pmp ho for kdi
DESCRIPTION
A presentation of howTRANSCRIPT
Performance Mgmt System
YK Kim
Visiting Professor
Central Official Training Institute
Agenda
• What is performance management ?
• Success factors for performance management
• How to set Key Performance Indicators ?
• Discussion points for implementation
What is Performance Mgmt ?
PMS in your government ?
Your performance mgmt system
What are the issues ?
Success factors for PM
• Performance mgmt system in place
• Mgmt buy-in
• Organizational skills & experience for
implementation
• Employee maturity
Arguments with PM in gov’t ?
HR strategy of Global Organization
Performance Mgmt is a cornerstone for
- Differentiation
- Talent mgmt
- Attrition mgmt
Diversity
Work / Life Balance
Key Concept for PM
Key Concept for PM
• MBO : Management By Objective
• BSC : Balanced Score Card
• CSF : Critical Success Factor
• KPI : Key Performance Indicator
• What is management ?
• How can we ensure that our employees are
doing their best every day at job to meet
organizational objectives ?
Differentiation Vitality Curve
Promotion, Bonus Training, Counseling Recycle
A-Player(20%) C-Player(10%)
“Top 20” “The Vital 70” “Bottom 10”
B-Player(70%)
Top Middle Bottom
High performing organization
Top Middle Bottom
Low performing organization
Management By Objective
• Which one is better for organization ?
Did best or Met objectives ?
• Without measurement, how do we know we
are meeting objectives ?
If we focus 1 year performance only,
how can organization sustain to grow ?
Balanced Score Card
If we focus 1 year performance only,
how can organization sustain to grow ?
Balanced score for today & tomorrow
- Financial
- Talent Development
- Customer satisfaction
- Process innovation
Critical Success Factor
• When Samsung plans to introduce new
smartphone model in your country ,
what are the CSF’s ?
KPI of private company
• Sales
• Professor
• Plan and Control
Tools for PM in enterprise
• Incentive bonus
• Salary increase
• Stock option
• Sales contest : family trip etc.
• Promotion
KPI of government
• Direct General in HQ
• Director General in COTI
• Professor
Tools for PM in gov’t
• Salary increase
• Promotion
• Since tools are limited,
role of manager is more important in gov’t.
Performance Management cycle
1.2 Flow of Performance management
Performance Mgmt Cycle
2. Implementation
1. Performance plan
4. Feedback
3. Performance evaluation
Mutual consent between manager & subordinate on
performance goal & indicator
Performance Plan
1.2 Flow of Performance management
Mandatory at the beginning of the year
Desirable status that each individual's
work should reach Goals
Indicator Criterion for measuring whether or not
the performance goal is attained
No.1 Key to ‘high performance’
Knowing what’s expected
The opportunity to do what I do best
Recognition and praise
Someone at work cares about me
From ‘12 elements of great managing’
Principle of ‘SMART’
Specific
Measurable
Attainable
Result-oriented
Time-based
1.2 Flow of Performance management
Periodic performance record mgmt
Objective
Contents Period
Monitor & record the achievement progress
To give coaching on unsatisfactory aspects & resolve hurdles
To make objective & fair evaluation in reference to the records
Excellent points
Areas for improvements
Action plan for the gaps
Appraiser conducts monitor on the
work progress of the subordinates
Every quarter
1.2 Flow of Performance management
Performance interview
Concept
To share opinion between mgr & subordinate
regarding goal setting, progress & result
Need To enhance performance and secure fairness
Time
At the beginning of the year Planning interview
In progress Mid-term review
For the final appraisal Year-end interview
Contents Excellent and Poor points / Areas for improvement
- 12 -
1.2 Flow of Performance management
Evaluation & Feed back
G5 & Lower SCS, G4 & Higher
Evaluation System including job performance agreement
Work performance appraisal system
Promotion Performance-related payment
Personnel management
Use of Performance evaluation result
Evaluation system
- reassignment, training, low performer management
Major points for discussion
Role of manager and employee
“I don’t want to be the only manager to be tough”
“Relationship is more important than performance in our org.”
‘My boss does not like noise from employees.’
Role of manager
• Buy-in of PMS : can explain clearly to
employee ‘why and how’
• Follow the process tightly
• Exercise prudent judgment
• Learn and practice skills
Mgmt buy-in
• Understand
• Commitment
• Action
Role of employee
• Understand PMS of ‘why and how’
• Involve to set up performance plan and KPI
• Focus on performance improvement rather
than rating itself
• Have a copy of mgr’s plan
Performance and Success
Buy-in of PMS is related with
value systems and organization culture
Do they have career aspiration ?
What does it mean by success ?
Do they believe that evaluation and promotion is
decided based on performance ?
Grade 5
Senior Civil Service
Director
Optional by agent
Mandatory
- 24 -
Competency Assessment for Promotion
Discussion for implementation
Performance Planning
Performance Evaluation
Quantitative vs Qualitative ?
Short-term vs Long-term ?
Activities or Result ?
Individual or Group ?
Money or Promotion ?
Performance planning
Top-down or bottom-up ?
100% allocation with predefined tasks ?
Weight should be clear
Performance Evaluation
Top-Down or Bottom-Up ?
What can be discussed ?
How can we handle arguments for rating ?
Quantitative vs Qualitative ?
Quantitative is Objective ?
Qualitative is Subjective ?
How can we measure quality ?
Short-term vs Long-term ?
Can we reflect long–term plan ?
Yes, we can include long-term plan.
Progress, however for 1 year should be
planned and evaluated.
Activities or Process vs Results ?
Which one is more important ?
Individual vs Group ?
“PMS may hurt teamwork.”
Money vs Promotion ?
Money for performance
Promotion for
competency + performance
Appeal process
PMS should include appeal process
Two-level mgmt system is required
Appeal is not bad thing.
Mgmt should be ready for handling.
Managing sub-standard
Most serious issues in every organization
Total process and legal implication should
be clear and understood.
Mgmt should be trained to manage
My messages…
Do it and improve it.
No system is perfect.
Select trustworthy person to manager and
trust him/her.
Organization should be predictable, and
people will act on expectation
Books for reference
‘Being the boss’ by Linda Hill
‘The 1st 90 days in government’
by Daly Watkins
‘12 elements of great managing’
by Rodd Wagner
2009-03-19 5급 승진자 과정 48
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