dep.Mgt. Planning Dep.

Production Dep.Production Dep. Sales Dep.Sales Dep. Production Eng. Dep.Production Eng. Dep.

The Result of Nine Performance FactoThe Result of Nine Performance Facto ｒｒ Analysis at SME in Japan.Analysis at SME in Japan.

組織開発診断ー社長

5060708090

組織目標設定

組織設計

組織管理

プロセス目標設定

プロセス設計プロセス管理

業務目標設定

業務設計

業務管理

1系列

組織開発診断ー常務

5060708090

組織目標設定

組織設計

組織管理



業務目標設定

業務設計

業務管理

1系列

組織開発診断ー経営企画部

5060708090

組織目標設定

組織設計

組織管理



業務目標設定

業務設計

業務管理

1系列

組織開発診断ー生産部

5060708090

組織目標設定

組織設計

組織管理



業務目標設定

業務設計

業務管理

1系列

組織開発診断ー営業部

5060708090

組織目標設定

組織設計

組織管理



業務目標設定

業務設計

業務管理

1系列

組織開発診断ー製造技術部

5060708090

組織目標設定

組織設計

組織管理



業務目標設定

業務設計

業務管理

1系列

Strong Point Weak PointPresident Objectives-Setting and Design are Objectives-Setting and Design are

good.good.Need to improve Organization Need to improve Organization Design and Job ManagementDesign and Job Management

General Manager

Job Objectives-Setting is rather Job Objectives-Setting is rather good good

Need to improve Process Design Need to improve Process Design and Job Managementand Job Management

Mgt.Planning Dep.

Job Level and organization/ Job Level and organization/ Process objectives-setiing are Process objectives-setiing are good.good.

Nothing specialNothing special

Production Dep. Organization/Process Objectives-Organization/Process Objectives-Setting are rather goodSetting are rather good

Need to improve Design/ Need to improve Design/ Management at all levelsManagement at all levels

Sales Dep. Organization Design is goodOrganization Design is good Need to improve Process level and Need to improve Process level and Job levelJob level

Production Eng. Dep.

Organization Management and Organization Management and Process Objectives-setting/ Process Objectives-setting/ Management and Job Objectives Management and Job Objectives -setting are good-setting are good

Need to improve Organization Need to improve Organization Objectives-Setting and Process Objectives-Setting and Process Design and Job ManagementDesign and Job Management

Key wordKey word ●● 　　 Objectives-SettingObjectives-Setting ●● 　　 Design and ManagementDesign and Management

Summary of Nine Performance Factor analysis at each Function.



Job LevelJob Level

Organization Organization SurveySurvey

Relationship Relationship MapMap

Analysis & Analysis & Improvement Improvement WorksheetWorksheet

Criteria- Criteria- Setting Setting WorksheetWorksheet


Process Process Map Map

Role & Role & Responsibility Responsibility

Matrix Matrix

Job FlowJob Flow


4. Tangible Process of 4. Tangible Process of Organization Diagnosis Organization Diagnosis and Countermeasuresand Countermeasures

= Nine Performance Factors =

1.Organization Level1.Organization Level

　● Relationship Map

　● Organization Survey

　● Analysis & Improvement Worksheet

2.Process Level2.Process Level

　● Process Map

　● Analysis and Improvement Worksheet

　● Criteria-Setting worksheet

3.Job Level 3.Job Level

　● Role & Responsibility Matrix

　● Job Flow


< Organization Diagnosis at Organization Level >< Organization Diagnosis at Organization Level > 1).Relationship Map : Depict the customer-supplier relationships among the line and stuff function in

organizations. 2).Organization Survey : Identify Strategy Map & Balanced Score Card and organization culture. 3).Organization Analysis & Improvement Worksheet : Identify the gap and improvement action for

Organizational Critical issues, and related process

< Organization Diagnosis at Process Level >< Organization Diagnosis at Process Level > 4).Process Map : Show how functions are involved as the order is processed and identify disconnects

in the process. 5).Process Analysis and Improvement Worksheet : Identify gap and improvement action for process

critical issues, and related job. 6).Criteria-Setting Worksheet : Clarify critical dimension, measure and goals for process critical

issues 　 ( : if necessary )

< Organization Diagnosis at Job Level >< Organization Diagnosis at Job Level > 7).Role/Responsibility Matrix : Ensure that responsibility are allocated to appropriate job by

appropriate person. 8).Job flow : Clarify the flow of job from upstream to down stream. 9).Job Analysis & Improvement Worksheet : Identify gasp, impact of gap , and cause of gap from five

perspectives.

