Result Based Performance Management System€¦ · Blame game between HR and line managers due to...
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Transcript of Result Based Performance Management System€¦ · Blame game between HR and line managers due to...
01Why Result Based PMSThe world is completely shaken with the crises situation posed by Corona virus phenomenon. Businesses have been worst hit by COVID-19. Employers are concerned about the well-being as well as productivity of their workforce. Managing performance to maintain desired productivity level is foremost challenge for organizations today.
Organizational key performance indicators are always measurable with a focus on Organizational key performance indicators are always measurable with a focus on results. When it comes to employees’ performance, except for sales, finance and operations, all other employees’ performance indicators are generic and activity oriented. Measuring activities and not outcomes is a great risk to organization’s sustainability. The problem becomes more complex in the wake of COVID-19 phenomenon, when employees work from home.
Workforce management practices are evolving from office to remote working Workforce management practices are evolving from office to remote working Progressive companies are moving from traditional performance management system to “Result Based Performance Management System”.
Is your organization prepared for it?
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Blurred line between organizational success factors and employeesuccess factors.
Employees’ performance may be based on descriptive phrases ratherthan measurable outcomes.
Excessive focus on measuring employee activities rather than results.
Organizational performance is always traceable with bottom line impactin verifiable terms however tracing employees’ performance in the same way in verifiable terms however tracing employees’ performance in the same way may be an issue for you.
Issues in traditionalPerformance Management System
Possible consequences for theemployer and employeeEmployees’ performance curve may be overly inflated and may notcorrespond with organizational performance curve.
Line managers may not able to distinguish between star performers and non-performers.
Loss of faith in the objectivity and credibility of performancemanagement system.
Blame game between HR and line managers due to non-justifiableBlame game between HR and line managers due to non-justifiableperformance ratings, bonuses and Increments awarded to employees.
Frustration of high performers, loss of morale resulting in grievances and attrition.
03Program ContentsAnalysis of your organization's vision, mission, values, goals,
objectives and KPIs.
Analysis of job holder’s JD, job success factors and key
competencies required.
Weightage allocation Key Performance Indicators and Key Competency
Indicators
Cascading organization’s KPIs to workforce KPIs by using 5-dimensionalCascading organization’s KPIs to workforce KPIs by using 5-dimensional
scorecard (volume, time, financial, quality and user satisfaction).
Calibration with input of job holder.
Validation and sign off by the supervisor.
Result Based KPIs Scorecard SoftwareWe also provide you software for developing and real time monitoring ofResult-based KPIs. Software has annual subscription fee. More details at http://www.csipbl.com
04Our ServicesWe have the expertise to provide consulting and training to suit KPIs needs of all jobs including but not limited to sales, marketing, operations, accounts, finance, risk, audit, supply chain, engineering, medical, administration. To know more, visit our website or contact [email protected] for assistance.
HR Metrics is recognized by SHRM to offer SHRM-CP or SHRM-SCP professional development credits (PDCs). This program is valid for PDCs. For more information about certification or recertification, please visit www.shrmcertification.org
Chief Consultant:Zahid Mubarik SHRM-SCP, SPHRi, GPHR
Zahid Mubarik is the CEO of HR Metrics and SHRM Partner in Pakistan. He is a global expert in human capital measurement metrics/analytics. Zahid is the only HR Leader from Asia to become member ISO Technical Committee 260 which comprised of experts from 11 countries including USA, UK, Pakistan, France, Germany, Sweden, Switzerland, Austria, Norway, Netherlands and Portugal for developing global HR standards. Zahid actively participated in HR standards meetings at Washington, London, Melbourne, Rotterdam, Paris, Singapore, Bali and Milan. As recognition of his contribution, he was elected as Global Convener of ISO HR Metrics Standards Working Group. During his leadership, ISO Convener of ISO HR Metrics Standards Working Group. During his leadership, ISO published two global HR standards specifications including Quality of Hire and Impact of Hire”. He has the honor of being distinguished speaker in international HR conferences/seminars at Las Vegas, Beijing, Moscow, Baku, Hanoi and Dubai. Zahid introduced SHRM Competency based HR Certification in Pakistan. Zahid is a member Board of Directors, The Centre for Global Inclusion USA. He introduced Global Diversity & Inclusion Benchmarks Standards in Pakistan. He is the Chief Editor HR Magazine Workforce Tomorrow.
05We have experience in providing KPIs expertise
to following organizations
SHRM Conference & Exposition2019 at Las Vegas USA
CEO and C-suite Executives: EY Ford Rhodes Karachi
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Chairman, CHRO and HR Team: Descon Engineering Limited
COO and Top Leadership Team: Institute of Chartered Accountants Pakistan
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CEO and Leadership Team:Pakistan Poverty Alleviation Fund
CEO and C-suite Executives: Orix Leasing
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C-suite:Searle Pharma
COO and Operations Team:Byco Petroleum Limited
