Institute of Business Administration

Performance Management
PGD – HR Spring 2020
Shah M Saad Husain
Case Study - Assignment 4
Email to smsaadh@gmail.com between 9 pm and 10 pm on Friday, April 17


Healthcare Hospitals is a chain which has hospitals in Rawalpindi, Lahore, and Peshawar.
This is a Pakistani, family owned business in the medium class private hospital segment
in the country. The higher class private hospitals are, for example, Aga Khan University
Hospital (Karachi), Tabba Hospital (Karachi), South City Hospital (Karachi), Shifa
International (Islamabad), National Medical Centre (Karachi), City Hospital (Multan),
etc. The lower class hospitals are the government run hospitals.

With increasing population, poor hygiene, pollution, contaminated water and food, rising
illnesses and diseases, and the exponential growth of traffic accidents, especially in the
major cities, the demand for health services in the country is increasing rapidly. Existing
hospitals and clinics are stretched to the limit and it is difficult to reach a competent
doctor or specialist for timely treatment or to get a room in a good hospital.

Healthcare Hospitals are appreciated by patients for their affordable room rates, good out
patient clinics, operation theatres, laboratory, x-ray and diagnostic facilities, and excellent
locations in the city centers near cantonment areas. However, despite these strengths of
Healthcare Hospitals, the number of patients and the profitability of this business have
dwindled in the past 5 years. During 2016, the business could barely break even.

A major problem facing the hospital sector in Pakistan is the acute shortage of trained
staff, medical technicians, especially nurses, maintenance of hospital equipment,
increasing costs of operations, employee grievances and demotivation. Employee
turnover is a serious issue too and is currently estimated at 21% per year at Healthcare
Hospitals.

Healthcare Hospitals are owned by the Hakeem family of Lahore. Dr Naeem Hakeem,
the first generation Hakeem, opened the family’s first roadside clinic immediately after
partition in Rawalpindi Cantt. Dr Naeem Hakeem was a graduate of King Edward
Medical College, Lahore, and apart from running his clinic very successfully; he also
raised a brood of ten children from his two wives. Out of the ten, eight children became
doctors who also married doctors. With the proliferation of doctors in the family and their
very successful clinics, the Hakeems decided to pool their professional and monetary
resources. In 2009, they incorporated the company, Healthcare Hospitals, and proceeded
to set up medium sized, 200-bed hospitals in Rawalpindi, Lahore and Peshawar. The last
hospital, constructed in Peshawar, was commissioned in 2016. Today, the organization
has 980 employees. Although two more hospitals were planned in Multan and Karachi in
2018 and 2019 respectively, these projects have been postponed to 2022 and 2025
because of the setbacks to the business in recent years.
Performance Management – Assignment 4, April 2020
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The family has grown further and most key positions in the organization are held by the
Hakeem family’s second generation who now number 28 in the business. Hoshiar
Hakeem is one of those rare Hakeems who are not doctors. Hoshiar has recently
completed his PGD in HR from IBA. Piyari Hakeem, his wife, who is his cousin, is
nevertheless a doctor.

Last week, Hoshiar happened to go to the Healthcare Hospital in Rawalpindi to pick his
wife for a family dinner. As Hoshiar entered the hospital, he received an SMS that Piyari
has to do an emergency gynecological operation to deliver a patient’s baby by Caesarian
Section. Instead of returning home, Hoshiar decided to stay at the hospital and talk to the
Hospital staff. He had always wondered why the business was not doing well and had
heard rumors that employees were unhappy and not sincere to the organization. Having
done the course, Performance Management, during his PGD program, and as the major
gynecological operation was expected to last four hours, Hoshiar quickly made a survey
form and found an opportunity to interact with 50 employees.

The employees’ feedback is both revealing and disturbing. In 4 hours, just by listening to
the Employees Voice, Hoshiar was able to discover various reasons why Healthcare
Hospitals were in dire straits.

