GSP187 SUSS Report for performance management will give the necessary materials for you to work on. all the information is in the PDF. need it urgently tho

GSP187 SUSS Report for performance management will give the necessary materials for you to work on. all the information is in the PDF. need it urgently though. thanks! GSP187e – ASSESSMENT RUBRIC FOR “GROUP PROJECT” – 2ND FACE-TO-FACE SESSION 2 (Gallery Walk Presentation)
RATING
Score
CRITERIA
5 to 4: EXCELLENT
3 to 2: GOOD
1 to 0: FAIR
PERFORMANCE
PROBLEM
DEFINITION
Problem performance statement is clearly
defined and easy to understand. Describes,
identifies and provides relevant information
that explains the relevant issues behind the
problem.
Problem performance statement is clearly
defined but lacks sufficient information
that helps to describe the problem for a
better understanding of the relevant issues
behind the problem.
Problem performance statement is not
clear and lacks adequate information that
helps to describe the problem.
IMPLEMENTATION
PLAN
Able to describe in detail, critically analyse
and justify all actions taken to resolve the
performance problems. All
recommendations are well justified.
Able to describe, analyse and justify some
of the actions taken to resolve the
performance management problems.
Some recommendations are justified.
Able to briefly describe, analyse and
justify few of the actions taken to resolve
the performance management problems.
Few recommendations are justified.
LEARNING
Shows that learning has effectively
demonstrated where new ideas are applied
to improve the outcomes of the team
project (learning from comments from
participants). Also shows that learning has
taken place where taught performance
management framework, processes and
practices are well applied in the team
project through the presentation.
Shows that learning has demonstrated
where new ideas are applied to improve
the outcomes of the team project (learning
from comments from participants). Also
shows that learning has taken place where
the performance management framework,
processes and practices are sufficiently
applied in the team project through the
presentation.
Response and comments from
participants are lacking and ideas
presented may not help to improve the
outcome of the team project. Also shows
that limited learning has taken place
where the performance management
framework, processes and practices are
adequately applied in the team project
through the presentation.
ENGAGEMENT
Engagement with participants is highly
interactive. Questions are answered clearly
and insightful questions are raised to offer
different perspectives from the participants.
Shows good commitments to solve problems
even if there is no clear solution.
Engagement with participants is
interactive. Questions from participants
are appropriately answered. Show
sufficient commitments to solve problems
even if there is no clear solution.
Engagement with participants is found
lacking; one-way communication
approach. Did not adequately answered
questions raised by participants. Show
little commitments to solve problems
even if there is no clear solution.
PREPAREDNESS
Overall, the team has prepared and
rehearsed very well for the presentation,
supported with useful and relevant
information and explanations to facilitate
participants’ understanding.
Overall, the team has prepared and
rehearsed sufficiently well for the
presentation, supported with necessary
information and explanations to facilitate
participants’ understanding.
Overall, the team has not prepared and
rehearsed adequately well for the
presentation, and there was insufficient
or unclear information and explanations
to facilitate participants’ understanding.
Copyright SUSS 2017. All rights reserved.
Page 1 of 1
Manpower
ng
ManpowerPlanni
Planning
Performance
gement
RecruitmentMana
& Selection
Compensation
& Benefits
Benefits
Compensation &
HR
CAPABILITY
Performance
Recruitment &Management
Select ion
TOOLKIT
Learni
ng & &
Developmen
t
Learning
Development
Discipline
Grievance Handli ng &
Exit P rocedure
Talent Management & Succession
Planning
Talent ManRelations
agment
Employee
Career
gement
CareerMana
Management
1
To start, you can navigate around the
content page to get to the respective
section that you wish to access.
2
To go back to the content page, simply
click on the home icon on the top
left-hand corner of every page.
3
You can also download the various tools
and templates directly.
* Kindly note that internet connection is required
4
Click on any italicized / underlined
text to go to the reference page.
Tips on
Toolkit
DISCLAIMER
By registering and downloading the HR Capability Toolkit, you agree to the following:
The Information, forms and templates (“Information”) contained in this Toolkit are for
general information purposes only. Whilst we endeavour to keep the Information up-todate and correct, we make no representations or warranties of any kind, expressed or
implied, regarding the completeness, accuracy, reliability, suitability of the Information
for any purpose. Any reliance you place on the Information is therefore strictly at your
own risk. Further this Toolkit and the website is provided on an “as available” basis. In
no event will SNEF, SPRING or WDA will be liable for any loss or damage, including,
without limitation, indirect or consequential loss or damage arising from, or in connection
with the use of the Information or this Toolkit or any material contained on the website.
