EXECUTIVE LEVEL
PMS for Executive Administrative Assistant
Executive Summary
The Performance Management System is premeditated to generate liability for outcomes for every one of the Executives Administrative Assistant and is the groundwork for cascading performance anticipations throughout every level of the organization. The PMS:
- Rationalizes, clarifies and normalizes the organizational performance management procedure
- Aligns the performance assessment process with the departmental priorities
- Integrates organizational performance consequences into decisions concerning individual performance ratings and appreciation
- Formulates momentous distinctions in individual performance, founded on objective, result-based metrics.
Performance Management Process
The PMS incorporated here consist of subsequent steps:
- Perquisites
- Performance Planning
- Performance Execution
- Performance Assessment
- Performance Review
- Performance Renewal and Re-contracting
PMS Perquisites
The Executive Administrative Assistant PMS requires:
- Collaborative development between rating officials and Senior Level Executives
- Align performance requirements with Departmental objectives
- Include measurable, demonstrable, results-oriented performance requirements
- Contain balanced measures that consist of employee and customer perspective and feedback as below:
Employee Perspective: The focus of employee perspective is on internal dynamics that ascertain the working atmosphere and drive chief organizational human capital plans, together with employee growth and preservation. Regarding performance objectives, it is necessary that meaningful conversation must be taken place amid employee and the supervisor. This will, in turn, enhance the employee’s perceptive of the goals of the Department and optimistically have an effect on his or her commitment and overall performance.
Customer Perspective: With this perspective, the organization observes performance of the executive through the customer’s outlook. It will assist the business in retaining those senior executive who can determine the choice, needs and expectations of the customers of the company.
Performance Planning
The critical constituents and the basic requirements of the PMS are founded on the strategic goals and objectives of the Department. The plan involves both measurable and behavioral aspects and focuses chiefly on attaining results in accordance with explicit business outcomes. It is summarized in the underneath table:
(Summary Level Ranges: Level 5: 475-500, Level 4: 400-474, Level 3: 300-399, Level 2: 200-299, Level 1: Scores<200)
Leading Change: Organizational vision assesses and adjustment to situation change, implementing innovative programs, creative thinking, collaborative work environment transparency, maintains program focus, even in adverse conditions.
Leading People: Team work, ethical standards, recruitment and selection criteria, communication in diversified work setting, equal employment policies and programs conflict resolution skills
Business Acumen: assesses, analyzes, acquires and administers human, monetary, material and IT resources in a way that instills public trust and accomplishes organizational mission. Decision making ability budget operating talent and management of resources
Building Coalitions: Feedback, coordination negotiation, professional network, Group behavior
Results Driven: Targets, achieved goals and strategies, Annual Performance plan
Performance Execution
Performance of the Executives will be derived on an annual basis. The key competencies will be:
- Observation and documentation
- Updates
- Feedback
- Resources
- Reinforcement
Performance Assessment
Using Forced Distribution method, the Performance Standards can be categorized as:
Level 5: The executive demonstrates exceptional performance, fostering a climate that sustains excellence and optimizes results in the executive’s organization and department. This represents the highest level of executive performance, as evidenced by the extraordinary impact on the achievement of the mission of organization.
Level 4: The executive shows a very high level of performance beyond that required for successful performance in the executive’s position and scope of responsibilities. The executive is proven, highly efficient leader who builds trust and instills confidence in agency leadership, peers, and employees.
Level 3: The executive demonstrates the high level of performance expected and the executive’s actions and leadership contribute positively toward the achievement of strategic goals and meaningful results. The executive is an effective, solid and dependable leader who delivers high-quality results founded on measures of quantity, quality, efficiency and effectiveness within agreed upon timelines.
Level 2: The executive’s contributions to the organization are acceptable in the short term but do not appreciably advance the organization towards the achievement of its objectives and goals.
Level 1: In repeated instances, the executive shows performance deficiencies that detract from mission goals and objectives. The executive is generally viewed as ineffectual by leaders, peers or else employees.
Performance Review
Depending on the Ratings retrieved from Absolute rating system and Relative rating system, along with the feedback results, the performance of the Executive can be reviewed on mid-early basis for short term assessment and annually for long term assessment. After obtaining the apt feedback and observing the behavioral aspects of executives, there will be a formal performance review session. It will be simple a recapitulate of all the activities taken place all through the rating phase. In this meeting, managers will discuss with executive their ratings, sequence of events and rationale for the evaluation known.
This sort of performance review session is moreover a fine time to plan developmental activities with them. All those experienced executives will be assessed and recognize their competencies as per pre-arranged performance standards. Apparently, whichever performance standard that is not presently being met should be recognized as developmental areas. In addition to this, if all the job standards of existing job are being met, executives and managers can decide on the subsequent level of performance standards to identify perquisites and developmental areas to follow in preparation for growth.
Performance Renewal and Re-contracting
In an official and personal meeting, the employee will be communicated the result of Performance evaluation. Thereafter he will be told to improve his level within time limit decided by both the parties. A constant check will be done on his improvement and if he does he will be re-contracting for the job position with new terms and conditions based on desired performance. Apart from this, promotion, pay increment and few other administrative decisions are also settled upon in this phase of performance management system. The rewards or else any sort of penalty can also be awarded to the executive before going for re-contracting.
This not simply guarantees that employees are being appointed, trained and assessed on a dependable set of decisive job requirements, but it furthermore sends a strapping message, within and outwardly, with reference to what is cherished by the organization. Thus, all the executives and managers are required to communicate the worth of the system to others as well, it positive aspects and how hindrances and issues are being addressed. This, in actual fact, involves marketing the system to components and may entail recruiting other opinion leaders to help out with the process. When all the executives and high rank administrators will actively attend a structured performance management system with proper briefing session, it will send a message to all the subordinates and employees that performance management system is essential for overall growth and development of workforce and for organization also. Hence, all the employees will actively participate in the program.
References
Aguinis, H. Performance Management, 3rd Edition, 2013, Pearson
Alexon, D, (2002 January). Developing a performance appraisal program. Minnesota Fire Chief, 37-38
Desimone, R. L Werner , J. M Harris , D.M (2002) Human Resource Development