Survey Results of 50 employees at Healthcare Hospital, Rawalpindi.

1 2 3 4 5
(unacceptable) (poor) (satisfactory) (good) (outstanding)
Salary % 25 45 10 10 5
Benefits % 30 30 20 10 10
Knowledge of Grades and % 40 30 20 5 5
Compensation Structure
Appraisal Process % 20 40 20 10 10
Bonus % 30 40 10 10 10
Annual Targets % 5 15 30 25 25
Competitive Salary % 10 30 20 20 10
Knowledge of Company’s Goals % 5 5 40 30 20
Performance appraisal form % 30 40 15 10 5
Fairness of Appraisal, Increments % 25 25 35 15 5
Training & Development % 40 35 15 5 5
Career Path and Growth % 35 30 30 5 0
Attitude of Management % 20 45 20 10 5
Grievance Handling % 25 45 20 10 0
Timely Increments and Bonuses % 30 30 20 10 10
Motivation to Work % 25 35 20 10 10
Overall Job Satisfaction % 30 45 10 10 5

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Other comments or ‘Voice of the Employees’:

 Our salaries are at least 30% lower than the market.

 New entrants get more salary than highly experienced staff that has spent many
years in Healthcare Hospitals.
 Poor performers and lethargic staff got more increments than those who put in
long hours of work.
 The surgeon abused me in front of my juniors and called me a ‘nikamma hud
haraam.’
 I have not received any training during the past 5 years.
 What appraisal form? I have not seen any form.
 The Administration department refused to talk to me when I wanted to give
suggestions. Why don’t we have a proper HR department?
 There is no pension, gratuity or provident fund although I am told that some
retiring staff got a handsome amount.
 For the past 14 months I am working night shift and have not been allowed any
leave.
 All the year I worked hard and everyone was satisfied with my performance but
one week before the annual appraisal, I got sick and had to take sick leave for 4
days. Consequently, my increment was cut in half and I came to know about it
when I got my increment letter and compared my increment with my colleague.
 I don’t know how the crazy Hospital Administrator evaluates the performance of
staff. I think he likes certain types of people.
 The staff is so demotivated because of the low salaries and increments that they
are looking for any job opportunity to leave.
 I am not sure in which grade I am. How many grades are there? Are doctors in
higher grades than operation theatre technicians? I was told by the Administration
Manager that there are 15 grades, but he would not tell me the difference between
the grades. He says it’s confidential and only the management knows.
 I am sure I will either die or retire at this same position. My career has never been
discussed with me.
 The nurses are treated very badly here. I will never want my daughter to work
here. While they judge the performance of doctors by the revenue and patients they
treat, there is no method of judging the performance of nurses and junior staff
here
 Instead of January, I got my salary raise in March. My work was not even
discussed with me. When I asked why I got only 4% increment when another ward
boy got a raise of 7%, I was told that I have not met my targets, but I don’t know
my targets.
 I am doing the same job for the past 7 years although I completed my Fellowship
in Family Medicine from UK 3 years ago.

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  Dr A Rehman is great. He gives me Rs 2000 cash each month over and above my
salary. I take extra care of his patients.
 I was very surprised when I got an increment of 15 %. Other people in my section
got about 7% when I asked them.
 We have been asking for new oxygen cylinders for the past 5 months as the old
ones are leaking, but so far, we have not received them. The Administration
Manager said that because of financial restraints, we are not even giving doctors
stethoscopes and surgical gloves and they have to bring their own.
 My batch-mate, Dr Nabeela, is getting 50% more salary and she is allowed to
work at 3 hospitals while I am told that I can only see patients here. She even gets
bonus if the hospital’s income increases over last year.

It is obvious that the employees of Healthcare Hospitals are dissatisfied. Although

Healthcare Hospitals have made significant investment in the buildings, wards, clinics,
operation theatres, equipment, laboratories, infrastructure and other physical assets, there
is very little focus on the quality of employees, their performance management, salaries,
benefits, rewards and employee satisfaction.

