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Consolidating 2 vendors into 1, for fy 2020 - costs saving of $590 K

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Shareholder

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30%

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Target:
Threshold: $500k to $560k,
Satisfactory: $561 to $620K,
Stretched: $621k and below

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1. Complete your assessments on MS Form individually.

2. Keep your video on (in Zoom) while completing your assessment.

2. (Private Chat) your assessor to inform him/her that once you had completed.

3. Your facilitator will (Private Chat) you if you are Competent or Not Yet Competent for a specific assessment.

4. For each assessment, you will only have maximum 1 re-attempt.

5. If you are assessed to be not Yet Competent, you can appeal against the results by writing to your HR Dept. You will be notified of your appeal process within 3 working days.

Before you leave the class:

6.  Ensure that you received your result (C-competent or NYC-Not yet competent) and signed your assessment summary record form.

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Increasing Profitability by 10% for FY2020

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Shareholders

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30%

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Write your team's discussion for that activity or exercise into the Padlet.

Step 1: Look for the right column (Header/Number)
Step 2: Click on + in the column to start a new note. Key in your group’s responses. OR write your team's answer on piece of paper and upload by taking a picture (Using the camera)

Step 3: Click post.

To edit: Tap on the 3 dots (appear when you hover your note) and choose the pencil if you need to edit.

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Business processes

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Shareholder

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20%

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Threshold: reduction of 2.7% to 2.8%
Satisfactory: reduction of 2.9% to 3.1%
Stretched: reduction of 3.2% and above

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Threshold: 6-8%
Satisfactory: 9-11%
Stretched: 12% & above

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35%

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Threshold - 80% - 86%
Satisfactory - 87% - 94%
Stretch - 95% and above

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Delivery of 90% of 2020 product roadmap as per scheduled timeline for FY2020

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Cost containment
Achievement of 3% claim cost reduction in FY 2020

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1. CHALLENGES faced in executing the Performance Appraisal; &
2. EXPECTATIONS from the course

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Testing

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Group 4 (Yee Ling, Kai Ning, Jean, Pankaj, Kevin)

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Group 4 (Yee Ling, Kai Ning, Jean, Pankaj, Kevin)

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1. Challenges
- No willing to share much (not met)
- Misalignment in the review and expectations (met)
- Staff disagree with assessment and try to justify too much on the performance (met)
- Gen Z expecting everything to be black and white (partially met)
- KPI have been set initially but due to evolution of work and ad-hoc activities or change of priorities they are not reviewed or updated and hence facing challenge during performance appraisal (partially met)
- Managing emotions from staff (not able to accept feedback, disagree with feedback) (met)
- Different perspectives between staff and manager, staff will look at their own achievement (more towards themselves), as manager looking at a bigger picture (not met)
- Purpose of the performance appraisal may be missing sometimes (met)
- Managing evolution and promotion (not met)
- Not everything is measurable (met)
- Given current situation with WFH arrangement, challenge to measure (partially met)

2. Expectations
- How to define the goals? (met)
- What can be the best mix from qualitative/quantitative measure? (met)
- Any framework to use? (partially met)
- Measuring framework in place? (partially met)
- Learn the different style in order to help the staff? Different ways of managing? (partially met)
- Identify and manage underperformance and discussion during appraisal (not met)
- Handling the evolution/growth discussion (partially met)
- How effectively are we using online training tools for learning and growth (not met)

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Group 1 (Storm, Joanne, Chow, Michelle, Shirley)

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Group 1 (Storm, Joanne, Chow, Michelle, Shirley)

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Challenges:
1. Staff expect supervisor to know what they have contributed.
2. Misalignment in expectation easily lead to comparison.  Staff tends to  ask for example as their comparison - unhealthy comparison.
3. People get emotional.
4. How to communicate to under performer.
5. Staff who want pay increase but not added responsibility
6. Virtual appraisal (WFH) - risk the lack of human interaction

Expectations:
1. How to deal with appraisal objectively while managing emotions
2. How to manage extreme performer (good & bad)
3. How to change manage team expectation n perception.

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Group 2 (Dhanesh, HuayChin, Jasmine, Wendy,  Ai Ling)

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Group 2 (Dhanesh, HuayChin, Jasmine, Wendy,  Ai Ling)

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Managing Staff expectations -
ask for promotion, pay increase when staff is not ready (but he thinks he is ready)

Handling staff emotion when tackling a negative issue

Rewarded but staff asks for more

Communicating - get their focus, eye-contact, share their feeback

Expectations:
1) How to manage staff emotion
2) How to enhance communication during feedback session - Listening to staff
3) Manage Changes
4) How to motivate staff (non-monetary basis)
5) To further develop the performance appraisal skills of Manager
6) Managing difficult employees (defensive)

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(Patrick, Vincent, Yee Jing, Jacelyn, Dorlisa)

Challenges

appraisee not engaged/disconnected

appraisee doesn't see value

Expectations not aligned

appraisee & appraiser perception not aligned, appraisee doesn't see own shortcomings

identifying root cause for performance shortcomings

having 2-way feedback

Expectations

learn to give constructive feedback that will result in concrete progress

how to 'customise' coaching style to different individuals

become more competent in identifying personal development areas for staff

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Valid from 11 Aug 2020

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Achieve S$4.4 mil in claims cost containment by 31 Dec 2020

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Product Roadmap Delivery - To deliver 90% of 2020 product roadmap as per scheduled timeline
Threshold - 80% - 86%
Satisfactory - 87% - 94%
Stretch - 95% and above

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Reducing x numbers of vendors into x number, starting from Q3 2020, within next 12 months.

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Cost containment through vendor management

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Able to handle all BAU tasks with minimal supervision by end Oct 2020

Measures: No. of times asked for advice

Achievement levels:
Threshold: Above 21
Satisfactory: 11 to 20
Stretched: 0 to 10

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Context: Monthly/Regular reporting

Objective: Take ownership within areas of responsibility, with on-time delivery at a high-level of confidence in results.

Measurement of success: 1.        Improved consistency of results delivered in terms of quality (sufficient detail and analyses, less errors and rework, more independent) and timeliness.

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Bring out customer-first messaging in communications materials

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Objective - Team Culture

Support Pulse initiatives and improving employee engagement results

Achievement levels
Threshold 80% / 85%
Satisfactory 86% to 92%
Stretched 93% to 100%

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Claims cost containment - Achieve S$4.4m by end Dec 2020

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Error control ; with less than 5 errors reported and demonstrate the checks done.

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Generate X leads for X campaign by Dec 2020

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Contribute to improve Customer NPS through delivery and operating high quality and reliable digital applications and solutions
Threshold: operate existing digital applications and having NPS increased
Satisfactory: operate existing applications, deliver 1 to 3 new applications and having NPS increased
Stretch: operate existing applications, deliver 4 or more new applications and having NPS increased

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Meet annual budget of S$23m by end Dec 2020

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Group 1

Group 2

Group 3

Group 4

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Group 1

Group 2

Group 3

Group 4

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Group 1

Group 2

Group 3

Group 4

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Group 1

Group 2

Group 3

Group 4

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Group 1

Group 2

Group 3

Group 4

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Before Meeting
1. Retrieve the goal settings
2. Write down the observations against each goal
3. Message to send across - key things
4. Agenda for the meeting - the goal you set earlier and the areas of improvement
5. To discuss on the next step
6. Deciding on the location for discussion - Formal &

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What to do/not do during the meeting?
- Be objective
- Be on time

Try to listen more to the staff, let them talk to air their grievances so that they feel they are heard.
Seek to understand their values and expectations, then try to steer the conversation to align the targets and expectations.

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