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Performance Management

OBJECTIVES

The Performance Management process allows:

  • Define the level of role performance together with the skills necessary to interpret it in line with expectations;
  • Clarify the contribution of the individual for the achievement of company objectives;
  • Homogenize performance measurement criteria;
  • Allow understanding of development opportunities;
  • Encourage feedback;
  • Identify the talents and make them responsible for their personal and professional development.

METHODOLOGY

The approach

Performance Management requires:

  • Building a repertoire of the company's professional and managerial knowledge and know-how;
  • Define a system of corporate, individual, short, medium and long-term objectives;
  • Evaluate the performance of resources at different times and by different company functions;
  • Communicate and share the results of the evaluations.

Conditions for success

The certified registration of data and the filing of documents together with a timely and univocal communication are critical elements for the success in the management of the Performance Management process.
KEISDATA has developed a specific IT application for managing the activities of the Performance Management process.
The PM Process includes the following requirements:

  1. The system must be applied to every organizational level (the AD should be the champion);
  2. The hierarchical evaluators must have the capacity to manage interviews with the evaluators;
  3. The valued must have a participatory and proactive role (for example by providing self-assessment);
  4. The process must be implemented within the foreseen times and methods and exceptions must not be allowed.

The phases

The PM System is articulated through a process characterized by the following phases:

  • Phase of construction, for each evaluation element, of a specific repertoire:
    • of company values;
    • corporate objectives, role and individual development;
    • managerial skills;
    • of technical-specialist role-playing skills;
    • of the role requirement set.
  • Phase of construction of role profiles that associate the responsibilities/activities of the role with the necessary skills in order to define and assign the objectives;
  • Planning phase: assignment of objectives (company, role and individual development) immediately following the approval of the annual budget. It foresees the involvement of the collaborator in the responsibility and sharing with the superior of the supports to the role and the necessary resource. It builds with each a development plan for the improvement of the critical areas, it formally shares the Company's expectations regarding the performance;
  • Intra-annual evaluation phase. In order to allow an effective control and performance management report, a mid-year assessment activity is envisaged in which the overall performance gaps (skills and objectives) are analyzed and appropriate recovery actions are activated. They formally share the quality of performance in the first half of the year and the implementation of the development plan;
  • Reconciliation phase of the assigned objectives. The level of achievement of the assigned objectives is dealt with and if a tool for the assessment of skills has been constructed, the result is presented to the evaluation of the result, highlighting with examples the areas of strength/weakness, the improvements obtained from the implementation of the development plan and the overall assessment in the year. At the end of the evaluation and evaluation interview, a suitable action plan and/or training activities are agreed;
  • Incentive phase. For holders of an incentive system determines the% of variable remuneration achieved.

OUTPUT

  • Evaluation form
  • List of objectives
  • Repertoire of technical-specialist and managerial skills
  • Directory of behaviors
  • Analysis of the performance of the company population

Remuneration System

OBJECTIVES

Compensation systems direct and govern the performance and management of human resources. The remuneration system consists of the following elements:

  • annual fixed remuneration that recognizes the responsibilities and the technical and managerial skills required by the role to operate in a defined internal and external complexity area;
  • variable annual, interim and/or multi-year remuneration that defines and recognizes the minimum and maximum level of performance obtainable;
  • remuneration in benefits that recognizes specific needs for role, status and performance.

The objectives that a pay system must guarantee are:

  • the distribution of available economic resources in line with the role responsibilities and long-term performance levels achieved;
  • the management and development of careers aligned with the organizational and business development of the Company;
  • the development of an organizational culture oriented towards confrontation both inside and outside the organization;
  • the ability of the organization to communicate, manage and make people accept pay differences.

METHODOLOGY

The approach

A correct design of the remuneration system must guarantee:

  • the detection of current practices and methods, even if not formalized;
  • a new design that consolidates what is already good and allows to overcome the shortcomings and difficulties detected;
  • new data representations and new analysis perspectives;
  • possibility of solutions of positive and negative critical cases;
  • the communication process able to represent:
    • organizational aspects and role assessment;
    • individual performance, in the short and long term;
    • the analysis of pay comparison both within the organization and towards the remuneration markets.

Conditions for success

To achieve the results described, it is necessary to:

  • the involvement of the company management at all stages of the process;
  • the definition of the communication process both in the design phase and in the management phase;
  • the introduction of suitable IT tools.

Methodology for the definition of the company remuneration policy

  • analysis and classification of company roles;
  • making comparisons with the best practices of the reference compensation market;
  • collection of company remuneration information and data processing;
  • analysis of the deviations from the prevailing practices of the remuneration markets;
  • proposal of remuneration policy guidelines and new composition of the remuneration package.

Methodology for the design of remuneration bands

  • What they are: they are salary ranges for the management of careers defined by minimum and maximum values, of variable size, with one or more market and/or role references within one. They can be further differentiated by a professional family if there is a strong need for "defense" from the market. Within the bands, compensation areas managed through qualitative-quantitative elements may also be envisaged, also in relation to periods longer than one year.
  • what they are for: in the central part, well anchored to the chosen salary market positioning, to optimize the cost of labor and guarantee a high degree of internal fairness for an important part of the population; the upper and lower parts of the bands lend themselves to managing critical situations in a structured way (pending, for example, organizational solutions more consistent with the profile of the person) and to manage expectations of people with benefits/contributions with above-average levels of growth.
  • how they are designed: through a simultaneous analysis and integration of the systems of management and development of people and of the remuneration policies of reference, the choice of significant market remuneration data, the implementation of the main challenges assigned to key roles and the expectations of key people.