The following positions exist currently at Healthcare Hospitals in descending order of

hierarchy:

Current
Salaries
(Rs/month)

1 CEO & Hospital Administrator 500 k

2 Chief Consultant, Chief Surgeon 360 k

3 Consultants, Surgeons 300 k

4 Senior Doctors 250 k

5 Doctors, Manager Finance, Manager Administration, Manager Engineering 225 k

6 Jr. Doctors, Accountant, Assistant Managers, Engineer, Head Nurse, Head Laboratory 150 k

7 Nurses,Technicians, Medical Assistants, Lab Assistants, Admin/Finance Assistants 75 k

8 Ward Boys, Drivers, Operators 20 k

9 Janitors, Chowkidars, Gardeners, Peons 12 k

The medical departments in each

Healthcare hospital include: General Medicine, Gynecology, Pediatrics, Orthopedics,

Cardiology, Surgery, ENT, Physiotherapy, Diagnostics, Radiology and Laboratory. Each
department is headed by a Chief Consultant or Chief Surgeon. The service departments,
which are headed by Managers, include Administration & Personnel, Nursing, Finance,
Procurement, Stores, Engineering & Maintenance, Transport and Security.

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Draw an organogram for a Healthcare Hospital
BOD

CEO Hospital Administrator

Administration and
General Medicine
Personal

Gynecology Nursing

Pediatrics Finance

Orthopedics Procurement

Cardiology Stores

Engineering &
Surgery Maintenance

ENT Transport and Security

Physiotherapy

Diagnostics

Radiology

Laboratory

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Organogram for (2025)

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Question No. 02
Answer,

Major Problems in Performance Management at Healthcare Hospitals.

Lack of proper Vision, Mission and Goals has led to ineffective PM at Healthcare
Hospitals.

The main issue at hand is that the current Performance Management System has not been
properly made due and has significant gaps as identified from employee feedback,

 The management has revised its existing pay scale for new hires without taking into
account the existing staff performing.
 Nor have they established any sound performance evaluation criteria with which
employee yearly performance can be evaluated and reflect thus fails to create
realization of importance of Performance on job and results achieve rather than no.
of years worked in service.
 Moreover, there is no there is an absence of communication in current PM. If goals
are to be set they are to be communicated first and to achieve these goals, Means
need to be delivered and ability assed, only then the employee can be held
accountable.
 Likewise, in the absence of PM, performance gaps aren’t identified and no
initiatives are taken for improvement of those gaps.
 This further leads to demotivation among employees, as no performance is
assessed, star performer is not identified and are not cared for as a result, they start
to believe that organization has not developed any career paths for them.
 Not having a comprehensive performance management process which is to be
transparent and accountable in all of its steps, has led to grievances among
employee over unfair increase due to likes and dislikes and managers aren’t being
held accountable for unfair increment.
 The PM doesn’t have any goals assigned or communicated to employee and lacks
documentation, if the employee would have known the target and would be aware
of the percentage achieved, then even if he would have had gotten sick, he would
be aware of his performance and would be aware of estimated increment.
Likewise, the manager could not have had done injustice for getting absent as there
would transparency.
 PM doesn’t have any performance measurement criteria for assessing performance
of work done by support services and operational departments
 PM is failing to provide basic right of respect which employee demands at
workplace and it is their right. As it is not based upon values.
 Major problem being no accountability of type of feedback given to junior as well
as the social setting in which the feedback was given.

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  Absence of a functioning Human Resource Department which has the core
functions of Recruitment and Selection, Performance management, Compensation
& Benefits, Training and Development, Industrial relation, Health & Safety.
 The PM implemented is failing to deliver results due to which problems such as
overstaff has occurred.
 Lack of transparency and unqualified staff are running the existing PM systems,
without proper guidelines and processes and procedure.

