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PERFORMANCE
PLANNING
FOUNDATION OF
PERFORMANCE
PEOPLE CAN & WILL PERFORM BETTER WHEN THEY:
 KNOW & UNDERSTAND WHAT IS EXPECTED OF
THEM: (GOALS)
 HAVE BEEN ABLE TO TAKE PART IN FORMING
THE GOALS (PARTICIPATION)
 GET SUPERVISION, SUPPORTS, & RESOURCES:
(ENABLING CONDITIONS)
 GET FEEDBACK ON THEIR PERFORMANCE:
(APPRAISAL)
 ARE ENABLE TO ACHIEVE THE GOALS:
(DEVELOPMENT)
 HAVE POSITIVE CONSEQUENCES FOR
PERFORMANCE: (REWARDS)
PERFORMANCE MANAGEMENT
SYSTEM
(PMS)
• PLANNING PERFORMANCE
• MAINTAINING PERFORMANCE & DIAGNOSING
PERFORMANCE PROBLEM
• APPRAISING PERFORMANCE
• REWARDING PERFORMANCE
• DEVELOPING PERFORMANCE
The PM cycle in organizations
8. Prepare
development
plans
1. Analyze JD
& choose PA
criteria
5. Appraise
performance
against
expectations
4. Monitor, assist &
control performance
3. Plan to
perform the
task
2. Set targets &
communicate
expectations
7. Make
personnel
decisions
6. Review &
provide
feedback
PERFORMANCE PLANNING
IT IS A PROCESS THAT INVOLVES:
 SETTING OF PERFORMANCE GOALS TO BE
ACHIEVED;
 IDENTIFICATION OF PERFORMANCE
REQUIREMENTS TO ACHIEVE GOAL, AND
 IDENTIFICATION OF COMPETENCIES AND
CONDITIONS TO PERFORM
GOAL SETTING
• REVIEW ORGANIZATIONAL & UNIT PERFORMANCE
GOALS
• REVIEW JD & JS OF CONCERNED EMPLOYEE/ TEAM
• IDENTIFY KEY RESULT AREAS (KRAS)
• IDENTIFY PERFORMANCE MEASURES OR INDICATORS
• SET GOALS/ STANDARDS
• IDENTIFY PERFORMANCE COMPETENCIES &
ATTRIBUTES
• FORMULATE WORK PLAN
KEY RESULT AREAS (KRAS)
PRIORITY AREAS OF PERFORMANCE IN TERMS
OF THE RESULTS OR OUTPUTS EXPECTED OR
DESIRED SIGNIFICANT ACHIEVEMENTS
REQUIRED
 EXAMPLES OF SOME IMPORTANT GENERAL
KRAS:
 CUSTOMER SERVICE
 ORGANIZATIONAL & STAFF DEVELOPMENT
 EMPLOYEE SATISFACTION
PERFORMANCE MEASURE
AN INDICATOR OF PERFORMANCE THAT
MEASURES WHETHER AND TO WHAT
EXTENT THE OBJECTIVE HAS BEEN
ACHIEVED.
MEASUREMENT CRITERIA:
 QUANTITY (HOW MUCH/ MANY)
 TIME (HOW SOON/ BY WHEN)
 COST (WITH WHAT RESOURCE)
 QUALITY (HOW WELL)
PERFORMANCE GOAL/TARGET
THE PLANNED OUTPUT/ OUTCOME/ RESULT
TO BE ACHIEVED WITHIN A GIVEN PERIOD
OF TIME.
TYPES
a. OUTPUT TARGETS
b. DEVELOPMENT TARGETS
WHY PERFORMANCE GOAL
SETTING?
 WHAT GETS MEASURED IS GET DONE
 IF YOU DON’T MEASURE RESULTS, YOU CAN’T TELL
SUCCESS FROM FAILURES
 IF YOU CAN’T SEE SUCCESS, YOU CAN’T REWARD IT
 IF YOU CAN’T REWARD SUCCESS, YOU ARE PROBABLY
REWARDING FAILURE
 IF YOU CAN’T SEE SUCCESS, YOU CAN’T LEARN FROM IT
 IF YOU CAN’T RECOGNIZE FAILURE, YOU CAN’T
CORRECT IT
 IF YOU CAN DEMONSTRATE RESULTS, YOU CAN WIN