5. Tools for Performance-based Organization Diagnosis 5. Tools for Performance-based Organization Diagnosis



Job LevelJob Level








Matrix Matrix

Job FlowJob Flow


6. Organization 6. Organization Diagnosis and Diagnosis and Countermeasures at Countermeasures at Organization LevelOrganization Level

(( ＊＊))


1.Organization Level (1.Organization Level ( ＊＊ ))





　● Process Map



3.Job Level 3.Job Level


　● Job Flow


< Relationship Map >< Relationship Map >Purpose :Clarify information flow within organizations and external relationship.Components : Inputs , Output , Conversion Process, and Feedback including external circumstances.

< Organization Survey >< Organization Survey >Purpose :Clarify information flow within organizations and external relationship.Components : Motivation Survey, Leadership Survey, Morale Survey, etc.

< Organization Analysis & Improvement Worksheet >< Organization Analysis & Improvement Worksheet > Purpose :Clarify achievement gap between desired levels and current level in organization.Components : Outputs, Actual performance, Gap, Impact of gap, Cause of Gap, Improvement action,

Process which influence gap.

6-1 . Tools for Organization Diagnosis at Organization Level6-1 . Tools for Organization Diagnosis at Organization Level

To Process LevelTo Process Level

Deployment

　　　　顧客市場

Input Input

&&

OutputOutput


FeedbackFeedback

6-1. Relation Map

InternalInternal

Mgt.

Planning

Sec.

Production G

Quality

Assurance G

Production

Eng. G

　 Sales Ｇ

　　ＣＳＧ

Eng. Ｇ　

　 General

Affair G

ClaimClaim

　　　 Clients/Market

　　・ Maker

plan

repair

product

(deliver(deliver))(order(order)) plan

repair

(payment)(payment)

Candidates

for

employment

IInntteerrvviieeww

AAddooppttiioonn

　 External Organization

・ Business partners

・ Machinery makers

・ Business company

(deliver)(deliver)

(order)(order)

ExternalExternal

Dep. 　： Production 　Dep. 　 group : Production Eng G.

Business Goals/Objectives 　　　　：　　 Increase Process Efficiency more than 30% 　Policy of Production Department to realize Strategic Goals/Objectives 　：　　 Quality & Speed 　　　　　　　　

Organization Goals/ Objectives

DesiredPerformance

Actual Performance

Gap Impact of Gap

Cause of Gap Organizational Improvement Action

Process which influence the Gap

●Decrease total cost

●Improve yield rate

●Improve achievement of appointed date of delivery

- ５３％

+ ９９％

+ ８０％

- ５７％

+ ９０％

+ ４０％

４％

９％

４０％

Profit

Customer reliance

Customer reliance

・ Waste of Organization structure & process・ Ext. environment・ defect

・ Luck of equipment & technology/skills/ knowledge

・ Luck of equipment & technology/skills/ knowledge

・ Decrease of prime cost

・ Improve operation time

・ Introduce new equipment

・ Reinforce ＯＪＴ

・ Improve operation time

・ Purchase management of low material & others.

・ Check operation time

・ Process management of each step

6-5. Organization Analysis & Improvement 6-5. Organization Analysis & Improvement worksheet. worksheet. 　　



Job LevelJob Level








Matrix Matrix

Job FlowJob Flow


(( ＊＊))

7. Organization 7. Organization Diagnosis and Diagnosis and Countermeasures at Countermeasures at Process LevelProcess Level






2.Process Level (2.Process Level ( ＊＊ ))

　● Process Map



3.Job Level 3.Job Level 　 ●Role & Responsibility Matrix

　● Job Flow


< Process Map >< Process Map >Purpose :Clarify Process flow within organizations in line with critical issues at organization level.Components : each process from of “input from up-stream” to “output to down-stream”.