Question No. 03 Write the Vision, Mission and Corporate Goals of the
organization for 2025 and the impact of the above problems on these Goals.

Mission for 2025

To become a healthcare provider of choice, by being consistent in delivering quality patient care
and cost-effective services to improve the health status of those who we serve and to strive to
deliver professionalism in our services.

Vision for 2025

To grow our footprint in the region thus to be a catalyst in improving lives by providing quality
health care through professionalism.

Core Values

People Centricity
Quality Care
Compassion
Corporate Goals

 Increase in Patient Count by increasing OPDs as per needs.

(Observing a trend in patient illnesses and having more OPDs to cater to increased
population)
 Welfare programs for increase in recognition
(Advertizing the option for Zakat and Sadqah for helping patient below poverty line)
 Initiation of onboarding companies onto its panel to increase Corporate Clients
 Conduct health related seminars and sessions for local public to create inflow of possible
patients and improve its market image.
 Expansion of hospital into two more different cities.
 Initiative of perks & benefits for employees and roll out of employee wellness programs
 Establishment of Grievance Committee
 Implementation of a comprehensive PMP.
 Operational Performance & Efficiency
 Cost Reduction
 Employee Satisfaction
 Health & Safety
 Continuous Improvement
 Results Orientation
 Teamwork and Collaboration
Performance Management – Assignment 4, April 2020
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the impact of the above problems on these Goals.

None of the goals will be achieved due to following reasons,

Incompetent Management Staff failing to address the issue of People Management.

Family System Management Style
Ineffective HR Process
Lack of policies and procedure and guidance of all HR functions
Not having a comprehensive transparent Performance Management Process which hold
employees accountable for their targets
Lack of adherence to Values

Question No. 04

Design a Performance Management System for the company which will enable
the organization to achieve its 2025 Goals, elaborating the process, procedures,
performance categories, forms, increment and bonus matrix, etc.

Performance Management process and procedure

Planning
To achieve its Corporate Goals following plan of action would be recommended,

Setting up a Human Resource Department would require and for that HR Manager would be
need of hospital industry.

Selection would be done on basis of,

 Number of years of HR experience and the level of responsibility
in those years of experience (i.e., was the candidate a
generalist, a manager or a specialist?).

 Experience working with Medium Size Hospitals.

 Education level and HR-related certifications.

 Knowledge of employment laws and other compliance issues.

 Ability to conduct research, access resources, prioritize and

juggle multiple projects, adjust to the season trends of
Hospitals, and communicate directly with upper management

Once selected HR Manager would be required to set up following,

 Recruitment and Selection Process
 Performance Management Process
 Training and Development Process
 Compensation & Benefits Process
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  Industrial Relationship Process

Performance Management Process

Plan

Links Corporate Strategic Goals. To every employee’s Performance Goals and Behaviors

HR Manager will be meeting all the Departmental head and briefing them about the Goal for the
coming five years and will assign them the task to submit their role to achieve these goal along
with division of goals according to What & How Targets, in which What targets would to
designated to performance goals, whereas How targets will be related to employee behavioral
competencies

Performance Goals Behavioral Competencies

CORE CORE (ALL) JOB SPECIFIC

• Operational • Continuous
Performance & JOB • Initiative
Improvement
• Team Leadership
Efficiency SPECIFIC • Results• Analytical Thinking
• Cost Reduction Orientation
• Employee • Communication Skills
• Teamwork and Making Skills
• Decision
Satisfaction Collaboration
• Health & Safety • Organization Skills
• Supervisory Skills
• Knowledge of relevant fields

Agreement on Performance Goals

 Agree on 5 – 7 Performance Goals in:
o What
 Core Performance Areas
 Job Specific Performance Areas
 50%
o How
 Core Behavioral Competencies
 Job Specific Behavioral Competencies
 50%
Goals to be made on SMART Terminology,
S – Specific
M – Measureable
A – Attainable
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R – Realistic
T – Time bound

