Would "performance management" work, for Collins project ?
The project might have needed no modifications, or very few modifications.
"performance management" might encourage quantity rather than quality. Instead of none or one or two necessary or desirable modifications, there might be hundreds of unnecessary and undesirable modifications ?
Proper analysis and planning
Microsoft Business Intelligence Demo – Blackstone Brewery
Microsoft business Intelligence and performance management solution demonstration, developed by Blackstone Technology Group. The demonstration is a modified example of an actual solution which was deployed for a Blackstone Technology Group customer in the Quick Service Restaurant industry.
Duration : 0:9:56
Coaching and Performance Management
When Performance Management replaced Performance Evaluation in
Organizations, it was going to give leadership a different
definition and much more credibility and accountability to all
members of a team. Instead of having little control over
personal development within the organization, leaders and team
members could begin to create relationships that would develop a
workforce with skills needed to compete in a globalizing world.
Because this approach looks towards the future rather than the
past as the Performance Evaluation does, team members and
leaders began to receive constant feedback from relationships,
giving everyone a maximum amount of control over their own
performance.
The major component of the Performance Management Process is
“Coaching.” There are three important steps to this process and
each step seeks to answer just a few critical questions. By
using coaching at
every step, the team becomes more aligned with the goals of the
organization.
The first step begins at the Organization’s Fiscal Year where
objectives are established. The basic questions to answer are:
What are we going to do? What are our goals for the next fiscal
year? What needs to be developed?
During the year, team members and leaders will have follow-up
discussion(s) to provide feedback on their ongoing performance
and answer the following questions:
How are we doing? Are we accomplishing our goals? What are the
areas for improvement? What else needs to be developed to meet
our goals?
These follow-up discussions (The second step of the Performance
Management Process) are aimed at improving performances in order
to achieve objectives. During these discussions, the leader will
coach the team members to help team members develop in areas
identified at the beginning of the year (during the first step
of the process) or during the actual follow-up discussions.
The third step of the process is a final discussion between the
team member and the leader that will be put into writing in
answering the questions:
How did we do? Did we accomplish our goals – where did we come
up short? What should we concentrate on next year? The success
of this approach is dependent on two conditions: the way the
leader handles the coaching discussions
and the commitment of both the team member and leader to improve
and develop skills to meet objectives.
Effective coaching relationships between team members and
leaders can improve the performance of human resources within
the organization. The outcome is better performing employees
producing better results.
So what do the “coaches” consider to be an effective coach? What
was their definition of coaching? The one thing we knew for sure
(based on years of taking surveys) is that employees need and
want effective coaching on a regular basis. This was true in the
past and is still the same as we gain a better understanding of
coaching in the workplace for performance management.
Coaching is a
“process” used in developing partnering relationships. I am not
debating the fact that shareholders need results, I am simply
suggesting that the results achieved as an outcome of an
effective coaching relationship is long lasting and much more
appealing to team members in today’s organizations. It may even
be an important strategy for the challenge in regards to keeping
and attracting employees.
Based on the last two decades spent with thousands of leaders at
all levels in different organizations, I have often heard the
following sentence from team members: “Walk the talk” and “I
will commit to doing everything I possibly can to improve my
performance.”
Still, many leaders experience difficulties with the Coaching
approach when this program is first implemented. Their
difficulties are often the result of:
Misunderstanding of the coaching approach. Too many leaders and
team members still believed that Performance Management was just
another name for what had been done in the past (Performance
Evaluation). They were convinced this was simply a different
stationary form. Therefore, discussions were still done in a
top-down method i.e.: Here is what you are not doing well and
here is what you will do to improve it. Now, go to it! Not very
useful for helping team members and developing partnering
relationships…!
Misuse because leaders using coaching concentrated on the end
result rather than the process to use to obtain this result.
There was little or no relationship development between team
members and leaders. Talks often sounded like the ineffective
coach in professional sports i.e.: A basketball coach demands to
see a higher score on the scoreboard in order to win. When a
player asks for feedback on how to do that, the answer is: I
don’t care how you do it, just do it! This results in the team
members feeling manipulated. They will start to do as little as
needed to keep their job. So when a new leader joins this team,
the new leader is convinced that the team members were not
committed. This brings to mind the term “self serving biases.”