< Process Analysis & Improvement Worksheet >< Process Analysis & Improvement Worksheet >Purpose :Clarify achievement gap between desired levels and current level in process..Components : outputs, Actual performance, Gap, Impact of gap, Cause of Gap, Improvement action,

Job which influence gap.

< Criteria-Setting Worksheet >< Criteria-Setting Worksheet > Purpose :Setting criteria for process improvement such as Dimensions, Measures, and goals.Components : Accomplishment, Critical Dimensions, Measures, Gals.

● ● Tools for Organization Diagnosis at Process LevelTools for Organization Diagnosis at Process Level

To Job LevelTo Job Level

Deployment


FeedbackFeedback

7-1. Process Map

InternalInternal

　 Training Bench Marking 　　

Person in Charge

Data processing system

　 Head of Dep.

・ Data of overtime & expense for putting out their work

　

　　　・ Process machine

　　　　　　 Responsible person of cost 　　　　

ReportReport

Decision-making & indicationDecision-making & indication

DataData

ReportReport


Input Input

&&

OutputOutput


Process Goals/Objectives 　　　　：　　 Decrease total cost more than 53%, Improve yield rate more than 99%, Improve achievement rate of appointed date of delivery more than 80%Policy of Production Department to realize Strategic Goals/Objectives 　：　　 Quality & Speed 　　　　

Process Goals/ Objectives

DesiredPerformance

Actual Performance

Gap Impact of Gap

Cause of Gap Process Improvement Action

Job which influence the Gap

●Cost reduction of

law material & others

●Improve machine operation time

●Decrease reinspection rate

-10 ％

+10 ％

-5 ０％

0 ％

+2 ％

-2 ０％

10 ％

8 ％

3 ０％

Profit

Profit

Profit

・ Ext. condition

・ Contents of order

・ Level of technology

・ Equipment

・ Luck of technology/skills/ knowledge about measurement

・ Improve how to purchase

・ Clarify skills to be strengthen

・ Clarify measurement error

・ Massive Purchasing

・ Training for skill-up

・ Guidance for measurement and feedback

・ Prepare manual/standards for measurement

7-2. Process Analysis & Improvement worksheet. 7-2. Process Analysis & Improvement worksheet. 　　



Job LevelJob Level








Matrix Matrix

Job FlowJob Flow


(( ＊＊))

8. Organization 8. Organization Diagnosis and Diagnosis and Countermeasures at Countermeasures at Job LevelJob Level







　● Process Map



3.Job Level (3.Job Level ( ＊＊ ))


　● Job Flow


< Role/Responsibility Matrix >< Role/Responsibility Matrix >Purpose : Identify Role & responsibility for workplace and individuals inline with critical process

issues.Components : Role & responsibility for workplace and individuals inline with critical process issues.

< Job Flow >< Job Flow >Purpose :Clarify Job flow within Process in line with critical issues at process level.Components : each job from of “input from up-stream” to “output to down-stream”.

< Job Analysis & Improvement Worksheet >< Job Analysis & Improvement Worksheet > Purpose :Clarify achievement gap between desired level and current level in job .Components : Goals, Actual Performance, Gap, Impact of gap, and six factors of cause of gap.

Deploy HRM/OM,OD,HRDDeploy HRM/OM,OD,HRD

Deployment

● ● Tolls for Organization Diagnosis at Job LevelTolls for Organization Diagnosis at Job Level


Process Goals/Objectives 　　　　：　　 Decrease total cost more than 53%, Improve yield rate more than 99%, Improve achievement rate of appointed date of delivery more than 80%Policy of Production Department to realize Strategic Goals/Objectives 　：　　 Quality & Speed 　　　　

Process Goals/ Objectives

DesiredPerformance

Person in Charge A

Items Goals

Person in Charge B

Items Goals

Person in Charge C

Items Goals

●Cost reduction of

law material & others

●Improve machine operation time

●Decrease reinspection rate

-10 ％

+10 ％

-5 ０％

Look for suppliers of law materials.

More than three suppliers.

Prevent defect of injection

Realize defect of injection rate less than 30%

Prevent machine failure

Realize zero machine failure for one month

8-1. Role/Responsibility Matrix 8-1. Role/Responsibility Matrix 　　



FeedbackFeedback

8-2. Job flow

　・ Skill survey

　・ Process Analysis

　・ Job analysis

　・ Level survey

Training System 　 Skill Map 　

・ Adjustment

・ polishing

・ Electric discharge -process

・ Shaving by polishing/Cutting

・ Core-technology

・ etc.

