Enterprise Performance Management System or ePMS or e-PMS
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The document provides an overview of performance management systems (PMS) evolution, critical factors for adopting electronic performance management systems (e-PMS), and best practices such as OKRs for goal management. It highlights the continuous communication process aimed at aligning individual and organizational objectives, as well as the need for adaptable and resilient practices post-COVID-19. The discussion includes various evaluation methods, integration of technology, and emerging workforce trends that impact organizational effectiveness.
![People Factors
Tech Factors
Org. Factors
- Top management support,
- User acceptance,
- Effective communication
-Skills in HR and cultural factors.
- Extent of customization
- Modifying plug n play model
- Manageable complexity of ePMS
-Data Integrity | System usefulness
- Integration with 3rd party software
- Size of the organization
- Characteristics of organization
- Capacities & capabilities [training]
-Geographical distribution of
business & data integrity [ Sales &
Marketing ]
Adoption
Factors of
ePMS](https://image.slidesharecdn.com/epmsppt26-aug-2020-200828122254/85/Enterprise-Performance-Management-System-or-ePMS-or-e-PMS-6-320.jpg)
![Cloud based apps are
integrated with SNS;
automation;
administrative efficiency
Social Media Connect
Multiple evaluations;
helpful for developmental
purposes [not rewards];
anytime access to data
360-D Feedback
Favourable towards
electronic feedback ;
image management; less
time on processes & more
time on performance
management;
Feedback
Streamlines process
sometimes feedback is
harsh & negative and does
not give. addl Inuts; not
always captures relevant
aspects of performance;
Looks Good to Systems
rather displaying
performance related
behaviours;
Misunderstanding;
Distruct
Communication
Interpersonal distance
Tightly monitoring
behaviour; lower level
satisfaction; Systems
are not secure
Privacy violation
Merits
Demerits
Evaluation of
ePMS
Cuts costs; Decreases
time & effort; increases
efficiency; administrative
capablities; closely
replicates pen & paper;
Employee & Manager
relationships are strained;
Heavily rely on
comp.data than fact-
finding interactions;
biased, polit.,
Mechanical](https://image.slidesharecdn.com/epmsppt26-aug-2020-200828122254/85/Enterprise-Performance-Management-System-or-ePMS-or-e-PMS-13-320.jpg)
![Weekly check-
ins for tracking
results
Quarterly
tactical
OKRs for the
teams
High Level strategic OKRs
for the company [low
prices, fast delivery, vast
selection – Amazon, Jeff
Bezos]
OKRs -Nested Cadences](https://image.slidesharecdn.com/epmsppt26-aug-2020-200828122254/85/Enterprise-Performance-Management-System-or-ePMS-or-e-PMS-20-320.jpg)
Enterprise Performance Management System or ePMS or e-PMS
- 1. Business Strategy CaseStudies Overview Overview of Performance Management System Evolution of PMS & general attributes of ePMS Adoption Factors of ePMS Critical success factors of ePMS & implementation incl. Sixas Model. e-Performance Management System
- 2. Definition of PMS Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, clarifying expectations, setting objectives, identifying goals, providing feedback and reviewing the outcomes, in support of accomplishing the strategic objectives of the organization. - People & Culture, UC Beverley, CA
- 4. COMPARISON PERFORMANCE APPRAISAL PERFORMANCE MANAGEMENT Meaning Performance Appraisal, means the analysis of an employee's performance and their caliber for the given period. Performance Management is the management of human resources in an organization for future growth and development. What is it? It is a system. It is a process. Type of tool Operational Tool Strategic Tool Owned by Human Resource Department Managers Conducted Annually Continuously Approach Individualistic Holistic Focused on Quantitative Aspects Both quantitative & qualitative Aspects Corrections Retrospective Prospective AppraisalVs.Management
- 5. Ability to operate in well defined and stable environment Dealing with repetitive work Operating in supervised environment Isolated work Narrow geographical & time zones Broad/Unspecified knowledge Procedural competencies Ability to operate in ever-changing & dynamic environment Dealing with varied work Handling decisions & responsibilities by own Team Work Expanding geographical time zones Specific / Specialized Knowledge Customer centric ChangingCompetenciesofe-PMS
- 6. People Factors Tech Factors Org. Factors - Top management support, - User acceptance, - Effective communication -Skills in HR and cultural factors. - Extent of customization - Modifying plug n play model - Manageable complexity of ePMS -Data Integrity | System usefulness - Integration with 3rd party software - Size of the organization - Characteristics of organization - Capacities & capabilities [training] -Geographical distribution of business & data integrity [ Sales & Marketing ] Adoption Factors of ePMS
