1. PERFORMANCE MEASUREMENT
Performance measurement is generally defined as regular measurement of outcomes and results, which generates reliable data on the effectiveness and efficiency of programs.

2. WHY TO MEASURE PERFORMANCE
Measuring performance is a vital part of assessing the value of employee and management activities.
Performance should be measured based on an employee's overall impact, cost efficiency, effectiveness, and ability to implement best practices
Organizational performance based on internal objectives and external competition should be measured using the metrics of margins, growth, market share, and customer satisfaction.

3. HOW TO MEASURE PERFORMANCE OF EMPLOYEE ?
SET AND DEVELOP THOSE OBJECTIVES
ESTABLISH KRA’S
SET GOALS OR OBJECTIVES
PERIODIC REVIEW AND FEEDBACK
DEFINE SMART TARGETS WITH METRICS
ASSESS PERFORMANCE
SUPPORT AND EXCHANGE PERFORMANCE FEEDBACK

4. GOAL SETTING FUNDAMENTALS
Set goals or objective
Objectives are statements of intent to achieve specific business results or critical outcomes
GOAL SETTING FUNDAMENTALS
KRA – Principle of prioritizing, concentrating – what habits do I need to cultivate to practice this principle
Goals, Objectives, Targets – Outputs, Deliverables.
Measures of Performance –
1. choosing appropriate measures
2. using multiple measures
3. line and service measures
Time standards for each deliverables

5. Set and develop those objectives
The process helps all employees to understand how they contribute in helping the organization achieve its objectives and where they fit in the organization.
Set and develop those objectives

6. Support and exchange performance feedback
Feedback helps in improving the performance
There is a monthly connect calendar which helps in taking the feed back accurately
Excellent
Good
Average
Poor

7. PERFORMANCE METRICS – HR

8. KEY HR DELIVERABLES IN MANUFACTURING UNITS
WORKFORCE AND SKILLS
SKILL INVENTORY
SKILL GAP ANALYSIS
MULTI SKILLING INDEX
TALENT FILL
PRODUCTIVITY PARAMETERS
PRODUCTIVITY INCENTIVES
ACTIVITY MAPPING
EMPLOYEE PRODUCTIVITY

9. TALENT MANAGEMENT
EMPLOYEE CONNECT ACTIONS
EMPLOYEE COMMUNICATION
ONBOARDING
EXIT ANALYSIS
ATRITION CONTAINMENT
DIVERSITY
REWARD AND RECOGNITION (SPOT, INDIVIDUAL AND TEAM )
PERFORMANCE MANAGEMENT
ROLE AND RESPONSIBILITIES
KRA AND GOAL SETTING
PERFORMANCE APPRAISALS AND REVIEWS

10. PERFORMANCE IMPROVEMENT PLANS ( PIP )
DEVELOPMENT
TRAINING
LEADERSHIP PIPELINE TRIGGERS
EMPLOYEE DISCIPLINE AND COMPLIANCES
DISCIPLINE MANAGEMENT ( ENQUIRIES ETC )
STATUTORY COMPLIANCES AND AUDITS

11. SOME QUESTIONS TO PONDER …….
WHO ARE MY COMPETITORS ?
WHAT IS MY FACTORY CULTURE ?
WHAT ARE THE KEY QUALITIES THAT I SHOULD ALWAYS LOOK FOR WHILE SELECTING PEOPLE FOR MY FACTORY ?
WHAT IS THE TURN OVER OF MY FACTORY ?
IF MY FACTORY IS MAKING ITEMS FOR USE IN ANOTHER FACTORY, HOW IS THE TURN OVER IN MY FACTORY CALCULATED ( BECAUSE MY GOODS ARE NOT SOLD IN THE MARKET OUTSIDE )?
WHAT IS THE DIFFERENCE BETWEEN BOTTOM LINE AND TOP LINE ?
HOW IS MY HR INFRASTRUCTURE ?
HOW TECH SAVVY AM I AS A HR PERSON ?
WHAT ARE THE ELECTRONIC SOURCES OF TALENT ?
HOW INNOVATIVE AM I ?