　　・ Core

technology

・ Spec. of parts

・ Job standards

・ Operation method

revisionrevision

datadata

reflectionreflection

revisionrevision

Bench-marking g

External Training

Input Input

&&

OutputOutput


Process Goals/Objectives 　：　 Cost reduction of law material & others more than 10%, Improve machine operation time more than 10%, Decrease reinspection rate less than 50%Policy of Production Department to realize Strategic Goals/Objectives 　：　　 Quality & Speed 　　　　

Job Goals/ Objectives

DesiredPerformance

Actual Performance

Gap Impact of Gap

Cause of Gap Job Improvement Action

Training which influence the Gap

●Skill up of Joint & polishing technique

●Skill up of Electric Charge process

●Skill up of Cutting & Shaving Technique

●Skill up of Core –technology for making metal jig

Medium Level

High level

Medium level

Medium Level

Low level

Medium Level

Low Level

High Level

・ Prepare Job Standard

・ Clarify Skill map to be improved







・ Bench Marking・ In house/outside

Training


Training


Training


Training

8-3. Job Analysis & Improvement 8-3. Job Analysis & Improvement worksheet. worksheet. 　　

Sample of Technical Skill MapSample of Technical Skill Map

　 Joint Accuracy

　　　　　　　　　　　　　　　　　　　 Skill LevelSkill Level 　　 (Joint Skill)(Joint Skill)

　 Low 　　　　 Medium HighRound Shape

　０．０１　０．００５　　　０．００５　　　０．００２　０．００２Total Single 　 Total 　 Single Combination

Angle Shape

０．０１５０．００８０．００８０．００５　０．００２Total Single 　 Total Single Combination

Various Shape

０．０３０．０２０．０３　　　　　　０．０２　　　　　０．０１ Below ０．０１ Single Measure-

mentTotal 　　　　 Single 　　

Measure- ment

　 Total

Gear ０．０３０．０２０．０３　　　　　　０．０２　　　　　０．０１　０．０１以下

Single Measure- ment

Total 　　　　 Single 　　Measure- ment

　 Total

Target

Level

Sample of Technical Skill Load MapSample of Technical Skill Load Map

　

Joint Accuracy

Joint Skill Skill Level Low Medium High

Round Shape 　　　　● Person in charge A 　　　 ● Person in charge B 　　　 ● Person in charge C

Angle Shape 　　　● Person in charge A 　　　● Person in charge B 　　　● Person in charge C

Various Shape 　　　 ● Person in charge A 　　　 ● Person in charge B 　　　 ● Person in charge C

Gear 　　　● Person in charge A 　　　● Person in charge B 　　　● Person in charge C

J ob Operation at injection Process 　　　　　　　　　　　　　　　　　　　　　　　　　　　　 Sec./Dep. : Cause of Gap(*) Goals Actual

Performance Gap Impact of

Gap PS TS FB CONS K/S CAP・ 80% of cases of recovery

potential identified・ Additional or corrected

identified in less than 5% of cases・ 18 minutes per loss notice・ All loss notices entered.

Loss notice entriesreported by claimcategory

Recovery potentialidentified in 20% of casesAdditional or correctedissues identified in lessthan 4% cases15 minutes per lossnotice, averageNot done

60%

None

None

No loss data in claimoffice

Cost per claimgoes up

Payoutincreases

X

X

X X

X

X

X

・ All method mix variancesgreater than 5%adequately justified

・ Outside assigned claims$1,000 or more

・ 9% of cases coinspected/reinspected

Method mix variancegreater than 7% and notjustified 7 out of 12 months20% of outside claims$600 or lessCoinspection/reinspection in5% of cases

Economic assignment notachieved 80%

20% of claims misassigned

Quality control sample 4%below requirement



Payoutincreases

X X

X X

・ All representativesperforming to followinglevels :

