netrashetty
Netra Shetty
Human Resource Management of Polaroid Corporation : Procter & Gamble Co. (P&G, NYSE: PG) is a Fortune 500 American multinational corporation headquartered in Downtown Cincinnati, Ohio[3] that manufactures a wide range of consumer goods. It is 6th in Fortune's Most Admired Companies 2010 list.[4] P&G is credited with many business innovations including brand management and the soap opera.
Procter & Gamble is a leading member of the U.S. Global Leadership Coalition, a Washington D.C.-based coalition of over 400 major companies and NGOs that advocates for a larger International Affairs Budget, which funds American diplomatic and development efforts abroad.[5]
To attract qualified employees.
To retain qualified employees.
To motivate employees by rewarding sustained performance.
To support management in the realization of organization objectives.
The Performance Management Program has been designed to
encourage career development to enhance the Commonwealth’s workforce and
to financially reward employees’ performance. The Commonwealth’s annual
performance cycle is October 25th to October 24 th of the following year with
the applicable pay out of performance increases effective November 25th .
Employee performance will be a key determinant in how pay will be
administered not only in the Performance Management Program but also
with the Commonwealth’s Pay Practices (see Chapter 8 – Pay Practices).
The Commonwealth’s performance management philosophy is to
reward employees for their work contributions in a fair and equitable manner.
The performance management philosophy was developed based on the
following underlying principles:
• To identify individual and/or team objectives and measures linked to the
agency’s mission and strategic objectives.
• To promote employee and career development through creating an
environment of learning and quality improvement through training,
coaching, counseling and mentoring.
• To provide open and honest periodic evaluations of employee’s
performance.
1
• To administer financial rewards based on distinctions in performance with
the highest level of award directed to “Extraordinary Contributor” and a
lesser amount directed to “Contributor”.
Key design features of the Commonwealth’s Performance
Management Program include 3 performance rating levels; a 12-month
probationary period for new employees; an opportunity for employee self-
evaluation, and movement toward employee feedback on supervisors’
performance for development purposes. Additionally, the Performance
Management Program provides flexibility and allows agencies to design
optional features to effectively meet their agencies’ needs. Agencies may
develop their own performance evaluation systems using the 3 performance
ratings. Options may include group or team performance evaluations, numeric
weighting systems and performance measures based on organizational
objectives.
The Performance Management Program has intentionally been
designed to allow agencies a great deal of flexibility in planning their
performance management systems to meet their unique organizational needs.
Therefore, agency management will need to make a number of decisions prior
to implementing their Performance Management Program. The agency will
need to describe the design and the implementation strategy of their
Performance Management Program in their Agency Salary
Administration Plan (see Appendix A, Agency Salary Administration Plan
Guidelines).
Performance Ratings
It is important to emphasize that evaluation of employee’s performance
should be done on a continuous basis by providing verbal and/or written
feedback throughout the performance cycle. The Commonwealth’s
Performance Management Program has 3 performance ratings that are (1)
used to rate performance on individual measures; and (2) are the composite
rating for an employee’s overall performance. These ratings are described
below.
• Extraordinary Contributor: This rating recognizes work that is
characterized by exemplary accomplishments throughout the performance
cycle and performance that considerably and consistently surpasses the
criteria of the job function. To be eligible to receive an overall rating of
2
Extraordinary Contributor, an employee must receive at least one
documented Acknowledgment of Extraordinary Contribution form
during the rating cycle. However, the receipt of this form does not
guarantee or necessarily warrant an overall annual rating of Extraordinary
Contributor.
• Contributor Rating: This rating recognizes work that is at or above the
performance standards by achieving the criteria of the job function
throughout the performance cycle. Employees at this level are achieving the
core responsibilities and performance measures as outlined by the
supervisor.
