Page 53 - DMGT517_PERFORMANCE_MANAGEMENT_SYSTEM

Performance Management System

Notes 2. Improved measurement and target settings

3. Multi-rater feedback for a segment of the organization. E.g., senior management;
4. Better alignment of performance cycle with the performance management system;
5. E-learning-development platform;
6. Performance –potential matrix for career/succession planning;
7. Create a new competency model in line with business realities; and
8. Initiate assessment for senior managers/high performers.
The basic parameters have been bifurcated in two, as shown in Figure 1
1. Performance parameters; and
2. Capability development parameters.

Parameters

Capability
Performance Development

Routine
KRAs Responsibilities Competencies Development Plans

Figure 1: Basic Parameters
Performance
1. KRAs
(a) The implementation to take care of issues around the development of KRAs for
service functions as well as interdependencies;
(b) The KRAs to recognize the efforts that create value for the organization;
(c) To include outcome measures as well as measures that focus on process, capability
development, customer and projects; and

(d) Identify measures to capture relative ease of achieving performance.
2. Routine Responsibilities
(a) Appraisee to propose weightage to each appraiser to approve;
(b) Could be either outputs or activities depending upon roles; and

(c) Some roles might have very high weightage of routine responsibilities, e.g.,
parliamentary affairs, VIP reference, establishment, security, etc.
Capability Development

1. Competencies:
(a) Consolidated from 53 to 19 competencies;

Contd....

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