SO@AR

Workshop
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Today's Agenda

•SO@AR process -Roy

•Balanced Scorecard concept presentation and
goal setting exercise - Geeta
•Way forward for SO@AR in the next one year
time horizon - Prabhash
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GOALS OF THE WORKSHOP ARE TO :

Enhance the participant’s understanding of the
Performance Management System

Enable consistency in the implementation of the

Performance Management System within the
company.
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Carry Home Menu

• Better Understanding of the Balanced

Scorecard Concept & SO@AR.

• Better Understanding of the linkages of

SO@AR to Compensation & Rewards,
Career Management & Learning &
Development.

• Trust in the system & its ability to deliver fair

assessment & rewards.
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Lets have fun during the workshop

Be present and on time

• Time in – Time Out.
• Enjoy the Group Experience by turning up together.

Turn off mobile phones

• A couple of years back, no business suffered
because there were no Mobile Phones
• If must leave on, then use silent mode

Avoid side conversations

• Difficult for speaker to be heard
• Deprives group of your valuable input
because you share it only with one
person
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Imperatives
for
SO@AR

Why SO@AR
Vicious Cycle of inadequate PMS
Objectives of SO@AR
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WHY SO@AR???

• Am I being fairly appraised?

– …PERHAPS. Uncertainty is due to there being no

goals and measures to be appraised against!

• Do I understand how my Rewards, Training & Development,

& Career is impacted by my performance?

– No, since I have not been told about this in a

formal manner…while I have received various
inputs in an informal manner!
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What happens in the absence of

Robust PMS – A Vicious Cycle

System is not there or it does not work

Relatively low trust in the system

Relatively low commitment from all

parties to the process
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Objectives of SO@AR

– Align the activities and behaviours of individuals with

company's objectives and values.
– Assess the performance of individuals comprehensively
and fairly.

– Systematically develop the capabilities of employees.

– Forced Ranking of the team into Role models, anchors and

learners.

– Deal effectively with Role models, anchors and learners

through appropriate development systems and rewards /
incentives / disincentives.
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SO@AR
Elements
PERFORMANCE MANAGEMENT
THROUGH
THE BALANCED SCORECARD
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What is Balanced Scorecard???

Balanced Score Card is a framework for

describing, measuring and managing
strategy across four business perspectives

Concept Introduced by…

Robert S Kaplan and David P Norton
in early 1990s...
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The Balanced Scorecard

1 - What is a Balanced Scorecard?

• A Balanced Scorecard is a framework that focuses on

shareholder, customer, internal and learning
requirements of a business in order to create a
system of linked objectives, measures, targets and
initiatives which collectively describe the strategy of an
organisation and how that strategy can be achieved.
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What are the different perspectives on which we

measure our business??

•Financial
•Customer
•Internal
•learning and growth

•Each Business has a Balanced Scorecard that translates

into the Business Head’s Objectives.

•This Balanced Scorecard is cascaded to all levels below.

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Perspective Framework to Translate Strategy Into

Operational Terms
The Vision

Financial Perspective
“If we succeed, • Profitability
how will we look • Growth
to our • Shareholder
shareholders?” Value

Customer Perspective
 Measurement is the language that “To achieve our • Price
gives clarity to vague concepts vision, how must • Service
we look to our
customers?” • Quality
 Measurement is used to
communicate, not simply to control
Internal Perspective
“To satisfy our
 Building the scorecard develops customers, what • Cycle Time
management • Productivity
consensus and teamwork throughout processes must we • Cost
the organization excel at?”

Organization Learning
“To achieve our • Market Innovation
vision, how must • Continuous
our organization
learn and Learning
improve?” • Intellectual Assets
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Vision

POWER OF VISION

VIDEO
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Video Highlights

• A Vision has two important elements :

DREAM (A dream without action is euphoria)
ACTION (Action without a dream is drudgery)
• A Vision should be :
Leader initiated
Comprehensive and detailed
Shared and supported
Positive and inspiring
• We need to have something significant yet to do in the future.
• We should find a Star Fish that will help us excel at the work
situation.
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Is there a Balance Between Outcome

Measures & Performance Drivers?
Outcome Measures Performance Drivers
Financial  Return on Investment  Revenue Mix
Perspective  Revenue Growth

Customer  Customer Satisfied Survey

Perspective  Customer Retention  Depth of Relation

Internal  Share of Segment

Perspective  New Product Revenue  Product Development Cycle
 Cross-Sell Ratio  Hours With Customers
Learning  Revenue per Employee  Strategic Skills
& Growth
Perspective
 Employee Satisfaction
{  Strategic Information
 Personal Goals Aligned
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SO@AR
Elements
ARCHITECTURE
 Introduction Imperatives of SO@AR SO@AR Elements Goal Setting Exercise Performance Appraisal
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WHY SET PERFORMANCE GOALS

?
• Goal setting is a powerful way of aligning individual
effort with organisation goals.