• Below Contributor: This rating recognizes job performance that fails to
meet the criteria of the job function. An employee who receives at least one
Need Improvement/Substandard Performance form may receive an
overall rating of Below Contributor on the annual rating. An employee
cannot be rated Below Contributor on the annual evaluation if he or she
has not received at least one Need Improvement/Substandard
Performance form during the performance cycle.
Procter & Gamble is a leading member of the U.S. Global Leadership Coalition, a Washington D.C.-based coalition of over 400 major companies and NGOs that advocates for a larger International Affairs Budget, which funds American diplomatic and development efforts abroad.[5]
To attract qualified employees.
To retain qualified employees.
To motivate employees by rewarding sustained performance.
To support management in the realization of organization objectives.
The Performance Management Program has been designed to
encourage career development to enhance the Commonwealth’s workforce and
to financially reward employees’ performance. The Commonwealth’s annual
performance cycle is October 25th to October 24 th of the following year with
the applicable pay out of performance increases effective November 25th .
Employee performance will be a key determinant in how pay will be
administered not only in the Performance Management Program but also
with the Commonwealth’s Pay Practices (see Chapter 8 – Pay Practices).
The Commonwealth’s performance management philosophy is to
reward employees for their work contributions in a fair and equitable manner.
The performance management philosophy was developed based on the
following underlying principles:
• To identify individual and/or team objectives and measures linked to the
agency’s mission and strategic objectives.
• To promote employee and career development through creating an
environment of learning and quality improvement through training,
coaching, counseling and mentoring.
• To provide open and honest periodic evaluations of employee’s
performance.
1
• To administer financial rewards based on distinctions in performance with
the highest level of award directed to “Extraordinary Contributor” and a
lesser amount directed to “Contributor”.
Key design features of the Commonwealth’s Performance
Management Program include 3 performance rating levels; a 12-month
probationary period for new employees; an opportunity for employee self-
evaluation, and movement toward employee feedback on supervisors’
performance for development purposes. Additionally, the Performance
Management Program provides flexibility and allows agencies to design
optional features to effectively meet their agencies’ needs. Agencies may
develop their own performance evaluation systems using the 3 performance
ratings. Options may include group or team performance evaluations, numeric
weighting systems and performance measures based on organizational
objectives.
The Performance Management Program has intentionally been
designed to allow agencies a great deal of flexibility in planning their
performance management systems to meet their unique organizational needs.
Therefore, agency management will need to make a number of decisions prior
to implementing their Performance Management Program. The agency will
need to describe the design and the implementation strategy of their
Performance Management Program in their Agency Salary
Administration Plan (see Appendix A, Agency Salary Administration Plan
Guidelines).
Performance Ratings
It is important to emphasize that evaluation of employee’s performance
should be done on a continuous basis by providing verbal and/or written
feedback throughout the performance cycle. The Commonwealth’s
Performance Management Program has 3 performance ratings that are (1)
used to rate performance on individual measures; and (2) are the composite
rating for an employee’s overall performance. These ratings are described
below.
• Extraordinary Contributor: This rating recognizes work that is
characterized by exemplary accomplishments throughout the performance
cycle and performance that considerably and consistently surpasses the
criteria of the job function. To be eligible to receive an overall rating of
2
Extraordinary Contributor, an employee must receive at least one
documented Acknowledgment of Extraordinary Contribution form
during the rating cycle. However, the receipt of this form does not
guarantee or necessarily warrant an overall annual rating of Extraordinary
Contributor.
• Contributor Rating: This rating recognizes work that is at or above the
performance standards by achieving the criteria of the job function
throughout the performance cycle. Employees at this level are achieving the
core responsibilities and performance measures as outlined by the
supervisor.
• Below Contributor: This rating recognizes job performance that fails to
meet the criteria of the job function. An employee who receives at least one
Need Improvement/Substandard Performance form may receive an
overall rating of Below Contributor on the annual rating. An employee
cannot be rated Below Contributor on the annual evaluation if he or she
has not received at least one Need Improvement/Substandard
Performance form during the performance cycle.
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