Misleading because the word “coaching” has been used in so many
ways, many team members believe that it is just another way to
get all the juice out of them in order to satisfy the
shareholder regardless of the impact it has on human beings and
ultimately the organization. Unfortunately, coaching is used to
describe many different things, it was hard to be clear about
it. Often, the word “coach” and “mentor” are interchanged. Some
advocate that coaching is a skill needed by the boss, and others
seemed to believe that coaching is a process that should be done
by someone else other than the boss. coaching is a
process delivered to a group of employees informally rather than
individually. “Coach” is the new title for a leader.
Yet, when leaders regularly use coaching discussions
effectively, it becomes very easy to determine what should be
going onto the final document for the year. It is also easy to
determine what the answers to the questions of the first step
for the following year will be. That is true Performance
Management!
Magella. Sergerie, M.ed,
http://www.articlesbase.com/careers-articles/coaching-and-performance-management-3467.html
Career Fitness Tip #33: The Cycle of Performance Management
If you could narrow down Great Management to just one skill, what would it be? I’d say performance management. Here’s how to do it right!
Duration : 0:7:38
Creating An Effective Employee Performance Management System
If your employee performance management system is not effective – in other words, your managers aren’t meeting their responsibility of getting their employee performance appraisals written, approved and delivered on time – here’s the first question to ask: What happens to the manager who doesn’t turn in all of his appraisals on time?
Too often it turns out that the answer is “Nothing,” or at least nothing sufficiently disagreeable to get the manager to act. Managers often discover that it’s easier to put up with toothless gripes from the personnel department about not getting employee performance appraisals done than actually evaluating subordinates. As a result, appraisals get pushed aside so that “real work” can be done, and your employee performance management structure is broken.
Initiating Hardball Consequences
Make sure that there are some real consequences for not getting employee performance appraisals in on time. For example, withholding salary increases until paperwork is up-to-date creates a powerful incentive for getting them done on time. This is particularly true if the human resources department has the clout to refuse making salary increases retroactive to rescue managers who just didn’t get around to submitting them on time.
No manager wants to be in the position of explaining a subordinate’s delayed salary increase to them – especially if the boost in pay is being held up simply because the manager failed to submit their employee performance appraisal on time. This strategy is called “building accountability.” It’s a tough-minded approach, but all you’re doing is insisting that managers play by the rules.
Establishing Deadlines
A gentler measure is simply to make sure that managers know exactly what they’re supposed to do, and when they’re supposed to do it with a checklist that provides key dates of the employee performance management cycle. And make it easy for them to do what you want – make sure forms and procedural instructions are readily available, and there’s someone on hand to answer the inevitable questions that arise.
Both approaches establish shared responsibilities. Not only are line managers required to get their employee performance appraisals written, but HR must make sure the employee performance management process is models for best practices. Forms should reflect the reality of people’s jobs; managers must be able to assess all of the subtle elements of both results and behaviors; training and other support must be available in a just-in-time basis; and what is expected should be made crystal clear. Without all of these elements, HR bears the lion’s share of the responsibility for not creating a system that encourages employee performance management excellence.
Sharing the Honey
But consequences aren’t the only area where HR drops the ball. We’ve talked about arranging negative consequences for those managers who don’t do what’s expected. But remember – honey influences behavior better than vinegar does. How often does HR provide positive consequences to managers who are doing a good job of meeting their employee performance appraisal responsibilities?
A simple email from an HR rep to a supervisor saying that in reviewing the employee performance appraisals she wrote, he was impressed by how seriously she took the responsibility and the fact that they were all submitted before the deadline. Copy her boss on the email, too.
Providing Gentle Reminders
It’s important to have some mechanism to remind managers when key dates are approaching. That’s one of the great advantages of online systems. Well-designed online systems greatly complement employee performance management efforts, providing managers with at-a-glance information about tasks to be completed.
For example, a dashboard screen can let them know which employee performance appraisals need to be written and when they’re due, which appraisals written by subordinate managers have been submitted and are awaiting their review and approval, and which subordinates need to submit self-appraisals or sign off after an evaluation has been written and discussed.
