Bench Marking

Benchmarking : Benchmark is a fixed point which you can measure against , can be local standard or national standard . By comparing against a benchmark you can see how well you are doing and , over time , measure your improvement. Benchmarking is a process of measuring your service’s processes and performance and systematically comparing them to the performance of the others in order to seek the best performance

Balanced Scorecard – An integrated framework for describing strategy through the use of linked performance measures in four, balanced perspectives - Financial, Customer, Internal Process, and Employee Learning and Growth. The Balanced Scorecard acts as a measurement system, strategic management system, and communication tool.

Inputs These are the resources that you use. They include money, people, assets and materials

Objectives Specific, measurable, short and mid-term outcomes that are to be achieved. - A concise statement describing the specific things an organization must do well in order to execute its strategy. Objectives often begin with an action verbs such as increase, reduce, improve achieve, etc.

Outputs These are the results of a process. The measurement may be simple – number of new lettings each year.

Strategy

A plan of action, with clear timescales and responsibilities, for achieving a specific outcome. Describes the differentiating activities an organization pursues to gain competitive advantage. Situated at the center of the Balanced Scorecard system, all performance measures should align with the organization's strategy

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Performance Management is a strategic & integrated approach to ➢ delivering sustained success to organizations ➢ by improving the performance of the people who work in them and ➢ by developing the capabilities of teams & individual contributors

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Strategic

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Integrated – Vertical, Functional, HR

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Performance improvement

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Development

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It is an organization - wide management program that provides a structured approach to:

➢ Communicate business strategy ➢ Establish a shared understanding of what is to be achieved and how it is to be achieved  Helps to monitor, analyze and manage the key business activities  Measure and motivate performance ,rewards the performance, feedback

(organizational and individual)

A management process for ensuring employees are focusing their work efforts in ways that contribute to achieving the Organization’s mission

Behaviorally Anchored Rating Scales BARS refers to Behaviourally Anchored Rating Scales. It was developed by Smith and Kendall to provide a better method of rating employees

It differs from "standard" rating scales in one central respect, in that it focuses on behaviors that are determined to be important for completing a job task or doing the job properly, rather than looking at more general employee characteristics (e.g. personality, vague work habits) (BARS) are scales used to report performance. BARS are normally presented vertically with scale points ranging from five to nine. BARS Behaviorally Anchored Rating scales is a method that combines elements of the traditional rating scales and critical incidents methods.

JOB SPECIFICATION A document summarizing the basic purpose of a job, nature of work, examples of typical duties and minimum qualifications for a job. The job specification is used by the Classification Analyst to match the duties of a position to the most appropriate job title.  Summarize tasks and responsibilities  Identify required knowledge, training, skills, and experience  Summarize optional desirable knowledge, training, skills, and experience  Indicates supervisor or position in organization.

JOB DESIGN

➢ Job design refers to how organizations define and structure jobs . ➢ The way that jobs are organized have a direct affect on how motivated or de-

motivated employees will be . ➢ The manager’s responsibility is to design jobs that will be motivational for the individual employee. Figuratively speaking, this is properly done when Individual needs +task attributes +work setting lead to

performance and satisfaction.

Job analysis  Refers to the process of examining a job to identify its component parts and circumstances in which it is to be performed

CRITICAL INCIDENT METHOD. The critical incident method of performance appraisal involved identifying and describing specific events (or incidents) where the employee did something really well or something that needs improvement. It's a technique based on the description of the event, and does not rely on the assignment of ratings or rankings, although it is occasionally coupled with a ratings type system.

Key Performance Indicators A key performance indicator is a financial and non financial measure used to measure progress towards a stated organizational goal or objective. KPI is always connected with the corporate goals.

Key Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization. ➢ A business may have as one of its Key Performance Indicators the percentage of

its income that comes from return customers. A school may focus its Key Performance Indicators on graduation rates of its students. ➢ Whatever Key Performance Indicators are selected, they must reflect the organization's goals, they must be key to its success,and they must be quantifiable (measurable) ➢ Key Performance Indicators usually are long-term considerations. The definition of what they are and how they are measured do not change often.

KEY RESULT AREA Key Result Area in simple Terms may be defined as Primary responsibilities of an Individual, the core area which each person is accountable.