The goals should be set using Action Verbs,

To write SMART Goal following steps need to be used,

 Step 1:
o Identify what you want to achieve. Visualize what will be different afterwards?
 Step 2:
o Make it specific. Ask yourself – what do you really need to do?
 Step 3:
o Agree some actions. What specific actions need to be taken to achieve the Goal?
o Analyze data for last two years, department/function-wise and position-wise.
o Conduct survey of identified problematic departments/functions and positions and
propose interventions based on findings.
o Implement approved interventions.
 Step 4:
o What are the measures? Milestones for the goal help you to test your progress
towards its completion.

Goals Actions Measures (KPI)

A desired output or Series of tasks and activities that
result. It should be a need to be completed during the
single sentence that performance cycle that will
contains an action progress you towards achieving
verb and clear end your performance objective. You
result. actions, act as a progress
‘checklist’ for your reference
during the performance cycle.
Define precisely what is to be
achieved. They should be
stretching but achievable and
should reflect the expectations of
the role. Measures may be a
qualitative or quantitative and
objectives may have several
different targets to be met.

 Core Competencies
o Behaviors critical to all individuals to obtain Company’s strategic objectives
 Continuous Improvement
 Results Orientation
 Teamwork & Collaboration.
 Job Specific Competencies
o Behaviors associated with fulfilling responsibilities of a specific job role or task.
o 2-4 additional

Once Goal have been made then Weightage needs to be assigned to them to highlight the level
of importance each goal possess.

Coaching
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Once Planning is done, the step of coaching come in to phase, which is a year long process,
 Consists of continuous:
o Observing performance
o Documenting Performance
o Giving Feedback on Performance
o Developing for enhanced Performance
o Mid-year or Quarterly review
o Final Review
 Performance Management reviews work for up to a year.
 Documenting:
o Makes process more accurate and fair
o Progress on SMART Goals and Competencies
o Significant events regarding job performance, + and –
o Performance Log
o STAR Evidence
Feedback

**Feedback on Reward is also necessary, as it motivates the employee to achieve more in life.

Feedback should be done using Sandwich technique,

• Positive aspects of individual
• Lacking Areas
• Ways of improvement

Deliver Performance Feedback with “FEED”

• Frame
• Convey positive intent
• Evidence
• Describe facts on what you have observed
• Effect
• Describe your reaction to behavior or action
Performance Management – Assignment 4, April 2020
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 • Diagnose
• Describe alternative & suggestions for improvement
• (Invite response)

Review

• Use Performance Logs to gain a holistic picture of actual results in both:

o Performance Goals
o Behavioural Competencies
• Three-point Rating Scale
o Clear distinction forces evaluator to make a decision and minimizes bias.
o Greater pay opportunities for high-performing staff
• Review of Evaluation, Comments and Distribution done by next line manager then
submitted to HR.

Three point Rating Scale,

Rating Category Description

Partially Jobholder did not consistently meet (<75%) expectations

1
Performing for Performance Goal and/or Behavioral Competency.

Jobholder has achieved 75% - 125% of expectations for

2 Performing
Performance Goal and/or Behavioral Competency.

Jobholder has consistently exceeded (>125%)

3 Excelling expectations for Performance Goal and/or Behavioral
Competency.

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Assigning Weightage to Performance,

(b) (d)
Weighted Weighted
Performance (a) Supervisor Behavioural (c) Supervisor
Rating Rating
Goal # Weighting Rating Competency # Weighting Rating
(a) x (b) (c) x (d)
(1,2,3) (1,2,3)

1 1 20%

2 2 20%

3 3 20%

4 4

5 5

6 6

7 7

TOTAL Performance
TOTAL Competency Rating  
Goal Rating

(50%) (50%)  

2.60 – 3. 00 Excelling – “3”

OVERALL PERFORMANCE
  1.50 – 2.59 Performing – “2”
RATING (100%)
Up to 1.49 Partially Performing – “1”

Evaluating Actual Performance

• The supervisor discusses with employee their actual achievement against the goals &
competencies based on the facts and evidence presented in each one’s Performance Logs

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• The supervisor assigns a whole number rating to each goal and competency (1, 2, or 3), and
calculates an OVERALL Performance Rating
• Supervisor and Employee provide comments as appropriate on draft evaluation.

