SBP-BSC: Performance Management System: A Comparative

Study

Performance &
Compensation
Management
Presented By : Syeda Farea
Hashmi
 Reporting Levels

Head Office Karachi Field Office

Director (Head Office Karachi) Chief Manager OG-6/OG-5

Junior OG
OG-6
Joint Director
ior Joint Director -5 Director OG
Joint -4
Senior CM OGChief
DeputyDeputy -5 Manager OG-4

Assistant Director OG-3 Asst. Chief Manager OG-3

Officers OG-2 & OG-1 Officers OG-2 & OG-1

Performance Evaluation
Report
Comparative Grading

Scale of 0 - 5

Dual Authorization Levels : RO & FO

Record of Experience Form

Different appraisal forms for different OG levels

16 th June 1998
Problems with PER

 Lack of Depth  Goal Setting &

 Performance
 Lack of feedback Planning
 
 Process of Appeal  Measure traits only
 
 Key achievements  One set of
Competencies
for all
Performance Management
System (PMS)
Bank
Objectives

Departmental
Business Business
Plan plan
achievement

Individual
Goals
Department
Performance

Individual
Performance
Performance Management
System

Appraisal Interview

Fixed and Variable Competencies

KPIs linked with KRAs

SMART Goals

Goals & Competencies ( 60 : 40 )

April 2007
 Comparative Grading

 PER
 PMS



60
% 10 B
A B+ D
10 20 % C
% %
Meet Percentage AMI
requirements 15 % 15 %
Needs
Exceed improvement 25 % 12 %
expectation
Outstanding 50 % 7%
8% 3%
2% 0%
Employees at SBP-BSC
Low
POTENTIAL
High
Low
PERFORMANCE
High

Backbone Stars

Ice berg

Problem child
Survey Findings
Pe rce p tio n o f S B P -B S C
Job Perception
PER vs PMS
Problems with PMS

 Resistance to change

 Goal Setting

 Transparency
Recommendations

 Increase training: targeted training


 Proper use of Appraisal Interviews

 Due time given to the exercise

 Training Needs Analysis