- 7. Rethinking on century old practices • 1.8 million hours across the firm • Restricts creativity • Generates mountains of paperwork • Lack of collaboration & innovation • Despise between Manager & team members • Heavily linked performance to rewards • End of year appraisals • Holding people accountable for past behaviours
- 8. System Process Appraisal Joint Review Output Output & Input Reward Oriented Dev. Oriented Top-down 360’D Feedback Monolithic Flexible Owned by Managmt. Owned by Users Cadre Based Service Based ConceptualEvolutionofPMS1999-2020 2020 2010 2000 1990 OKRs
- 9. What’s in new PMS? Pic Source: Profit.co • Check-ins • Agile Manifesto • Owned by team not by HRs or Ex-officios • Feed forward (pre-dgns.) Vs. Feedback • Regular conversations (future competitiveness) • Improving current performance • Grooming talent for future • Driven by business not imposed by HR
- 10. Early adopters of New Performance Management System
- 11. How does ePMS manage performance? • Tracks time spent on tasks/projects • Measures work units • Monitors -- tardiness, attendance, grievances, satisfaction, and turnover. • No. of mistakes/errors committed • Counts amount of idle time or idle time spent on • Less or no micro level management • Assemble feedback from multi-raters • Tracking and comparing group level & unit level performances • Motivating the strong people (HiPOs) • High rewards • Malleability ( Impressionable minds) • Coaching & Development (personal growth & sense of progress)
- 12. Whisky to Wine
- 13. Cloud based apps are integrated with SNS; automation; administrative efficiency Social Media Connect Multiple evaluations; helpful for developmental purposes [not rewards]; anytime access to data 360-D Feedback Favourable towards electronic feedback ; image management; less time on processes & more time on performance management; Feedback Streamlines process sometimes feedback is harsh & negative and does not give. addl Inuts; not always captures relevant aspects of performance; Looks Good to Systems rather displaying performance related behaviours; Misunderstanding; Distruct Communication Interpersonal distance Tightly monitoring behaviour; lower level satisfaction; Systems are not secure Privacy violation Merits Demerits Evaluation of ePMS Cuts costs; Decreases time & effort; increases efficiency; administrative capablities; closely replicates pen & paper; Employee & Manager relationships are strained; Heavily rely on comp.data than fact- finding interactions; biased, polit., Mechanical
- 15. Objectives and Key Results – John E. Doerr, US OKR is a goal management system used by teams, to collaborate and achieve stretch goals through a framework that requires regular check-ins, feedback, continuous learning, collaboration and problem-solving. Key Results are measurable & verifiable benchmarks and monitor HOW we get to the objective. Effective KRs are specific and time-bound, aggressive yet realistic. Objectives : Where do I want go? Key Results: How do I get there?
- 16. How to identify or design Objectives and Key Results? https://okrexamples.co/h uman_resources-okr- examples
- 17. OKRs for Education & Training
- 18. OKRs for Sales Team - Example
- 19. OKRs for HR – Recruitment
- 20. Weekly check- ins for tracking results Quarterly tactical OKRs for the teams High Level strategic OKRs for the company [low prices, fast delivery, vast selection – Amazon, Jeff Bezos] OKRs -Nested Cadences
- 21. Best practices by the most successful companies 1. Google uses OKRs and to set ambitious goals and track them through check-ins. 2. It uses scale 0 to 1 3. OKRs are public 4. OKRs are not to-do list 1. Amazon uses OKRs and it gives meticulous attention to details; 2. It handles planning through OKRs; 3. They follow CFR model 4. Focuses on what won’t change https://www.adobe.com/c heck-in.html
- 22. B2B ePMS in sharing economy rating system & gaming dynamics ensure mutual accountability and participation with great involvement
- 23. How do you handle ePMS? 1. Make sure that each resource brings his/her best of who he/she is. 2. Focus on a few areas 3. No rating or grading. It is all about performance achievement rather comparing against each others. 4. Gamified learning
- 24. …Contd Identify Critical Workforce Segments Leaders to focus on critical resources while identifying value chain Which are the strategies, skills, and capabilities are critical to your current and future success? What emerging workforce trends (e.g., supply and demand of engineers) will impact your ability to deliver value? Which segments of the organisation possess the most difficult skills to replace? Within your critical workforce segments, who possesses the greatest current and future potential?