• It permits people to see how the objectives set for

each individual fits into the overall organisational
objectives.
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APPROACHES TO GOAL SETTING

Goals for the next period are set on mutual
agreement and then passed down through the
various levels.
Each level takes responsibility for translating
categories that fit the work to be undertaken.
This passing down approach of goals set at the
top is often very general; by the time they
reach the bottom they are usually quite
specific and operational.
Eg….
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GOAL SETTING - CASCADE….

Everyone from top to bottom is

provided the opportunity of seeing
what is expected in terms of results.
There can be little doubt about what a
person should be doing since this is
made known in as concrete and
specific terms as possible.
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GAINING AGREEMENT ON THE CURRENT

ROLE DESCRIPTION

The process of creating a goal statement

begins by a manager and staff member
discussing their views as to what the role
entails. This provides a clear framework for
what is currently expected.
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PERFORMANCE MANAGEMENT SYSTEM-

SO@AR

Preparing Performance Objectives

• It is the discretion of the manager and

staff member working together to
determine those activities which are
to be translated into performance
objectives that constitute “significant”
business outcomes
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CHARACTERISTICS OF GOOD
PERFORMANCE OBJECTIVES

SMART

• Specific
• Measurable
• Ambitious
• Realistic
• Time-bound

Please limit yourself to a minimum of One & a Maximum of

Two Objectives under each category.
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Objectives-SO@AR
• The Objectives have been classified under four categories
in sync with the Balanced Scorecard.

• Financial
• Customer
• Internal Business Process
• Learning & growth

Measure what is important – Link to Business Objectives.

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Measures & Metrics

• What is measures/metric? How do we define measure/metric?

• Measure/metric is scale to quantify the objective

Eg.
• Objective - Reduce manpower hire cost
• Measure - Cost per hire
• Target - 10%reduction vis-a-vis last year

Eg.
• Objective - Increase customer satisfaction
• Measure - Customer satisfaction index
• Target - 15% increase over previous years score
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• Balance the measures:

o Should be measurable
o Should be controllable by the individual
concerned in most cases;
0 Maximum two measures/metrics per
objectives. (in year one advisable to go in
for one)
o Should not be such that too much time
is spent on collecting the information;
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Critical Success Factors

• These are Critical attributes/Competencies

that improve Job Effectiveness/ Performance.

• These are attributes that have been

consistently exhibited by top performers in
ABL and hence are defined as factors that
help us help ABL succeed.

• We are in the process of Mapping these

CSFs and will roll-out the CSFs & their
Definitions in April, 2005.
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Performance Counseling &

Developmental Plan
• This will on the one hand help superior
performers perform better by expanding their
horizon; on the other hand it will assist people
in improving their performance in their current
role.
• This will be carried out at the end of the
performance year.
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SO@AR Architecture
Five key elements of SO@AR

1. Inputs Roles, Responsibilities, Objectives, Critical Success Factors and

Metrics

2. Appraisal Target setting, interim feedback, and year-end

processes review

3. Linkages Compensation and Training and

Career Management
Rewards Development

4. Support Skills and Resources

5. Beliefs Cultural Enablers and Impediments

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Goal Setting-Agenda & Objectives for

Discussion
Role description and Objectives
1

Description of all deliverables and activities expected of a role in a nutshell drilled down
to Objective Measures.
Cascades from the Apex to each level below.

Measures/ Metrics 3 Critical Success Factors

2
Key quantifiable elements of role
converted into measurable targets
typically will be a combination of long-
term and short-term measures
Competencies that define success in a role.
On-the-Job observable behaviours in line with
Company’s vision and values
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How the Form Looks

Note: All Sections marked as A&B

or running into Page 1 & 2 will be
on Facing pages connected
together.
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RATINGS on Objectives

RATING 3: Exceeded expected performance

Indicates that the individual has exceeded expected

performance criteria in the objective.

RATING 2: Met expected performance

Indicates that the individual has met expected
performance criteria in the objective concerned.