An online system can be set up to automatically send managers (and their subordinates) regular reminders every time an action date is approaching and email red-flag notifications if a deadline is ever missed. Finally, a good online system can track the current status of employee performance appraisal completions for different organizational units. Having this information will allow you to let the head of the sales department know that the completion percentage in his department is only 84 percent, while manufacturing and accounting are at the 100 percent level.
Lighting A Little Fire
Though HR’s role in creating an effective employee performance management system. Senior managers also own some responsibility to make sure the company’s expectations for employee performance appraisal quality and timeliness are followed.
Every senior manager should review each appraisal written by a subordinate manager before that manager reviews it with the employee. This one-over-one review procedure will ensure a level playing field, since the senior manager can make sure that all of his juniors are applying similar standards and expectations to their subordinates. He also will learn who’s taking the responsibilities of employee talent management seriously as he reviews the appraisals and sees how honestly they’re written.
Remembering the Power of Shame
Shame is a powerful motivator that is often overlooked. There’s nothing wrong with shaming managers into doing what they’re supposed to do.
How do you do it? The easiest way to make shame work for you is to ask a senior executive if he’d like to be updated on the status of employee performance appraisal completions – he will invariably say yes. (Senior executives always want to know the status of everything). That’s your license to report on exactly who has their employee performance appraisals in on time and who’s not performing.
Provide a short report beginning, “As you requested, I have listed below the current status of appraisal completions,” followed by nothing but two columns of names – one labeled “On time” and the other labeled “Overdue.” Send copies of your report to everyone on both lists. You can probably count on an immediate reaction from those managers on the overdue list to finish their appraisals and move to the list of good guys.
Again, an online system can provide executives with up-to-the-minute information about the status of all employee performance management activities without HR having to feed it to them. And senior managers can have a powerful influence of creating the environment where one hundred percent appraisal completions is the norm.
Creating Fool-Proof Accountability
At one major oil company, the CEO and his VP of HR developed an employee performance appraisal procedure that was a model of simplicity: a requirement that each manager discuss 13 open-ended questions about performance with each subordinate in March of each year.
The only writing the system required was a memo from each manager to the CEO every year no later than March 31. The memo indicates whether or not the manager had conducted all his discussions – if the discussions had not been conducted, the memo needed to explain why. And the reason had better be good, the VP-HR explained, because on April 1 the CEO picks up the phone and starts calling. “Why didn’t you do what I asked you to do?” he asks each manager who didn’t complete the performance-discussion assignment. As the VP-HR explained with a sly smile, “You don’t ever want to get that call from Roy.”
Employee performance management is a necessary tool in making sure your company’s employees are putting their best foot forward. Your managers are the catalyst for this, and they need both incentives and consequences to make sure the job’s getting done. Having a checks and balances system in place helps keep the process focused and effective.
Dick Grote
http://www.articlesbase.com/management-articles/creating-an-effective-employee-performance-management-system-127943.html
EPS Provider MS Excel Dashboards by Performance Management Innovation
MS Excel Dashboard created for Employment Practice Solution in Cardiff to monitor the performance of a number of service providers throughout Wales. The dashboard is used to report to the Welsh Assembly Government. Feel free to email me at jed.shields@performancemi.co.uk to discuss any aspects of this video.
Duration : 0:7:19
Consumer Goods Firms Benefit From Business Performance Management
Many consumer good (CG) firms are currently playing on a very rocky rugby field. With multiple business lines, diverse product families, a dizzying number of brands and highly decentralized operations, the planning and financial reporting process can easily become fragmented. It’s not surprising then that each business unit, whether it be marketing, manufacturing, finance or purchasing, simply tries to keep a handle on its respective area. But, short-term vision and developing a comprehensive game strategy are very different goals.
Unifying Applications for Greater Insight
To avoid departmental myopia, a sophisticated, yet simple-to-use application is needed to link bottom-up and top-down planning processes. The right business performance management (BPM) software solution can help consumer goods and retail companies to gain a much broader and more accurate view of their overall business performance as well as target specific areas where greater profitability can be achieved.
In addition to classic budget and financial planning issues in other industries, such as long cycle times, limited workflow and version control, there are also industry-specific challenges in consumer goods companies which can be addressed by investing in a leading-edge business performance management system.
