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PERFORMANCE MANAGEMENT SYSTEM

Course Instructor: Ms. Hina Shahab

Outline Lecture 4

Performance Management- Discussion Role Profiles

Developing role profiles Defining key result areas Defining technical competencies Defining behavioral competencies Core values Role profiles example Assignment

Workflow Analysis Job Analysis Job Design: Job Description, Job Specification, Job Evaluation Assignment

Performance Management planning Discussion

Performance management helps people get into action so that they achieve planned and agreed results (Armstrong, 2006;2010). Performance management planning focuses on:

What has to be done? How it should be done? What is to be achieved?

Performance management planning is (equally)concerned with developing peoplehelping them to learn and providing them with the support they need to do well, now and in the future.

Performance management planningDiscussion

Performance and development planning is carried out jointly by the manager and the individual. These discussions should lead to an agreement on: What needs to be done by both parties? The starting point for the performance and development plans is provided by the role profile, which defines the required: Results, Knowledge, Skills and Behaviors. This provides the basis for agreeing objectives and performance measures. Performance and personal development plans are derived from an analysis of role requirements and performance in meeting them.

Role Profiles

The basis of the performance and development agreement is a role profile, which defines the role in terms of the key results expected, what role holders are expected to know and be able to do (technical competencies), and how they are expected to behave in terms of behavioral competencies and upholding the organization core values. Role profiles need to be updated every time a formal performance agreement is developed.

Role Profiles

Role Profile comprises following:

Developing

role profiles Defining key result areas Defining technical competencies Defining behavioral competencies Core values

Developing role profiles

To develop a role profile it is necessary for the line manager and the individual to get together and agree key result areas, define what the role holder needs to know and be able to do and ensure that there is mutual understanding of the behavioral competencies required and the core values the role holder is expected to uphold.

Defining key result areas

To define key result areas individuals should be asked by their manager to answer questions such as:
What

do you think are the most important things you have to do? What do you believe you are expected to achieve in each of these areas? How will you or anyone else know whether or not you have achieved them?

Defining technical competencies

To define technical competencies, i.e. what people need to know and be able to do, three questions need to be answered: To perform this role effectively, what has the role holder to be able to do with regard to each of the key result areas? What knowledge and skills in terms of qualifications, technical and procedural knowledge, problem-solving, planning and communication skills etc. do role holders need to carry out the role effectively? How will anyone know when the role has been carried out well?

Defining behavioral competencies

The usual approach to including behavioral competencies in the performance agreement is to use a competency framework developed for the organization. The manager and the individual can then discuss the implications of the framework at the planning stage.

Defining behavioral competencies Cont

The following is an example of a competence framework:

Personal drivedemonstrate the drive to achieve, acting confidently with decisiveness and resilience. Business awarenessidentify and explore business opportunities, understand the business concerns and priorities of the organization and constantly seek methods of ensuring that the organization becomes more business like. Teamworkwork cooperatively and flexibly with other members of the team with a full understanding of the role to be played as a team member.

Defining behavioral competencies Cont

Communicationcommunicate clearly and persuasively, orally or in writing. Customer focusexercise unceasing care in looking after the interests of external and internal customers to ensure that their wants, needs and expectations are met or exceeded Developing othersfoster the development of members of his or her team, providing feedback, support, encouragement and coaching. Flexibilityadapt to and work effectively in different situations and carry out a variety of tasks. Leadershipguide, encourage and motivate individuals and teams to achieve a desired result.

Core values

Increasingly, performance management is being used by organizations to encourage people to live the values. These values can include such concerns as quality, continuous improvement, customer service, innovation, care and consideration for people, environmental issues and equal opportunity. Discussions held when the performance agreement is being reached can define what these values mean as far as individual behavior is concerned.

Role Profiles Example

An example of a role profile is shown below.

Role

title: Database administrator Department: Information systems Purpose of role: Responsible for the development and support of databases and their underlying environment.