RATING1: Below expected performance

Indicates that the individual has under achieved the
expected performance criteria in the objective
concerned.
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Scoring on Objectives
• Weighted score on a performance measure/metrics is the
assigned weight multiplied with the achieved rating.

• Eg.
• Wt. = 20%
• Rating = 2
• Score = 40 (Wt*Rating)
• Total weighted score will be the sum of scores for each measure
across Objectives

• Final Rating on Objectives will be the total weighted score/100.

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GOAL SETTING EXERCISE

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PERFORMANCE REVIEW
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Interim Review: Agenda & Objectives for

Discussion. No discussion on scores.
Discuss Y2D target achievement on quantitative
Measures & Metrics
Reasons for under or over achievement.

Appraises Y2D performance against Critical

Success Factors Focus
area
Monitor progress against Personal
development plan

Suggestions on course correction

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Final Review: Agenda & Objectives for
Discussion
Agenda and objectives for
discussion
Discuss target achievement in the year
on quantitative Measures/Metrics
Reasons for under or over
performance discussed and
recorded.
Detailed discussion on performance
against each Critical Success Factor
Specific examples and events
cited by appraiser
Link with self appraisal and
discuss variances, if any, in
assessments.
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Time
Responsibilities
mins
15 Appraisee
Complete self appraisal
Prepare for discussion
reasons for under/ over
achievement on quantitative
Measures /Metrics and ways
to attain next year targets.
30
Appraiser
Verify actual numbers filled by
appraisee.
Prepare for discussion on CSFs;
compare own assessment with self
appraisal of Appraisee.
Check with reviewer for thoughts.
Reviewer
Review self appraisals selectively.
Participate in a few discussions, at
random.
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SUGGESTIONS FOR POSITIVE OUTCOME OF AN

APPRAISAL INTERVIEW
• Reconstruct the historical sequence leading up to
the present situation. This provides a perspective for
evaluating empirical outcomes based on past
happenings.

• Offer rationale that might explain and make sense to

both parties about why the discrepancies exist
between achievement and the set goals.

• Put the actual subject matter discussion aside so that

each party can explore how they might interact in a
more problem-solving manner.
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Performance Management Cycle

Appraisal Interviewing
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APPRAISAL INTERVIEWING
• Preparation
• Structure
• Appropriate Behaviour
• Listening
• Questioning
• Influencing
• Content
• Follow up and support
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ADMINISTRATIVE
ARRANGEMENTS
• Paper work
• Notice
• Location
• Physical setting
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THE APPRAISAL INTERVIEW

KEY MESSAGES
• Do Prepare
• Do be specific about success and
failures
• Do concentrate on performances not
personality
• Do listen and ask questions
• Do agree objectives
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THE APPRAISAL INTERVIEW

Distinguish Between
• Success & Excellence
• Judgement & Measurement
• Skill & Will
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…THE APPRAISAL INTERVIEW

KEY MESSAGES
• Do not impose ideas
• Do not be destructive
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IMPROVED LISTENING
• Get surroundings right
• Concentrate and persist
• Judge content not delivery
• Test understanding
• Take notes
• Suspend prejudice
• Practise
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SHARPEN YOUR LISTENING SKILLS

• Listening is certainly not a passive activity.
Therefore, to really listen, we must `work’ at it.
• Listen for ideas and emotions and try to catch
on central and supporting ideas.
• Better listening improves both understanding
and effective communication.
• Good listeners/communicators are valuable
assets to the organisation and well equipped to
foresee and identify problems, promptly
preventing/handling any communication break
down.
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COMMUNICATE EFFECTIVELY
Picture what you want to express.
•Be clear, direct, and use simple terms that can be
“understood”.
•Pay attention to non-verbal language : posture,
vocal tone, speed of speech, facial expressions,
eye contact.
•Express angry feelings constructively and thrash
through difficulties with openness, candor and
understanding.
•Be alert for feedback : self observation/directly
asking.
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WATCH OUT!
Your self image and individual perceptions
reflect the manner in which you communicate
and are an indication of how you see yourself
and the situation.

–Strong self concept : distorts your

perception of how others see you, resulting
in feelings of insecurity

–Poor self concept : poses difficulty in

expressing yourself/your feelings truthfully.
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INFLUENCING STYLES
PUSH
• Giving information
• Making suggestions
• Giving orders

PULL
• Asking for information
• Testing understanding
• Asking for ideas
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APPRAISAL INTERVIEWS - Content

• Performance and exhibited on the job
leadership behaviours as defined.
• Future v/s past/present
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APPRAISEE’S SUMMARY
• Prepare properly
• Review last time’s objectives
• Ask colleagues for assessment
• Use the past to shape the future
• Set tough but achievable objectives
• Review your job description
• Think about what you want to achieve
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PERFORMANCE REVIEW -
VIDEO
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Using Critique For Effective

Performance Review
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WHAT IS CRITIQUE ?

