Performance on Our Pulse!
Framework to Management Performance
Driving market alignment, company performance, employee engagement and
retention through goal-setting and continuous performance feedback is a huge
unlock from a business process perspective. Performance Management is taking
action in response to actual performance to make outcomes better than they would
otherwise be. Integrated performance management arrangements provide the
platform on which “one company” working can be built. It helps us identify the
‘added value’ of working to deliver the Company’s key priorities and engage with
stakeholders. It enables us to make effective, well-informed and timely decisions
which focus on the outcomes expressed in the Company’s strategic plan. This
guidance aims to:
✓ Provide clarity about how the performance management system works
✓ Raise the awareness and understanding of performance management
✓ Explain how the various components of performance all fit together
✓ Outline who is responsible for what
✓ Help us to improve our corporate working to ensure we achieve our vision
and deliver high quality outcomes for our customers
Purpose of the Framework
Purpose of the Framework Performance Management is essential to the success of
Company and is a vital element of forward planning, risk management and
continuous improvement. This framework aims to assist us to understand
performance management and the various components that contribute to effective
performance.
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What do we mean by Performance Management?
Performance Management is one element of the Company’s overall management
arrangements, which are all focused on ensuring that the Company achieves its
ambitions. Performance management through a planning framework ensures that
individuals, teams and the overall organisation know what they should be doing,
how they should be doing it and take responsibility for what they achieve. If the
Company is going to deliver the outcomes that our customers want, it has to be
sure there is a performance management framework that:
✓ Is based on key priorities and objectives and helps to measure the right things
at the right time
✓ Is used to continually improve how we work together and the way services
delivered are performance managed
✓ Is based on quality and accuracy of current and forecasted information which
produces meaningful measures of how partners and services are performing
✓ Enables learning from others, learning from our own experiences and mistakes
and listens to partners needs
✓ Meets the needs of all the people involved in delivering outcomes
✓ Prioritize what gets done and ensure there are sufficient resources to do it
✓ Ensure the Company provides value for money
✓ Identify and rectify poor performance at an early stage and learn from past
performance
✓ Increase customer and other stakeholder satisfaction
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The Performance Management Framework
The objective of the Performance Management and Improvement Framework is to
build from the ground up, a proactive and collaborative performance management
culture at all levels of the Company. The focus is on a performance approach that
will inherent in everything we do. The Framework is based on the Plan, Do, Study,
Act cycle.
5. 1.
Evaluate Set Goal
4. 2.
Implement Plan
3.
Resource
1. Setting of objectives to solve a problem or tap on an opportunity.
2. Engage to plan how the objectives will be achieved.
3. Ensure commitment of initiative, ownership and adequate resources
4. Monitor and track as the plans are being executed
5. Evaluate honestly for further action and continuous improvement
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The Performance Management Cycle
THE BASIS FOR A
REVIEW
Job Description /
Specification
PERFORMANCE PERFORMANCE
IMPROVEMENT STANDARDS
Key Result Areas / Key
Coaching, Mentoring Performance Indicators
PERFORMANCE
REVIEW
Planning for Interview
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The Performance Management Framework of 5 Cs.
The Company has adopted the Balanced Scorecard Standard for its performance management system that considers
key strategic parameters that determine the Company’s performance from the perspective of its shareholders,
customers, regulatory bodies and employees. The Key Result Areas of this framework are:
1. Financial & Business which we will call COMPANY. The Shareholders’ Perspective.
2. Customer Centricity which we will call CUSTOMER. The Customers’ Perspective
3. Internal Processes which we will call COMPLIANCE. The Excellence Perspective.
4. Learning and Growth which we will call CREATIVITY. The Innovation Perspective
5. Personal Conduct which we will call CONDUCT. The Integrity & Community Perspective.
Every key result area will be measured by specific, measurable key performance indicators in relation to the job
being performed. The process of setting these will be top down and bottom up with high levels of engagement and
buy-in from all stakeholders. The enablers, which are the critical success factors, should be determined at the outset
for effective risk management and enhancing the chances of success. It is recommended to have not more than 3
crisp KPIs for every key result area which is measurable. The Creativity Result Area will be linked to the
employee’s approved annual Personal Development Plan – a mandatory requirement.
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The Scorecard
Key Result Key Performance Weight Target for the Score / 5 Weighted
Area Indicator Assigned Year Score
COMPANY
CUSTOMER
COMPLIANCE
CREATIVITY
CONDUCT
TOTAL WEIGHTED SCORE /5
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5 Point Rating Scale Description
1.0 Unsatisfactory Performance must improve substantially within a reasonable period of
time if the individual is to remain in this position. The employee is not
meeting the job requirements.
2.0 Needs Development Performance is noticeably less than expected. The employee generally
meets most job requirements, but struggles to fully meet them all. The
need for further development and improvement is clearly recognized.
3.0 Fully Meets Expectations Performance clearly and fully meets all the requirements of the position in
terms of quality and quantity of work. It is described as good, solid
performance, with thorough and on-time results. While minor deviations
may occur, the overall level of performance meets all position
requirements.
4.0 Exceeds Expectations Performance frequently exceeds job requirements. Accomplishments are
regularly above expected levels. Performance at a level beyond
expectations is sustained, and the quality of work is uniformly high.
5.0 Exceptional Performance Performance levels and accomplishments far exceed normal expectations.
This category is reserved for the employee who truly stands out and
clearly and consistently demonstrates exceptional accomplishments in
terms of quality and quantity of work that is easily recognized as truly
exceptional by others.
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The Performance Management Calendar
Month Activity Key Responsibility
December Business Plan Cascading Top Management / HR
Signing of Scorecards for the following year
January Q4 Performance & Annual Review Management and Teams
April Q1 Review & Remedial Clinic All
July Q2 Review & Remedial Clinic All
October Q3 Review & Remedial Clinic All
Jan to December Monthly Performance Clinics Management & Teams
Roles & Responsibilities
Top Management Ultimate owners of the system implementation. The Innovators driving ongoing
change with relevant behaviours and engagement and not losing sight of the
status and the vision. Team responsibility for provision of the enablers, support
and guidance.
Middle Management The Catalysts and Early Adopters. The flag bearers driving the change through
tangible, visible action line implementation. To ensure the process is followed
for successful outcomes. Ongoing mentoring, coaching and training for
continuous improvement.
Others The Executors and Soldiers who will diligently adhere to the process and deliver
assigned action line with high levels of commitment and ownership.
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Transformation – Monthly Themes
Month Themes Activities Key Responsibility
PHASE I
Vision Building
Productivity
Customer
Collaboration
Communication
Performance
PHASE II
Vision Building
Productivity
Customer
Collaboration
Communication
Performance
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Data Quality Standards
Accuracy Accuracy Data should be sufficiently accurate for its intended purposes, representing
clearly and in sufficient detail the interaction provided at the point of activity.
Validity Data should be recorded and used in compliance with relevant requirements,
including the correct application of any rules or definitions.
Reliability Data should reflect stable and consistent data collection processes across collection
points and over time, whether using manual or computer-based systems, or a
combination.
Timeliness Data should be captured as quickly as possible after the event or activity and must be
available for the intended use within a reasonable time period.
Relevance Data captured should be relevant to the purposes for which it is used. This entails
periodic review of requirements to reflect changing needs.
Completeness Data requirements should be clearly specified based on the information needs of the
Company and data collection processes matched to these requirements.
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