Reviewing Manager Signoff

• Review by Next Line Manager

o The supervisor shares completed draft of Performance Agreement (PA) Form
with the reviewing manager who after reviewing and calibrating all his reportees’
Performance Agreements, signs off on the individual’s Performance Agreement.
o Reviewing Manager also handles any employee grievance expressed in PA
comments section
o If any goal/competency rating comes under consideration for review, Reviewing
Manager first provides supervisor an opportunity to explain, and then if
necessary provides their justification for review of rating. A consensus on final
rating must be reached.
• Obtain Final Signatures
• The employee and supervisor meet to finalize the evaluation, make necessary
adjustments as indicated by the reviewing manager, and sign off the Performance
Agreement evaluation

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 Performance Appraisal Form

Name P. No.
Title Location
Review Period Supervisor

Initial Performance Planning Discussion

Supervisor Name and Signature (both, if applicable, Functional & Administrative): Date:      

Employee Signature: Date:      

Mid-Year Review
Supervisor Name and Signature (both, if applicable, Functional & Administrative): Date:      

Employee Signature: Date:      

Calculating Overall Performance Rating

Performance Management – Assignment 4, April 2020
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 To determine Overall Performance Rating: (1) transfer the Supervisor’s ratings (1, 2, 3) for
each SMART Goal and Core Behavioural Competency to the chart below; (2) record the
appropriate Combined Weighted Ratings; and (3) use these two combined ratings to determine
the Overall Performance Rating. Additional instructions can be found in the Performance
Management notebooks received in the mandatory Managing for Performance Training.)

(b) Weighted Behavioral (d) Weighted

Performance (a)
Supervisor Rating Competency (c) Weighting Supervisor Rating
Goal # Weighting
Rating (a) x (b) # Rating (c) x (d)
1 1 20%
2 2 20%
3 3 20%
4 4
5 5
6 6
7 7
TOTAL Performance Goal TOTAL Behavioral
Rating Competency Rating

(50%) (50%)
2.60 – 3. 00 Excelling – “3”
OVERALL PERFORMANCE
1.50 – 2.59 Performing – “2”
RATING (100%) Final Performance Review
Up to 1.49 Partially Performing – “1”
Administrative Supervisor Name and Signature: Date:      

(If applicable) Functional Supervisor Name and Signature: Date:      

Employee Signature: Date:      

Reviewing Manager Name and Signature: Date:      

Rating Category Description

Partially Jobholder did not consistently meet (<75%) expectations for Performance Goal and/or Behavioral
1
Performing Competency.

2 Performing Jobholder has achieved 75% - 125% of expectations for Performance Goal and/or Behavioral Competency.

Jobholder has consistently exceeded (>125%) expectations for Performance Goal and/or Behavioral
3 Excelling
Competency.

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Performance Management – Assignment 4, April 2020
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Performance Goals (Core & Job Specific Performance Areas)

MID-YEAR REVIEW FINAL REVIEW

Weightin
g
Performance Goals Actual Actual Rati
(min Ratin ng
Identify 5 to 7 SMART Goals for this 10%, Achievement g Achievement
Performance Management Cycle max As supported by As supported by
PP (1) PP
30%) Performance Log Performance Log
P(2) (1)
E(3) P(2)
E(3)
CORE - Operational Performance &
Efficiency:

CORE - Cost Reduction:

CORE – Employee Satisfaction

CORE – Health & Safety

JOB SPECIFIC RESPONSIBILITY/

ASSIGNMENT/ PROJECT – 1

JOB SPECIFIC RESPONSIBILITY/

ASSIGNMENT/ PROJECT – 2

JOB SPECIFIC RESPONSIBILITY/

ASSIGNMENT/ PROJECT – 3

TOTAL 100%

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Behavioral Competencies (Core & Job Specific)

TOTAL
Behavioral Competency Weightin
MID-YEAR REVIEW FINAL REVIEW
Identify 5 to 7 Competencies for this
Performance Management Cycle
g
100%
Actual Actual
Ratin Ratin
Refer to the Competency Dictionary for (min Achievement g Achievement g
additional Core & Job Specific 10%, As supported by As supported by
competencies and the behavioural max Performance Log PP (1) Performance Log PP (1)
indicators 30%) P(2) P(2)
E(3) E(3)

CORE 1– Continuous Improvement

Consistently takes a new or unique
20%
approach to how work is done and
strives to continuously improve
processes and quality.

CORE 2 - Results Orientation

Demonstrates the ability to stay on track
to achieve personal, team and corporate 20%
goals and holds self and others
accountable for achieving results or for
surpassing a standard of excellence.

CORE 3- Teamwork & Collaboration

Willingly cooperates and works
collaboratively as part of the team
20%
towards solutions that generally benefit
all involved parties and accomplish group
goals.

Performance Goals Behavioral Competencies

Initial Work Planning Discussion Initial Work Planning Discussion
Employee Comments: Employee Comments:
           

Supervisor(s) Comments: Supervisor(s) Comments:

           

Mid-Year Review Mid-Year Review

Employee Comments: Employee Comments:
           

Supervisor(s) Comments: Supervisor(s) Comments:

           

Final Review Final Review

Employee Comments: Employee Comments:
           

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Supervisor(s) Comments: Supervisor(s) Comments:
           

What issues will be faced by Hoshiar with the Company’s owners, management
and staff while introducing a professional Performance Management System?
How should he handle these issues?

Issues by Owner,

Not ready to deal with change in their power, to do as they please.

Objection on survey

Issues by Management

Would not want to give-up their preferences in providing increments on likes and
dislikes.
Will have to prove their objectives and give results based on goals rather than daily
operations.

Issues by Staff

Difficulty in understanding the new process.

Will have to prove their objectives and give results based on goals rather than daily
operations.
Personal relation would not be productive

Handling Issues

For Owners,
Provide them quantitative feedback on positive side of PMP,
Control over Overstaffing
Increase in Profits
Better Patient Care

For Management,
Better Increment for good performance.
Bonus for greater profits

For Staff
Training them for the new process

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 Better Increment for good performance.
Bonus for greater profits

Make an Action Plan for implementing the proposed Performance

Management System at Healthcare Hospitals effective July 1, 2020, the start of
the Company’s new fiscal year.
Develop A-Performance cc HR  Check &
Agreements Balance
Initial Performance Planning

PLAN
Discussion
Draft Performance and Behavioural
Goals cc HR  TNA
Agree B-Personal Development
Plan
Manager & Employee Sign-off

Jul-Aug
Conduct Mid-Year Review Activated by HR

C-Performance Log A-Performance Agreement Review

Manager & Employee & Rating
B-Personal Development Plan
Review
cc HR  Check &
COACH

Discussion and updates

D-Performance Improvement Balance
Plan for “1”
Manager & Employee Sign-off

Conduct Final Performance Review

Sep – Jan
Performance Discussion
A-Performance Agreement Review
& Rating
REVIEW

Career Discussion  E-Career

Plan
Manager & Employee Sign-off

Fb-Ap Conduct Calibration Process

Review by next Line

Managers
Calibration by each
Department Head
Performance- Incentive Modelling
Based Pay Final Performance Rating
Sign-off
Recognition
Jul May -
y Jun

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