- 25. HR concepts post Covid-19 and/or during Covid-19 -- Quick Heal organization, CHRO, Reetu Raina HR engagement activities online (one colour dress, tambola, antyakshari, etc., ); Online counselling by counsellor; Medical insurance increase coverage; One to one discussion with manager; Online get together’s; Providing ergonomic furniture to the employees at their home (Dell, Cognizant, Ggl, Startup); Phygital Meetings (Physical + Digital Meetings) thereby save travel time; Leave policy changes (Mandatory avail); Use the tools like, Skype, Zoom, Google Meet, GoTo Webinar, Go to Meeting, MS Teams, Bridge Connect, Jio Meet, Duo, Blue Jeans, WebEx Meet, etc., to engage resources Security Protocols/Data Integrity/Networking/Cloud based products
- 26. “SIXAS” – a new age PMS Model System Mecha -nism Opera -tion Evalua -tion Methods Ways and Means Sixas Amalga -mation
- 28. Table-1: Exemplary Framework E Explicit The indicators to clearly state the expected outcome in detail leaving no room to uncertainty. E Exciting The given objective (or, / responsibility/role) to cause enthusiasm and eagerness. M Manageable The performance standard is to be controllable by the process owner or user to succeed in attaining the goal without difficulty. P Periodical The standards or principles set are to be reviewed at regular intervals to ensure the relevancy of the targets/goals. L Levelheaded The goals can be challenging but not a lack of logic, ensuring the ability to respond to complex tasks or emotional scenarios. A Adjustable The principles should be in a position to be altered slightly to correct the situation or to achieve the desired result. R Resilient There must be a robust environment in such a way that any resource to be able to combat the challenging situations and withstand or recover quickly from adverse situations. Y Yielding Expressed in terms of outputs of an individual’s effort, product, produce, service, the solution that could generate revenue/returns/profits/income.
- 30. References | Resources (available online) 1. Objectives and Key Results: Driving Focus, Alignment, and Engagement with OKRs - Paul R. Niven, Ben Lamorte 2. Radical Focus – Christina Wodtke (Available thru Anybook Mob.App) 3. The HR Scorecard : Linking People, Strategy, and Performance – Brian E.Becker , Mark A.Huselid, and Dave Ulrich. (Anybook Mobile App.) 4. Measure What Matters – John Doerr (Anybook Mobile App.) 5. Key Performance Indicators for Dummies – A Wiley Brand 6. Human Resources Kit for Dummmies – 2nd Edition – A Wiley Brand
- 31. e-Performance Management System YOUR RESOURCE PERSON Dr. Mruthyanjaya Rao Mangipudi Research Scholar, Business Management & Senior Manager (Corp. Support) Karvy Stock Broking Limited, Financial District, Hyderabad Tw: raomangipudi LI : ememrao Email: [email protected] Working summary 7 yrs in Judicial administrative subordinate services 13+ yrs in HR business partner, Admin, business operations & certified ISO Lead Auditor (9001:2015) Domains: Legal, Telecom, IT (product Co.), ITES, Banking & Finance Areas of interest: Teaching | Organization Development | Inventing new business models | PMS | L&D | Organization Design
- 32. yours sincerely, Dr. Mruthyanjaya Rao Mangipudi [email protected] Twitter : raomangipudi LI: www.linkedin.com/ememrao