• Involves a systematic effort to examine the

underlying reasons for the degree of success
realised in completing an activity

• Entails describing how that activity might have

been done differently to make it better.

• Learning from an activity to achieve better

performance in the future.
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CRITIQUE AT ITS BEST

• Is a joint activity when two or more

participants commit themselves to sharing
observations to trace, based on fact, what
occurred so that they can evaluate the
activity and consider how it might have been
done differently and better
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CRITIQUE v/s CRITICISM

• Whereas the motivation of critique is to be
helpful and constructive, criticism is more
often motivated by the need of one person or
group to accuse, control or destroy another
who is seen as a barrier to progress

• When criticism in the guise of critique occurs, it

becomes accusing, threatening and promotes
defensiveness

• Much learning can result from critique; little

from criticism
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WHEN AND HOW TO CRITIQUE ?

Critique can be used at the beginning of goal

setting and setting of performance objectives,
during the period of task accomplishment to
ensure effective monitoring, or at the end of a
project or cycle of activity for appraisal of the
performance that occurred.
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STAGES OF CRITIQUE

• Beginning of the activity

• Concurrent critique
• Post-mortem critique
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BEGINNING OF THE ACTIVITY

• Critique is an excellent approach to learning
about an activity before it has taken place

• Helps managers and staff to think about the

activity as goals are being set in order to
determine what each person knows, what
each expects to happen and how, and what
each wants to see done

• There are no surprises

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CONCURRENT CRITIQUE
• Occurs spontaneously or according to a plan
at any time during the activity

• To identify problems and difficulties and to

permit the introduction of corrective actions
before disabling problems block productivity

• Works best when those engaged in it can

openly give and receive feedback and are
committed to using critique as needed
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POST-MORTEM CRITIQUE

• A performance review in essence is a post

mortem critique

• Also includes evaluation of designated events,

such as a quarterly budget review
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PROPERTIES OF EFFECTIVE CRITIQUE

• Openness and candor
• Occurs throughout an activity or task
• Describes what is happening and the
consequences that result
• It avoids as much as possible evaluative
judgements of good or bad or right or wrong.
• Observations about individuals outside the context
of work are personal and have no real pertinence
• Should reflect connections between personal
behaviour and consequences
A critique is a useful tool at all stages of the
performance cycle.
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RULES OF FEEDBACK

• Should be descriptive and non-judgmental

• The closer the feedback to the event it
describes, the better it is.
• Feedback should be specific, concrete and
limited enough in magnitude to enable it to be
thoroughly understood.
• Concentrate on things a person can change
• Be aware of the personal motivations for
giving feedback
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FINAL REVIEW ROLE PLAY

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...Performance Management Cycle

Appraisal Interviewing
Prabhash is the organisation’s premises
manager. His responsibilities include
maintenance, security, cleaning and
safety. He is Prem’s Boss.
Prem is a keen, busy manager, energetic
but not always organised. Has little
experience of appraisals.
Heral is Prabhash’s manager. He has the
experience, knowledge and detachment
to understand why Prem and Prabhash are
having trouble with one another.
 SO@AR Calendar
Oct - Nov Feb-
Dec-Jan April May-June Sept-Oct
March

Goal
Interim Self
Setting discussions
Appraisal
Ideate & Cascade
Business MANCOM FINAL ASSESSMENT OF PREVIOUS YEARS PERFORMANCE
Objectives Discusses &
over 2 years, Signs-on
the second Business Finalise list Interim Review
year being a Self
Objectives Performance Additional Discussion
Rolling Plan Appraisal
Counselling & checks by HR
Developmental Plan
Closure
First Review Discussion with Final
discussion Top Talent Appraisal in
Break up of
Identification of next
targets within
Top Talent Calendar
the Brand/
Channel / Year
Scoring
Function & Review
 YOU WILL MAKE PMS SUCCEED
•Use PMS as a tool to attain your objectives

– Rather than as a formality that needs to be done.

•Give it sufficient time and effort

– Spend more than prescribed time in the first few

years across processes.

•Encourage open discussions

– The success will be dependent on how much the

appraisers encourage their subordinates to
speak up and how honestly the appraisees talk.
THANK YOU