15/09/2008

1. Performance Appraisal withPerformance Agreement Professor Dr. Prasit Watanapa Mahidol University 15/09/2008

2. Topic covers: • Objective of Performance Appraisal • Course of MU Performance Appraisal • What is Performance Agreement?What are its benefits? • Procedure ofPerformance Agreement • KPIs and KPI Collection • Competency and Appraisal • Action Plan : Office of the President P Watanapa

3. Objective of Performance Appraisal • To encourage MU faculty members to perform their duties in accordance with their organisation’s vision and mission • To make the payment more appropriate and fair for the faculty members • To use results of the appraisal to plan for the HR management • To search for appropriate members to a process ofSuccession Plan P Watanapa

4. Course of Performance Appraisal • To apply the performance appraisal with advance agreement between an assessor and evaluated person, calledPerformance Agreement, and use the principle of knowledge management as the guideline for making the agreement • This appraisal covers assessment of performance enhancement, potentials, properties, and competency P Watanapa

5. Good Performance Appraisal • Be just and acceptable for assessor, evaluated members and organisation • Increaseperformance enhancement • Relating to the vision/mission of the organisation to accomplish the goal • Have clear KPIs that can be compared to different periods for development of the individuals and organisation P Watanapa

6. What is Performance Agreement? • The system of performance appraisal that helps to accomplish the organisation’s vision and mission • The appraisal system that is based on an advance agreement made by an assessor and evaluated member on activities, KPIs and requirements • The appraisal system that matches up withjob description of that position and the organisation’s mission P Watanapa

7. Performance Agreement Mission Mission 1 Mission 2 Mission 3 Mission 4 Job DescriptionTask 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7 Activity 1 Activity 2 Activity 3 Activity 4 Activity 5 P Watanapa

8. Advantages of Performance Agreement • Administrators or heads can review work performance of their subordinates and make division of labour to increase effectiveness of the staff and organisation in order to follow the mission. • Making an advance agreement that is acknowledged by all parties before actual performance appraisal brings about mutual approval and fairness within the organisation. P Watanapa

9. Performance Agreement • Administrators or heads can apply the advance agreement to plan for HR development and create new jobs as well as increase job quality. • If any subordinate hasa dual position, the advance agreement will help him/her aptly divide times for the tasks and make the appraisal more accurate. P Watanapa

10. Performance Agreement • Indirect Advantages: • Create an opportunity of communications between supervisors and subordinates • Assess heads on leadership when they are assigned to make the agreement with their subordinates P Watanapa

11. Procedure of Performance Agreement • • Assessors and evaluated individuals make the • agreement together before the appraisal begins. • When the performance appraisal finishes, assessors inform evaluated staff of the results and plan together for development according to recommendations. • Assessors and evaluated individuals make a new advance agreement on performance appraisal for the next year. P Watanapa

12. Performance Agreement Assessor Performance Agreement Evaluated Staff Procedure of Performance Appraisal Assessor Acknowledgement of the result together Plan for staff development Make a new agreement for next year Evaluated Staff P Watanapa

13. 1 4 2 1 3 5 11 mo. 2 mo. 5 mo. 1 mo. 3 mo. 1 2 3 4 5 From the Faculty To HR Department 1.5 mo. 3 mo. 1 mo. 2 mo. 7.5 mo. P Watanapa

14. 4 1 1 2 3 5 11 mo. 2 mo. 5 mo. 1 mo. 3 mo. 1 2 3 4 5 The First Round= 8.5 months From the Faculty To HR Department 1.5 mo. 3 mo. 1 mo. 3 mo. 8.5 mo. P Watanapa

15. Agreement Agreement Mahidol University Council, President President, Deans Vice Presidents, Associate Deans Directors, Heads of Departments HR Department Agreement P Watanapa

16. Agreement Agreement Agreement Mahidol University Council Job Appraisal President Deans Heads of Faculty Departments Faculty Members Agreement P Watanapa

17. KPIs and KPI Collection When you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind William Thompson (Lord Kelvin), 1824-1907 P Watanapa

18. Characteristics of KPI - Specific - Measurable - Achievable - Realistic - Timely S M A R T P Watanapa

19. Types of KPI Quantity Quality Time Cost Customer Satisfaction P Watanapa

20. Customers’ Preferences R eliability – Get what they want A ssurance – Confident and credible T angibles – Touchable and seeable E mpathy -Attentive R esponsiveness – Be promptly served P Watanapa

21. Major KPIs • KPIs that indicate Key Performance (Output-Outcome, Process) • KPIs that areDanger Indicators • Danger Indicators areindicators that do not indicateKeyPerformance but can cause a serious problem if there is a mistake in operation. • KPIs that indicate = Torr P Watanapa

22. Value of KPIs Value of KPIscan be shown in forms of Percentage Proportion Rate Ratio Number Average or Mean P Watanapa P Watanapa

23. KPI Collection • Choose KPIs that are convenient to collect and quite accurate • Use IT system in collecting KPIs • Consistently collect KPIs and periodically evaluate them to make recommendations • Use sampling if there are numerous KPIs • Assign staff responsible for KPI collection P Watanapa

24. Example of KPIs for Performance Appraisal of General Administrative Staff P Watanapa

25. Example of KPIs for Performance Appraisal of General Administrative Staff Typing – Quality KPI P Watanapa

26. Example of KPIs for Performance Appraisal of General Administrative Staff Typing – Time KPI P Watanapa

27. Example of KPIs for Performance Appraisal of the Appraisal Teamwork P Watanapa

28. Example of KPIs for Performance Appraisal of General Administrative Staff Request for Position of Expertise/Special Expertise – Time KPI P Watanapa

29. Example of KPIs for Performance Appraisal of General Administrative Staff Request for Position of Expertise/Special Expertise – Worthiness KPI P Watanapa

30. Example of KPIs for Performance Appraisal of Clerk P Watanapa

31. Competency and Appraisal • Definition • Characters or attributes of an individual that reflecthis/her knowledge, skills, attitude, belief, and trait • Group ofknowledge, skills and attributes of an individual that can be seen from his/her work behaviour (measurable or noticeable) P Watanapa

32. Analysis for Competency Defining Competency Fixing Level of Expectation Setting Method of Assessment Assessing Current Competency Making Conclusion and Application Process ofCompetency SpecifyingCore/Managerial/Functional Competency of the Organisation and Positions Assessment on Competency of Staff in the Organisation P Watanapa

33. MakingCompetency-based HRM • Determine competency of the organisation (Core Competency) • Define each competency and use all the same in the university • Specify a number of levels of each competency and use all the same in the university • Define each level of competency and use all the same in the university • Set an appropriate level or expectation of each position • Use all abovementioned in HR management P Watanapa

34. Definition and Level of Expectation Leadership : 5 Levels P Watanapa

35. Definition and Level of Expectation Leadership : 5 Levels P Watanapa

36. Definition and Level of Expectation Leadership : 5 Levels P Watanapa

37. Define Level of Expectation Leadership : 5 Levels P Watanapa

38. Operation Plan: Office of the President P Watanapa