Project Description

Performance & Management – KPI & Appraisal

KPI, performance reviews and appraisals guide employees’ focus on what is expected, know how they have been doing and what further development or training they need to do to improve. These tasks are also part of performance management system that integrated process of defining (KPI setting), assessing (performance review and appraisal) and reinforcing employee work behaviours and outcome. Organizations with a well-developed performance management process often outperform those without this element of organization design.

Goal/KPI setting describes the interaction between managers and employees in jointly defining members work behaviours and outcomes. Performance appraisal involves collecting and disseminating performance data to improve work outcome. It also can facilitate career counselling. Reward systems are concerned with eliciting and reinforcing desired behaviours and work outcomes through compensation and other forms of recognition.

  • Identify and set relevant and important KPIs
  • Align corporate and individual KPIs
  • Guide staff to identify relevant KPIs
  • List the key elements of performance management
  • Explain the challenges and pitfall of performance appraisal
  • Provide Effective feedback
  • Establish SMART goal / KPI

Module 1: Introduction

  • What is Performance Management
  • Performance Management Cycle
  • Important objective of performance management
  • Pitfalls to avoid

Discussion and presentation

Module 2: Performance Management System (PMS)

  • PMS philosophy
  • Components of PMS
  • The process of an effective PMS

Brainstorming and presentation

Module 3: Key Performance Indicators (KPI)

  • What are KPI
  • KPI identification – “The Grid”
  • Common sources of KPI
  • KPI structure – SMART
  • Cascading & balance KPI

Skill practice, case study

Case study – HBR “Goals gone wild”

Module 4: Performance Monitoring and Review

  • Contributing factors to performance deficits
  • Ability and / or motivation modifiers
  • Effective feedback
  • Manager as coach
  • Mandatory coaching situation

Skill practice

Module 5: Performance Appraisal (PA)

  • How to conduct effective PA – before, during and closing
  • Key components of an effective PA
  • Effective performance conversation
  • Identification of errors and biases in PA
  • Responding to employee reaction during PA
  • PA evaluation – The “5-5 Grid”

Role Play

All managers, executives, supervisors, team leaders, all support & admin personnel who are involved directly or indirectly with sales & marketing, customer service & front desk

  • Expert Input, Instructions
  • Comprehensive Notes, Workbook & Handouts
  • Group Discussions, Presentations
  • Group & Individual Exercises
  • Video Clips, Brainstorming Sessions
  • Practical Hands On Sessions
  • Demonstrations, Role Play
  • Relevant Games & Activities

Ong Chee Eng

C E Ong holds a Master of Management (2008) from University Malaya, Malaysia and a Bachelors in Business Administration (2004) from RMIT University, Melbourne Australia. He is also an Accredited Administrator of Myers-Briggs Type Indicator (MBTI) ® by Australian Psychologist Press & Asianic Psychologists Press (APP) since 2007.

In 2010, C E Ong was awarded Certified Training Professional (CTP) by ARTDO. He is a PSMB exempted and certified trainer (Certificate No. TTT/4705) and has been appointed as Master Trainer for PSMB 5-day Train-The-Trainer Program (TTT Program) since 2011. Since then, he has conducted 20+ sessions TTT Program (in-house & public classes) with total attendance of 300+ participants.

He was also awarded Certified Coaching & Mentoring Professional (CCMP) by ITD in 2013. Senior Professional Human Resource – International (SPHR-i) from Human Resource Certification Institute (HRCI) US, since March 2015.

C E Ong has more than 30 years of corporate experience with a multi-national financial institution, covering areas such as Operations, Collection, Finance and Human Resources.  He was also involved in Learning and Development (L&D) functions and his last position was as Human Resource –Relationship Manager for Consumer Division of a bank where he handled end-to-end manpower transaction which covers among others; managing staff transfers, secondments, placements, promotion, performance appraisal, exit interviews and general staff matters. He also involved in the division’s yearly Employee Engagement Survey (EES) program and a member of Talent Review Council (TRC). TRC’s main roles are talent management and succession planning.

In L&D, his roles covered three areas on (1) Program Management, (2) Relationship Management & (3) Facilitation.  As a Facilitator, he has been certified to conduct a wide range of in-house training courses, from Career Coaching, Career Development, Change Management, Quality Principles, and Customers Service to Employee Orientation. He was one of the facilitators assigned to conduct Personal Change Mastery and Change Leadership programs during the following organizational change projects: 1. Merger of banks in Singapore, 2. Centralization of trade processing and other operations, 3. Relocation of call center.

Besides Malaysia, he has conducted training regionally in Singapore, Brunei and Indonesia and is able to conduct change mastery, leadership and managerial skills, MBTI and HR related topics such as TNA, recruitment and performance management.

He has conducted in house training for OCBC Bank (Singapore & Malaysia), AITI (Brunei), Bank NISP (Indonesia), AmBank (M) Berhad, AmAssurance, Carsem, Columbia Asia Hospital, DHL Supply Chain, Flextronics, Islamic Relief Malaysia (IRM), Malaysia Software Testing Board (MSTB), Mewah Oils, MCIS Insurance, NOL Global Services Centre, Perdana University, Securities Commission Malaysia (SC), Selangor Dredging Berhad (SDB), Telekom Malaysia (TM), Tokio-Marine Life Ins, UEM Edgenta, University Tenaga Nasional (UNITEN), Wolters Kluwer Asia Pacific etc.

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