In-house: Strategic Performance Management & Appraisal


WORKSHOP OVERVIEW:
DEVELOPING THE RIGHT PERFORMANCE MEASUREMENTS (BOTH QUANTITATIVELY AND QUALITATIVELY) IS THE FOUNDATION TOWARDS ORGANISATIONAL EFFECTIVENESS, AND YET, IT IS STILL A BIG CHALLENGE FOR MOST ORGANIZATIONS.

THE RIGHT PERFORMANCE MEASUREMENTS SETTING ASCERTAINS THE CORRECT SELECTION AND DEPLOYMENT OF PERFORMANCE INDICATORS, WHICH IS ESSENTIAL TO ENSURE THAT ALL RESOURCES AND EFFORT ARE FOCUSED ON ACHIEVING BUSINESS STRATEGY.

THIS WORKSHOP OFFERS YOU THE INSIGHTFUL APPROACH AND PRACTICAL GUIDE TO MAKE PERFORMANCE MEASUREMENTS SETTING A WINNING INITIATIVE.

AS A RESULT OF ATTENDING THIS WORKSHOP, DELEGATES WILL BE ABLE TO:
DEVELOP THE RIGHT PERFORMANCE MEASUREMENTS TOOLS
DEPLOY  PRACTICAL MEASUREMENT TOOLS SUITABLE FOR THE COMPANY
APPLY A SYSTEMATICALLY STRUCTURED METHOD TO MANAGE
ASSESS WORKFORCE QUANTITATIVE AND QUALITATIVE PERFORMANCE MEASUREMENT
EXPLAIN THE IMPORTANCE OF MANAGING AND APPRAISING WORKFORCE PERFORMANCE
DESCRIBE THE FOUR (4) KEY PERFORMANCE PERSPECTIVES AS OF THE BALANCED SCORECARD
TRANSLATE WORKFORCE KEY PERFORMANCE AREAS INTO KEY PERFORMANCE INDICATORS
APPLY A SYSTEMATICALLY STRUCTURED METHOD TO MANAGE

TENTATIVE PROGRAM:
SESSION 1: THE IMPORTANCE OF MANAGING AND APPRAISING WORKFORCE PERFORMANCE
THE DEFINITION OF PERFORMANCE MANAGEMENT AND APPRAISAL
THE BENEFITS OF PERFORMANCE MANAGEMENT AND APPRAISAL IN THE CONTEXT OF:
• STRATEGIC APPLICATION OF ‘PLAN – ORGANISE – LEAD – CONTROL’ CYCLE TOWARDS COMPETITIVE BUSINESS MANAGEMENT
• TACTICAL APPLICATION OF ‘PLAN – DO – CHECK –ACT’ CYCLE TOWARDS ORGANISATIONAL EFFECTIVENESS AND EFFICIENCY
• EFFECTIVE IMPLEMENTATION OF CONTINUOUS IMPROVEMENT TOWARDS OPERATIONAL EFFICIENCY
• FOSTERING A HIGHLY MOTIVATED WORKFORCE THROUGH PERFORMANCE-BASED REWARD AND RECOGNITION

SESSION 2: APPLICATION OF BALANCED SCORECARD IN MANAGING AND APPRAISING WORKFORCE PERFORMANCE
INTRODUCTION TO THE FRAMEWORK OF BALANCED SCORECARD AND ITS IMPORTANCE

APPLY A MANAGEMENT MODEL (5S-1M MANAGEMENT MODEL) THAT HAVE A PROFOUND IMPACT ON THE FOUR (4) PERFORMANCE PERSPECTIVES OF THE BALANCED SCORECARD
PERSPECTIVE 1 (FINANCIAL): ESTABLISH SMART* FINANCIAL MISSION
PERSPECTIVE 2 (CUSTOMER): ESTABLISH SMART* STRATEGY TO ENHANCE INTERNAL AND/ OR EXTERNAL CUSTOMERS’ SATISFACTION
PERSPECTIVE 3 (INTERNAL PROCESS): DETERMINE SMART* INTERNAL PROCESS IMPROVEMENT INITIATIVES TO ENHANCE OPERATING SYSTEM AND STRUCTURE EFFECTIVENESS AND EFFICIENCY
PERSPECTIVE 4 (LEARNING & DEVELOPMENT): IDENTIFY THE ESSENTIAL LEARNING & DEVELOPMENT TO BUILD THE ESSENTIAL WORKFORCE SKILLS-SET AND OPERATING STYLES
**SMART: SPECIFIC, MOTIVATING, AGREEABLE, RELEVANT, TRACKABLE**

SESSION 3: TRANSLATE WORKFORCE KEY PERFORMANCE AREAS INTO KEY PERFORMANCE INDICATORS
ESTABLISH KEY PERFORMANCE AREAS (KPA) IN THE CONTEXT OF
• FINANCIAL TARGET ACHIEVEMENT
• CUSTOMER’S REQUIREMENTS/ SATISFACTION ASSURANCE
• INTERNAL PROCESS IMPROVEMENT INITIATIVES
• HUMAN CAPITAL OR TALENT DEVELOPMENT

SET KEY PERFORMANCE INDICATORS (KPI) FOR THE ABOVE FOUR (4) KEY PERFORMANCE AREAS
• THE FINANCIAL SCORECARD
• THE CUSTOMER SCORECARD
• THE INTERNAL PROCESS SCORECARD
• THE LEARNING & DEVELOPMENT SCORECARD
• TRANSLATE KPI INTO QUANTITATIVE PERFORMANCE MEASURES/TARGETS

MEASURE WORKFORCE PERFORMANCE (QUANTITATIVE PERSPECTIVE)
•  HOW TO INITIATE?
•  HOW TO EXECUTE?
•  HOW TO RECORD?

DETERMINE SETS OF COMPETENCY REQUIRED FOR THE WORKFORCE

TO STRIVE TOWARDS ESTABLISHED KEY PERFORMANCE INDICATORS (KPI)
• THE FOUR (4) SETS OF ESSENTIAL WORKFORCE COMPETENCY COMPETENCY 1: STRATEGIC THINKING CAPABILITIES   COMPETENCY 2: COMMUNICATION SKILLS
COMPETENCY 3: EXECUTION EFFECTIVENESS
COMPETENCY 4: PEOPLE SKILLS

TRANSLATE WORKFORCE COMPETENCY INTO QUALITATIVE PERFORMANCE MEASURES
MEASURE WORKFORCE PERFORMANCE (QUALITATIVE PERSPECTIVE)
•  HOW TO INITIATE?
•  HOW TO EXECUTE?
•  HOW TO RECORD?

INCORPORATE WORKFORCE QUANTITATIVE AND QUALITATIVE PERFORMANCE MEASUREMENTS INTO WORKFORCE POTENTIAL ASSESSMENT AND TALENT MANAGEMENT