04
Performance management
Introduction
Purpose
Benefits
Framework
APPENDICES
A4.1 Guidelines on Conducting Performance Appraisal
A4.2 Performance Appraisal Methods
A4.3 Guidelines on Moderating Performance Ratings
A4.4 Recommended Target Setting Measures
A4.5 Guidelines for Crafting a Performance Improvement
Plan
A4.6 Guidelines on Writing Performance Objectives
A4.7 Guidelines on Terminating Non-Performing Employees
[ 02 ]
[ 02 ]
[ 02 ]
[ 03 ]
[ 19 ]
[ 26 ]
[ 32 ]
[ 41 ]
[ 43 ]
[ 48 ]
[ 52 ]
case stories
Heatec Jietong Pte Ltd
QSS Safety Products (S) Pte Ltd
[ 56 ]
[ 59 ]
Tools
And
Templates
click to download
( internet connection required )
T4.1
T4.2
T4.3
T4.4
T4.5
PERFORMANCE APPRAISAL FORM
(EXECUTIVE)
PERFORMANCE APPRAISAL FORM
(NON-EXECUTIVE)
PERFORMANCE IMPROVEMENT PLAN
PERFORMANCE RANKING
LETTER OF PROMOTION
Performance
management
PERFORMANCE MANAGEMENT – INTRODUCTION, PURPOSE AND BENEFITS
02
Introduction
Performance Management is the integrated process of maintaining or
improving employee job performance through the use of objective setting,
appraisal, coaching and feedback.
Purpose
This module establishes the guidelines to appraise and continuously monitor
the performance of employees based on agreed performance objectives.
Benefits
An effective performance management system enables a
company to leverage on its manpower resources to achieve
its short- and long-term goals. Clear and measurable goals
can also be set for employees to support the company’s
goals.
A well implemented performance management
process establishes a strong link between an employee’s
performance and rewards through objective measurement of
his performance and achievements. As part of the performance
management process, employees’ developmental needs and
career aspirations, two of the most critical factors to address
when building an engaged and motivated workforce, are
also identified.
Copyright © 2012 SPRING Singapore and Singapore National Employers Federation. All rights reserved.
PERFORMANCE MANAGEMENT – PERFORMANCE MANAGEMENT FRAMEWORK
Performance
Management
framework
Copyright © 2012 SPRING Singapore and Singapore National Employers Federation. All rights reserved.
03
PERFORMANCE MANAGEMENT – PERFORMANCE MANAGEMENT FRAMEWORK
TOOLS /
TEMPLATES
APPENDICES /
REFERENCES
04
STEPS IN
PROCESS MAP
[A4.1] Guidelines
for performance apprasial
[A]
DEVELOPING
PERFORMANCE
APPRAISAL FORM
[A4.2] Methods of appraisal
[B]
DEFINING
RESPONSIBILITIES
Step 1
Recommended
performance measures
DEVELOPING
[C]
ACTION PLAN
DETERMINING
APPRAISAL
CYCLE
[T4.1 and T4.2]
Performance
appraisal form
(Executive and NonExecutive)
[A4.6] Guidelines for
writing performance
objectives
[A4.1] Guidelines
for performance apprasial
Steps 2, 3, 4
[A4.4] Recommended
target setting measures
[D]
CONDUCTING
APPRAISAL
DISCUSSION
[T4.1 and T4.2]
Performance appraisal
form (Executive and
Non-Executive)
[T4.3] Performance
improvement plan form
[A4.1] Guidelines
for performance
apprasial
Steps 5, 6, 7, 8
[T4.1 and T4.2]
Performance appraisal form
[E]
DEVELOPING
ACTION PLAN
[T4.4] Performance
ranking template
[T4.5] Letter of
promotion
[A4.3] Guidelines on
moderating performance
ratings
[A4.7] Guidelines on
termination of nonperforming employees
Steps
9, 10, 11, 12
Performance improvement
plan procedure
Figure 4-1: Performance Management framework
Copyright © 2012 SPRING Singapore and Singapore National Employers Federation. All rights reserved.
PERFORMANCE MANAGEMENT – PERFORMANCE MANAGEMENT FRAMEWORK
management
START
9
1
Approve
recommendations
Determine
performance
appraising
supervisors
Hr department
2
Agree on criteria
for appraisal, notify
staff of Performance
Appraisal (PA)
period
3
Disseminate
PA information
& document to
supervisors and
employees
9
10
8
Collate all
forms and
send to MD
for approval
Prepare
promotion/
increment
letters
employee
4
Complete
PA form
5
Performance
appraisal meeting
with supervisor
6
Update HR
system/P-file
on employee’s
performance
rating
Head of department
11
Recommend
employees for
-promotion
-increment
7
Submit
completed PA
form to HR
Figure 4-2: Performance Management process map
Copyright © 2012 SPRING Singapore and Singapore National Employers Federation. All rights reserved.