Role Profiles-Example

Key result areas:

Identify database requirements for all projects that require data management in order to meet the needs of internal customers. Develop project plans collaboratively with colleagues to deliver against their database needs. Support underlying database infrastructure. Liaise with system and software providers to obtain product information and support.

Role Profiles-Example

Able to: Analyze and choose between options where the solution is not always obvious. Develop project plans and organize own workload on a timescale of 1-2 months. Adapt to rapidly changing needs and priorities without losing sight of overall plans and priorities. Interpret budgets in order to manage resources effectively within them. Negotiate with suppliers. Keep abreast of technical developments and trends, bring these into day-to-day work when feasible and build them into new project developments.

Role Profiles-Example

Behavioral competencies: Aim to get things done well and set and meet challenging goals, create own measures of excellence and constantly seek ways of improving performance. Analyze information from range of sources and develop effective solutions/recommendations. Communicate clearly and persuasively, orally or in writing, dealing with technical issues in a nontechnical manner. Work participative on projects with technical and nontechnical colleagues. Develop positive relationships with colleagues as the supplier of an internal service.

Assignment: Group Activity

Construct role profile for the role title: HR Manager

HR Management and Jobs

Dividing Work into Jobs

Work

Effort directed toward producing or accomplishing results. A grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee.

Job

Approaches to Understanding Jobs

Workflow analysis Job design Job analysis Job descriptions and job specifications

Workflow Analysis

Workflow Analysis
A

study of the way work (inputs, activities, and outputs) moves through an organization.
Activities Tasks and Jobs Outputs Goods and Services

Inputs People Materials Equipment

Evaluation

Importance Of Job Design

Job Design
Organizing

tasks, duties, and responsibilities into a productive unit of work. characteristics of people with characteristics of jobs.
Job Design

Person/job Fit
Matching

Job Performance

Job Satisfaction

Physical and Mental Health

Job Characteristics Model

Nature of Job Design

Job Enlargement
Broadening

the scope of a job by expanding the number of different tasks to be performed. the depth of a job by adding the responsibility for planning, organizing , controlling, and evaluating the job.
process of shifting a person from job to job.

Job Enrichment
Increasing

Job Rotation
The

Using Teams in Jobs

Types of Teams

Special-Purpose Team

Organizational team formed to address specific problems, improve work processes, and enhance product and service quality. A team composed of individuals assigned a cluster of tasks, duties, and responsibilities to be accomplished. Organizational team composed of individuals who are geographically separated but linked by communications technology.

Self-directed Work Team

Virtual Team

Team Jobs

Advantages
Improved

Disadvantages
Requires

productivity Increased employee involvement More widespread employee learning Greater employee ownership of problems

employees to be group oriented Not appropriate for most work in organizations Can be overused Difficult to measure team performance Individual compensation interferes with team concept

The Nature of Job Analysis

Job Analysis
A

systematic way of gathering and analyzing information about the content, context, and the human requirements of jobs.
Work

activities and behaviors Interactions with others Performance standards Financial and budgeting impact Machines and equipment used Working conditions Supervision given and received Knowledge, skills, and abilities needed

Job Analysis in Perspective

Two Types of Job Analysis

1. Task Based, 2. Competency Based

TASK BASED

Task

A distinct, identifiable work activity composed of motions A larger work segment composed of several tasks that are performed by an individual Obligations to perform certain tasks and duties

Duty

Responsibilities

COMPETENCY BASED

Competencies Individual capabilities that can be linked to enhanced performance by individuals or teams.
Technical

competencies Behavioral competencies

Stages in the Job Analysis Process

Job Analysis Process

Source: Fisher, Schoenfeldt, & Shaw (2006), Figure 4.1, p. 141

Phase 1: Scope of the Project

Decide purposes of the job analysis project

How
Job

do you want to use the Job Descriptions?

design Recruiting Selection Performance appraisal Training Compensation

Decide which jobs to include in the job analysis project

Phase 2: Methods of Job Analysis

Decide what data (information) is needed

At

a minimum, for each job being analyzed, we need data on:

Tasks

& duties performed on the job Qualifications required by the job

Identify sources of job data

Job

incumbents: observation, interview, questionnaire Supervisor of job: interview, questionnaire Other sources

Job Analysis Methods

Job Analysis Methods

Observation
Work Sampling Diary/Log

Interviewing

Questionnaires

Specialized Job Analysis Methods

PAQ MPDQ

Computerized Job Analysis

Methods of Job Analysis

Observation Method
Analyst

observes incumbent

Directly Videotape

Useful

when job is fairly routine Workers may not perform to expectations

Methods of Job Analysis

Interview Method
Individual
Several

workers are interviewed individually The answers are consolidated into a single job analysis
Group
Employees

are interviewed simultaneously Group conflict may cause this method to be ineffective

Methods of Job Analysis

Questionnaires
Employees

answer questions about the jobs tasks and responsibilities Each question is answered using a scale that rates the importance of each task

Methods of Job Analysis

Questionnaires (ctnd.)
Position

Analysis Questionnaire (PAQ)

A structured,

behavioral questionnaire 194 items in 6 categories

Information input Mental processes Work output Relationships Job context Other characteristics

Methods of Job Analysis

Diary Method
Employees

record information into diaries of their

daily tasks
Record

the time it takes to complete tasks

Must

be over a period of several weeks or months

Methods of Job Analysis

Technical Conference Method

Uses

experts to gather information about job characteristics

Methods of Job Analysis

Critical Incident Technique (CIT)

Takes

past incidents of good and bad behavior Organizes incidents into categories that match the job they are related to

Involves 4 steps

Methods of Job Analysis

CIT steps
Brainstorm

and create lists of dimensions of job

behaviors List examples of effective and ineffective behavior for each dimension Form a group consensus on whether each incident is appropriately categorized Rate each incident according to its value to the company

Phase 3: Data Collection & Analysis

Collect job data

Get

the organization ready Reduce sources of bias Conduct effective interviews

Analyze the job data Report results to organization

Write

the job descriptions & revise the job descriptions as needed

Periodically recheck the job data

Update

Phase 4: Assessment

Evaluate the Job Analysis project

Continuous
Did

improvement: learn from both successes & mistakes to continuously get better
the project finish on-time and under-budget?
If not, what went wrong? What would you do differently?

Did

you collect the correct information?

What additional information would you collect if you did the project over? What information would you not collect?

Are

the Job Descriptions being used as intended?

If not, whats missing to make them useful?

Typical Areas Covered in a Job Analysis Questionnaire

Purpose of Job Analysis

To conduct Job Description To conduct Job Specification To conduct Job Evaluation

Job Descriptions and Job Specifications

Job Description
Identification

of the tasks, duties, and responsibilities of a job knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactorily.
of what the job accomplishes and how performance is measured in key areas of the job description.

Job Specification
The

Performance Standards/ Evaluation

Indicator

Job Description Components

Identification
Job title Reporting relationships Department Location Date of analysis

Essential Functions and Duties

Lists major tasks, duties and responsibilities

Job Specifications
Knowledge, skills, and abilities Education and experience Physical requirements

General Summary

Describes the jobs distinguishing responsibilities and components

Disclaimer

Of implied contract

Signature of approvals

Example Job Description and Specification

Job Title: Accounts Payable and Payroll Accountant Job Description: Business Partner with Accounts Payable and Payroll Departments to develop expense forecasts and commentary; prepare accounts payable and payroll shared services; ensure inputs are posted weekly, perform account analysis/reconciliations of cash, liability and employee loan accounts, submit routine reports to Corporate; identify and implement process improvements relative to all responsibilities listed above Job Specification: BS degree in accounting or finance, 2+ years of accounting or finance experience, sound knowledge of integral accounts payable and general ledger systems, working knowledge of Hyperion Software, good communication skills, able to work independently at offsite location

Sample Job Description (contd)

Assignment:
Construct for the post of HR manager? -Job Description -Job Specification