- Average caseload: 25 cases

- Average settlement time: 20 days

60% of reps performing tostandard

Corrective action planimplemented for 55% ofsubstandard performers

45% substandard

55% of substandard notaddressed/supported

Payoutincreases andcost per claimgoes up

X

(*) PS: Performance Specification, TS: Task Support, FB: Feedback, CONS: Consequence, K/S: Knowledge/Skill, CAP: Capability

Current Job Analysis and Improvement worksheetCurrent Job Analysis and Improvement worksheet

60

80

100Performance Specification

Task Support

ConsequencesFeedback

Skill/ Knowledge and Capacity

Evaluation ofManagerial Ability

Current Motivation Current Motivation

Level to be achievedFactor 1 Accomplishment1 2 3 4 5

Prepare Performance StandardSet Clear target/ObjectivesSet clear measures & criteriaPrepare clear role/responsibility

Performance Specification

・・・・


Clear J ob standard/assignment/orderWithout interference from other jobLogical J ob procedure/flowEffective management system (MBO)

Task Support

・・・・


Aligned to support your performanceFaire Promotion systemAdequate Wage systemEffective Incentives system

Consequences

・・・・


Outer Performance appraisal systemMonitoring system to check the progressInteractive communication to evaluatethe performance with superiorSkills to evaluate his/her performance

Feedback

・・・・

Level to be achievedFactor 5/6 Accomplishment1 2 3 4 5

Enough skills/knowledge to perform jobsProper training systemPhysical/mental/emotional capability toperform jobsImplementing job analysis periodicallywith his/her subordinates

Skills/Knowledge& Capacity/ Capability

・・・・

Action Plan to Improve MotivationAction Plan to Improve Motivation

= Improve Motivation == Improve Motivation =

Link Motivation Survey to Training Link Motivation Survey to Training

Level to be achievedDimension Accomplishment1 2 3 4 5

Assign the role for subordinatesSet Clear ObjectivesMonitor the achievementFeed back the result

Competency

J ob Implementation

　・　・　・・


Find out the problemUtilize toolsMake action plan for countermeasureFeed back the result

Competency

Problem-Solving &Decision-Making

　・　・　・・


Utilize Communication SkillsPresent good leadershipMature autonomous climateMotivate subordinates

Competency

Human Relation

　・　・　・・


Promote Cross-functional relationsMake strategic thinkingIdentify role and responsibilityRealize customer satisfaction

Competency

Organic Action

　・　・　・・

Workplace : Molten Injection Sec. Person : Operator A Date : Approve :

Dimension Accomplishment Goals(action sample) Content of Result Deg. OfAchiev.

Weight TotalScore

JobImplementation

● Set mile-stone

● --------------------------------

● Set mile-stone every2 week

● ------------------------------------

● It’s occurs sometimes to postpone.● -----------------------------------

1,2,3,4 0.2 4.0

Problem-Solving

● Apply QC tools

● ---------------------------------

● Use New QC 7 tools for problem-solving● ------------------------------------

● Understand how to use New QC 7 tool sufficiently● ------------------------------------

1,2,3,4 0.3 30.0

HumanRelation

● Communise work- awareness

● Set meeting with all group leaders once a week

● Have regular meeting at least once a week 1,2,3,4 0.25 10.0

OrganicAction

● Present leadership

● --------------------------------

● Present leadership by clarifying own opinion● -----------------------------------

● Lead subordinated with strong leadership● ------------------------------------

1,2,3,4 0.25 25.0

Total sum 69.0 Self-Appraise Being Appraised by 1st -Evaluator Being Appraised by 2nd –EvaluatorTotal Performance = 69 Total Performance = 76.5 ( no need)

Reconsideration from the view point of person in charge Reconsideration from the view point of 1st – Evaluator● --------------------------------------------------------------------------------------● ---------------------------------------------------------------------------------------

● ----------------------------------------------------------------------------------------

Current Attitude Appraisal WorksheetCurrent Attitude Appraisal Worksheet Action Plan of Competency MatrixAction Plan of Competency Matrix

= Strengthen Competency == Strengthen Competency =

●●Job Implementation Job Implementation

● ● Problem-SolvingProblem-Solving

● ● Decision-MakingDecision-Making

● ● Human RelationsHuman Relations

● ● Organic ActionOrganic Action

Link Competency to Training Link Competency to Training

6 Performance Based Organization Diagnosis Presentation

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