Notify
employees of
promotion/
increment
END
05
PERFORMANCE MANAGEMENT – PERFORMANCE MANAGEMENT FRAMEWORK
[A]
DEVELOPING
PERFORMANCE
APPRAISAL
FORMS
Performance Appraisal Forms will be distributed
at the start of the appraisal period to all
employees. Management should be responsible
for communicating the year’s appraisal cycle to
set the appropriate tone for the importance of
the appraisal exercise.
The form typically comprises of the following
information:
Goals and objectives for the review period
Process Owner:
Leading
Heads of Department
(HODs)
Supporting
Human Resource
Department (HR)
Endorsing
Management
Comments and ratings on specific areas
of responsibility and overall performance
in relation to established outcomes
and objectives
Feedback on areas of concern
performance improvement needed
and
Opportunities for employee development,
including options for acquiring additional
knowledge
and
skills
to
support
career growth
The ranking and grading system must be accompanied by clear definitions
and guidelines on assigning grades in the appraisal forms.
Please refer to A4.1 Guidelines on Conducting Performance Appraisal
and A4.2 Performance Appraisal Methods for more information.
Please refer to T4.1 Performance Appraisal Form (Executive)
and T4.2 Performance Appraisal Form (Non-Executive) for samples.
Copyright © 2012 SPRING Singapore and Singapore National Employers Federation. All rights reserved.
06
PERFORMANCE MANAGEMENT – PERFORMANCE MANAGEMENT FRAMEWORK
[B]
DEFINING
RESPONSIBILITIES
Process Owner:
Leading
Human Resource
Department (HR)
Supporting
Management
HR is responsible for monitoring the
performance appraisal process. They help to
ensure that all employees have established
performance goals and development plans,
and are assessed objectively by their
respective supervisors. HR should also
conduct briefings and administer training on
the performance management process for all
Appraising Supervisors.
A Management representative (e.g. CEO/MD/
GM) is responsible for communicating the
business direction and corporate goals and
also approves the performance management
guidelines. Depending on the reporting
structure of the company, Management may
also be an Appraising Supervisor assigned to
several managerial and key positions. This is
particularly true for companies with relatively
flat organisational structures.
The HOD is responsible for assigning an Appraising Supervisor to each
employee in his department to monitor individual performance. He needs
to ensure that the performance management process is implemented in
his department according to the guidelines approved by Management.
The Appraising Supervisor will set an employee’s individual goals with him,
provide ongoing feedback and coaching throughout the year and appraise
the employee at the end of the appraisal period.
Copyright © 2012 SPRING Singapore and Singapore National Employers Federation. All rights reserved.
07
PERFORMANCE MANAGEMENT – PERFORMANCE MANAGEMENT FRAMEWORK
Appraising Supervisors are usually the immediate supervisors of employees.
A possible appraisal structure is as follows:
APPRAISING SUPERVISORS
LEVEL OF EMPLOYEE
Director
Managing Director / Chief Executive Officer
Head of Department
Director / General Manager
Section/Team Leader
Head of Department
General employee
Section / Team Leader
Figure 4-3: Appraising Supervisors
Both the employee and his Appraising Supervisor are responsible for setting
individual goals. The employee is expected to proactively seek continuous
feedback from his Appraising Supervisor and document achievements for
discussions with the Appraising Supervisor.
Copyright © 2012 SPRING Singapore and Singapore National Employers Federation. All rights reserved.
08
PERFORMANCE MANAGEMENT – PERFORMANCE MANAGEMENT FRAMEWORK
[C]
DETERMINING
APPRAISAL CYCLE
The appraisal process is an on-going
process that takes place throughout the year.
This process consists of three stages as
shown below:
Goal
Setting
Process Owner:
Leading
Human Resource
Department (HR)
Supporting
Heads of Department
(HODs)
Appraising Supervisor
Appraisal
Feedback
Figure 4-4: Appraisal cycle
Performance goal setting
HR is responsible for initiating and communicating the annual appraisal cycle
activities and timelines to the HODs. A briefing session can be conducted to
educate the HODs and the Appraising Supervisors on the procedures.
The employee and his Appraising Supervisor will be responsible for
discussing and setting goals at the start of each appraisal cycle.
Individual performance goals take into consideration performance
expectations and developmental goals of the individual employee.
Performance expectations are drawn from the company and departmental
objectives, and job-level expectations. HODs should ensure that an
employee’s performance goals are aligned to departmental and company
goals and objectives.
Copyright © 2012 SPRING Singapore and Singapore National Employers Federation. All rights reserved.