Modeling on the Fly
With a business performance management software application that provides one version of the truth, with data which is continuously updated, users can gain insight into projected and actual performance in multiple dimensions – by product, cost center, customer, country etc. By linking actuals, forecasts and other non-financial metrics, management can easily identify which products, brands or business units are the most profitable. They can then model on the fly to assess projected performance when assumptions for drivers such as promotional spending, product pricing or orders in the pipeline are altered with various scenarios.
Mastering Price Optimization and Trade Spending
In consumer goods companies, price optimization is an integral aspect of profitability. In fact, even the smallest changes in a company’s pricing policy can have an enormous impact on margins and bottom line performance. BPM software can help understand which segments of the market are most sensitive to changes in prices, whether pricing tactics are in line with a company’s goals and how specific product categories are performing at the retail or distribution outlet level.
Allocating funds for trade promotional spending is another key area where consumer goods companies must make essential decisions with important consequences. Using a BPM software solution allows companies to explore different “what-if” scenarios with ease to predict profitability based on different mixes of trade spending. This information in turn can be shared with sales and marketing to follow changes in consumer trends and competitors’ strategies to make the best choices.
Improving Supply Chain Efficiency
At most consumer goods companies, inventory levels are still too high. Unless a company uses rolling forecasts, it is likely that their forecasts will be inaccurate, resulting in inventory levels which are unnecessarily high, or worse still, too low. BPM software integrates plans with rolling forecasts in a single application to bridge the gap between sales and operations, thereby enabling more accurate sales forecasts, which lead to more precise purchasing and inventory decisions.
All Adds Up
Beyond these consumer goods industry-specific needs, a BPM solution addresses more generalized planning and budgeting issues found in other industries as well. It should include a central data repository, version control, approval routing, workflow capabilities, real-time linkage to strategic plans, non-financial key performance indicators (KPIs), actuals and forecasts. By attaching supporting narratives to budgets and plans, users can draw direct comparisons between strategic plans and budgets or between budgets and KPIs, which gives a much clearer picture of specific areas that need improvement or adjustment.
The stakes are high. Companies that do not implement a business performance management software solution are giving their competitors a significant edge by default. It’s time to level the playing field with the right analytical tools or risk being left behind.
Discover Cartesis Finance and Performance Management Suite
- Provides best-of-breed performance management functionality built around a single Integrated Data Model
- Unifies strategic, financial, operational, tax and legal information in one separate and protected database
- Makes planning, modeling and analytic reporting an easy and flexible process that fits well with decentralized and multi-product types of organizations
Find out more about the suite’s key components:
- Cartesis Finance, a powerful financial consolidation and management reporting application
- Cartesis Intercompany, optimizing peer-to-peer intercompany reconciliation over the Web
- Cartesis Planning, unifying modeling, what-if scenario analysis, bottom-up budgeting, rolling planning and forecasting
- Cartesis Analytics, specifically designed as a performance management reporting and analysis application with on-demand access to actuals, plans, forecasts, KPIs and other metrics
Meet with a Cartesis specialist to discuss how your company can benefit from the many advantages of our BPM software solutions.
Dean Lombardo
http://www.articlesbase.com/business-articles/consumer-goods-firms-benefit-from-business-performance-management-116453.html
Advanced options used in MS Excel Dashboards by Performance Management Innovation
Looking at Option buttons, Check Boxes, Dropdown Lists and Slider Bars to change the data shown in charts within an MS Excel Dashboard.
Duration : 0:6:32
Sonar6 V3 Demo – Online Performance Reviews and Talent Management
FREE Trial: http://www.sonar6.com/trial-start.html – Award-winning online software for reviewing staff performance. Easily review individuals and teams, get a map of your talent and plan for succession. http://www.sonar6.com
http://www.sonar6.com/product/pricing.html
http://www.sonar6.com/trial-start.html
http://www.sonar6.com/customers/case-studies.html
Duration : 0:3:45
Example of Dynamic Charts used in MS Excel Dashboards by Performance Management Innovation
A demo of a Dynamic chart used by performance management Innovation in their MS Excel Dashboards.
Duration : 0:4:49