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Performance planning

  • 2. FOUNDATION OF PERFORMANCE PEOPLE CAN & WILL PERFORM BETTER WHEN THEY:  KNOW & UNDERSTAND WHAT IS EXPECTED OF THEM: (GOALS)  HAVE BEEN ABLE TO TAKE PART IN FORMING THE GOALS (PARTICIPATION)  GET SUPERVISION, SUPPORTS, & RESOURCES: (ENABLING CONDITIONS)  GET FEEDBACK ON THEIR PERFORMANCE: (APPRAISAL)  ARE ENABLE TO ACHIEVE THE GOALS: (DEVELOPMENT)  HAVE POSITIVE CONSEQUENCES FOR PERFORMANCE: (REWARDS)
  • 3. PERFORMANCE MANAGEMENT SYSTEM (PMS) • PLANNING PERFORMANCE • MAINTAINING PERFORMANCE & DIAGNOSING PERFORMANCE PROBLEM • APPRAISING PERFORMANCE • REWARDING PERFORMANCE • DEVELOPING PERFORMANCE
  • 4. The PM cycle in organizations 8. Prepare development plans 1. Analyze JD & choose PA criteria 5. Appraise performance against expectations 4. Monitor, assist & control performance 3. Plan to perform the task 2. Set targets & communicate expectations 7. Make personnel decisions 6. Review & provide feedback
  • 5. PERFORMANCE PLANNING IT IS A PROCESS THAT INVOLVES:  SETTING OF PERFORMANCE GOALS TO BE ACHIEVED;  IDENTIFICATION OF PERFORMANCE REQUIREMENTS TO ACHIEVE GOAL, AND  IDENTIFICATION OF COMPETENCIES AND CONDITIONS TO PERFORM
  • 6. GOAL SETTING • REVIEW ORGANIZATIONAL & UNIT PERFORMANCE GOALS • REVIEW JD & JS OF CONCERNED EMPLOYEE/ TEAM • IDENTIFY KEY RESULT AREAS (KRAS) • IDENTIFY PERFORMANCE MEASURES OR INDICATORS • SET GOALS/ STANDARDS • IDENTIFY PERFORMANCE COMPETENCIES & ATTRIBUTES • FORMULATE WORK PLAN
  • 7. KEY RESULT AREAS (KRAS) PRIORITY AREAS OF PERFORMANCE IN TERMS OF THE RESULTS OR OUTPUTS EXPECTED OR DESIRED SIGNIFICANT ACHIEVEMENTS REQUIRED  EXAMPLES OF SOME IMPORTANT GENERAL KRAS:  CUSTOMER SERVICE  ORGANIZATIONAL & STAFF DEVELOPMENT  EMPLOYEE SATISFACTION
  • 8. PERFORMANCE MEASURE AN INDICATOR OF PERFORMANCE THAT MEASURES WHETHER AND TO WHAT EXTENT THE OBJECTIVE HAS BEEN ACHIEVED. MEASUREMENT CRITERIA:  QUANTITY (HOW MUCH/ MANY)  TIME (HOW SOON/ BY WHEN)  COST (WITH WHAT RESOURCE)  QUALITY (HOW WELL)
  • 9. PERFORMANCE GOAL/TARGET THE PLANNED OUTPUT/ OUTCOME/ RESULT TO BE ACHIEVED WITHIN A GIVEN PERIOD OF TIME. TYPES a. OUTPUT TARGETS b. DEVELOPMENT TARGETS
  • 10. WHY PERFORMANCE GOAL SETTING?  WHAT GETS MEASURED IS GET DONE  IF YOU DON’T MEASURE RESULTS, YOU CAN’T TELL SUCCESS FROM FAILURES  IF YOU CAN’T SEE SUCCESS, YOU CAN’T REWARD IT  IF YOU CAN’T REWARD SUCCESS, YOU ARE PROBABLY REWARDING FAILURE  IF YOU CAN’T SEE SUCCESS, YOU CAN’T LEARN FROM IT  IF YOU CAN’T RECOGNIZE FAILURE, YOU CAN’T CORRECT IT  IF YOU CAN DEMONSTRATE RESULTS, YOU CAN WIN

Editor's Notes

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