09
PERFORMANCE MANAGEMENT – PERFORMANCE MANAGEMENT FRAMEWORK
Performance expectations must be communicated to all employees in
writing to achieve the following:
Setting of expectations on job performance by Management
Better understanding of the level of expectations by the employee
Fostering an open and trusting relationship between employees and
Management
Increased job satisfaction because employees know when they have
performed tasks well
Some examples of performance objectives are:
Reduce customer complaints by 50% within the first half of the year
Submit bank reconciliation report for all current accounts within 5 days
of receipt of bank statements
Secure at least 10 new customer accounts by the end of the first
quarter of the fiscal year
Increase sales team revenue by 25% within a year
Reduce attrition rate by 10% for (year) compared to previous year
Goal setting for the upcoming year may overlap with the last stage of the
previous appraisal process. Individual performance goals, standards and
expectations for the new appraisal cycle can be summarised and incorporated
into the Performance Appraisal Form.
Please refer to A4.4 Recommended Target Setting Measures and for examples
of possible competency measures for job positions
(e.g. Administrative, Technical, Managerial).
Copyright © 2012 SPRING Singapore and Singapore National Employers Federation. All rights reserved.
10
PERFORMANCE MANAGEMENT – PERFORMANCE MANAGEMENT FRAMEWORK
As a best practice, HR should also advise managers to keep records of an
employee’s performance (positive and negative) throughout the year to be
used for discussion during the appraisal exercise.
Examples of positive and negative performance are:
P
EXAM
LE
1
Positive
–
Receiving
customers
for
good
compliments
from
service
rendered
2
Negative – Obtaining traffic summons while on
delivery runs
Managers should also be advised to consistently provide performance
feedback to employees.
Please refer to A4.6 Guidelines for Writing Performance Objectives
for step-by-step instructions.
Feedback
The HODs is responsible for ensuring that the Appraising
Supervisor provide ongoing and informal feedback to an individual
employee’s performance before a formal appraisal is conducted.
Informal feedback opportunities arise regularly during day-to-day operations.
Using the individual performance and development goals set at the beginning
of the year, the Appraising Supervisors can provide support and guidance to
his employee through coaching.
Coaching is a feedback tool that focuses on identifying specific positive
performance or area for improvement instead of the overall performance
review that takes place during an appraisal discussion. Observation
of specific performance or behaviour that is commendable or requires
improvement should be clearly communicated to employees.
Copyright © 2012 SPRING Singapore and Singapore National Employers Federation. All rights reserved.
11
PERFORMANCE MANAGEMENT – PERFORMANCE MANAGEMENT FRAMEWORK
The Appraising Supervisor should engage his employee
in identifying factors that contribute to his performance.
When providing coaching to improve performance,
engaging employees in problem solving by asking
questions and listening with a non-judgmental
attitude is important.
Obta
ining
traffi
HODs and Appraising Supervisors should regard
c sum
mon
while
s
feedback and coaching sessions as a method of
deliv
ering
enhancing communication, building trust and
an it
em c
enhancing the esteem of employees. These sessions
lassi
fies
as n
e
should be used to reinforce the value of the
gativ
e
perfo
employees’ contributions to achieving the goals
rman
ce.
of the department or to suggest specific actions to
correct undesirable performance and behaviour.
Performance appraisal
HR is responsible for initiating the annual appraisal process for all regular
employees and the appraisal of probationary employees for confirmation
purposes.
Please refer to T4.1 Performance Appraisal Form (Executive) and
T4.2 Performance Appraisal Form (Non-Executive) when undertaking the
confirmation appraisal process.
The annual performance appraisal will focus on:
Achievements and performance for the current year
Areas done well and areas that require improvement
Development plan for the following year
Copyright © 2012 SPRING Singapore and Singapore National Employers Federation. All rights reserved.
12
PERFORMANCE MANAGEMENT – PERFORMANCE MANAGEMENT FRAMEWORK
Annual Performance Appraisal
[D]
CONDUCTING
APPRAISAL
DISCUSSION
Process Owner:
Leading
Appraising Supervisors
Supporting
Employees
The employee and his Appraising Supervisor
should decide on a date, time and venue for
the appraisal discussion.
Prior to an appraisal discussion, the
employee should complete relevant sections
of the appraisal form by documenting his
achievements for the year as well as identifying
possible development needs and career
aspirations.
The Appraising Supervisor prepares for the appraisal discussion by
consolidating feedback from the employee and completing the appropriate
sections in the appraisal form. The Appraising Supervisor must be able to
provide supporting examples on his appraisee’s achievements and details
to show where the appraisee has not done well in.
Please refer to T4.1 Performance Appraisal Form (Executive) and
T4.2 Performance Apprais…
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