Introduction:

Organizations accomplish their goals and objectives through effective utilization of resources. Which mainly its Human resources

Benchmarking has become a universal reality and requirement. Entrepreneurs do benchmark everything Performance, Productivity, Leadership Skills and Strategic Management. On an average, a brain is creative enough to think laterally on various benchmarks. On productivity level, It is vital for companies to understand what factors influence productivity levels of the personnel which can be utilized for the development of an improvement plan which can grow the organization. After all an organization with the strength to compete in the market and be profitable relies on teamwork and employee loyalty.

Objectives:

At the end of this course Participants will be able to:

 Explain Benchmarking concepts.

 Present and discuss benchmarking steps in details.

 Illustrate the applications of benchmarking in ongoing improvements.

 Makes performance discussions easier and more useful to acknowledge contributions and improve performance

 Supervisors can identify high and low performers

 know what is MBO and how it is linked to performance 

 know what is Behavioral based approach in performance appraisals

 Know How to Analyze Performance Problems

 Improve the effectiveness & efficiency of the organization 

 Align the employee’s work behaviors & results with the organization’s goals

 Improve the employee’s work behaviors & results

Who should attend:

• Managers

• Supervisory level and team Leaders

Daily Outlines:

Day (1)

Introduction- Benchmarking as a management tool

 Benchmarking Definitions

 What Is Benchmarking?

 Benchmarking IS NOT:

 Benchmarking Time 

 Types of Benchmarking

o Internal Benchmarking: (benchmarking against internal operations):

o External Benchmarking: (Competitive Benchmarking): benchmarking against external direct competitors:

 What Benchmarking Can Do?

 Basic Steps of Benchmarking\: 

o Step 1 : Plan

o Step 2 : Research 

o Step 3 : Observe

 Benchmarking Best Practices

 Benchmarking and Change Management 

 Performance Benchmarking Method

1. Form syndicate

2. Choose measures

3. Collect data

 Bench marking and ROI

 HR benchmarking

o Business Context Interview Purpose

 Role For Hr Services

o Human Resources Questionnaire

o Hr Metrics Survey

o Definition Of The Hr Function

o Key Focus Areas

 Performance management

 Learning and development

 Career management

 Reward and recognition

 Organization objectives.

 Workplace diversity

 CASES

o Planning for a benchmarking project 

o Quantitative Techniques for Data Analysis (Cause and Effect Technique) 

o Quantitative Techniques for Data Analysis ( Pareto Analysis )

• Interpersonal skills for benchmarking



Day (2)

MANAGEMENT BY OBJECTIVES

• WHAT IS MBO?

• THE SYSTEMS APPROACH TO MBO

• MBO IS MUCH MORE THAN A PERFORMANCE-APPRAISAL SYSTEM

• MANAGERIAL ATTITUDES AND MBO



THE USE OF BEHAVIORALLY BASED SCALES IN PERFORMANCE APPRAISAL

• Development of Criteria

• BES, BARS, AND BOS

o Developing BES

 Phase I: Development of Performance Dimension

 Phase II: Development of Critical Incidents

 Phase III: Retranslation

 Phase IV: Scale Development

 Phase V: Final Scale Development



o Developing BOS



• BES AND BOS: ADVANTAGES AND DISADVANTAGES

• ADDITIONAL USES FOR BEHAVIORALLY BASED SCALES

o Recruitment, Selection, Placement, and Socialization

o Evaluation

o Training and Development

o Promotion and Transfers

• SUMMARY



Day (3)



ANALYZING PERFORMANCE PROBLEMS

• A PROCESS FOR DEALING WITH PERFORMANCE DISCREPANCIES

o Is There a Performance Discrepancy?

o Does this Discrepancy Matter?

• DO SKILL DEFICIENCIES EXIST?

• HOW SHOULD SKILL DEFICIENCIES BE REMEDIED?

• WHAT IS THE SIMPLEST SOLUTION?

• ARE THE EMPLOYEES CAPABLE OF IMPROVEMENT?

• IF THE SKILLS ARE ADEQUATE, THEN WHAT?

• HOW DOES ONE SELECT THE BEST SOLUTION?

• REFERENCE



Day (4)



PERFORMANCE EVALUATION

 Why is it important to Conduct Performance Evaluations?

 Performance Management Cycle

 Functions of Performance Appraisal

o Employee Development Tool

o Administrative Tool

 Types of Performance to Measure

o Results-based (results-oriented)

o Behavior-based

o Trait-based

 Performance Appraisal Methods

o Objective Measures: 

o Subjective measures: 

o Paired Comparisons

 Examples of rating scales

 Performance Raters

o Who should rate an employee’s job performance? 

o Options for performance raters:

o Performance Feedback

o Employees need good feedback

o Allow time & eliminate distractions

o Types of feedback sessions:

 Performance Feedback

 Steps in the Performance Evaluation Process

o Step 1 - Position Description Review

o Step 2 – Employee Self-Assessment

o Step 3 - Meeting: Supervisor/Employee

o Step 4 - Supervisor writes evaluation

o Step 5 - Overall rating determined

 Fully achieved Expectations

 Partially achieved expectations 

 unsatisfactory

o Step 6 - Employee Comments

o Step 7 – Signatures



Day (5)

Measuring and Improving Productivity 

 Why Bother About Productivity?

 What is Productivity?

 The Value Perspective Creates a Systems View

 Productivity: A Systems Perspective

 Productivity Directly Influences Feasibility