Methodology for the design of incentive plans

for the construction of an incentive plan it is necessary to define the following elements:

  • objectives and objectives of the incentive plan;
  • types of objectives to be incentivized;
  • eligibility criteria;
  • plan financing methods;
  • criteria for measuring performance levels;
  • quantification of the incentive and degree of competitiveness in the reference remuneration market;
  • performance measurement period;
  • rules and restrictions of the plan;
  • the communication process.

OUTPUT

  • Compensation systems and models
  • Incentive Systems and Plans
  • Training programs

 

 

Organizational Analysis

OBJECTIVE

Organizational analysis is necessary for:

  • guarantee a strong impulse to the integration and efficiency process;
  • improve the level of service between the support functions and the business functions;
  • develop a managerial culture oriented to the processes and therefore to the overall integration and results of the company rather than to the results of the single function;
  • have operational procedures integrated and consistent with the purposes of the various processes;
  • have systems for measuring process performance;
  • support the design of MBO and incentive systems (Performance Management Service).

METHODOLOGY

The approach

A correct approach to the analysis and description of the processes must guarantee:

  • the detection of current practices and methods, even if not formalized;
  • a new design that consolidates what is already good and allows to overcome the shortcomings and difficulties detected;
  • a complete description of the activities and their responsibilities;
  • the assumption of responsibility on the process by all the actors, also through a remodeling and formalization of the roles;
  • the definition and sharing of objectives linked to the expectations of stakeholders and customers and the implementation of the relative measurement system.

Conditions for success

To achieve the results described, it is necessary to:

  • define the map of the company's key processes and choose the analysis priorities;
  • identifying and empowering the owner of the chosen processes as the leader of the analysis projects;
  • use a rigorous methodology in analysis and description;
  • involve all the key process resources (where necessary also customers or suppliers);
  • to focus the analysis on moments of "exchange" more than on the mono-functional activities;
  • define and formalize the process measurement system, a necessary condition to be able to share significant improvement objectives (eg: reduction of crossing time, improvement of quality of service, etc.);
  • ensure consistency with information and control systems.

The phases

  • TITOLARITY: establish the ownership of the process
  • EVALUATION: describe the process and clarify customer needs and define and install measurement systems
  • CHOICE OF OPPORTUNITIES: check compliance with customer needs, explore the process to identify opportunities for improvement and order improvement opportunities and set goals
  • IMPROVEMENT: improve process quality and continue to measure performance and review customer needs

The relationship between process and roles:

  • every activity of a process must have only one owner, clearly identified for his role;
  • the responsibilities of a role are therefore the sum of the responsibilities on the different processes and are the basis for the identification of the individual target areas;
  • each role has the right to exist in the measure in which it controls significant activities for the company contributing, directly or indirectly, to generating value for the shareholder;
  • process analysis helps resources to focus on customer expectations and not on their daily activities;
  • to obtain a significant and continuous improvement of the processes it is necessary to operate on the development of the skills of the resources.

OUTPUT

  • Organization charts
  • Organizational manuals
  • Map of processes
  • Process descriptions
  • Description of the role

 

 

Quality Management System ISO 9001:15

OBJECTIVES

The UNI EN ISO 9001:2015 Standard, "Quality management systems - Requirements", constitutes the standard, internationally recognized in the latest update status, and establishes the requirements that must have a Quality Management System (QMS).
KEISDATA supports companies in the design, implementation and improvement of the QMS in order to achieve the following objectives:

  • define and communicate the system of roles, responsibilities and delegations;
  • define the requirements of the products/services and the quality objectives;
  • define and implement monitoring systems, control of all company activities having direct influence on the quality of products/services;
  • construct the model of periodic review of system performance oriented towards continuous improvement;
  • guarantee the traceability of decisions and activities aimed at satisfying the customer

The construction of the QMS in accordance with the ISO 9001 standard, through certification by a Third Party and accredited, allows recognition of the commitments made.


METHODOLOGY

The approach

The approach adopted by KEISDATA is multidisciplinary and aims at the growth of the organization through the improvement of organizational, management and operational processes, not only for certification purposes, but as a basis for effectively applying the principles of risk prevention and continuous improvement.
KEISDATA offers:

  • a regulatory impact analysis contextualised on the company reality;
  • a Risk Management methodology that allows to assess the business risk deriving from the impacts on the quality of products/services;
  • a Knowledge Management methodology for the engineering of standard requirements through computerized systems for the management of procedural flows, activities, documents, deadlines etc.

The conditions for success

The success of a QMS is determined by the correct involvement and participation of all levels and all company functions, starting from top management up to individual workers.

The phases

The QMS is divided into the phases of Management Responsibility, Resource Management, Product Realization and Measurement, Analysis and Improvement of the system included in a cyclical process:

  • Management Responsibility
    • establish and disseminate a Quality Policy;
    • define and plan a system of quality objectives;
    • define the Responsibility System;
    • periodically review the Quality Management System to verify the adequacy and the real alignment with the company objectives.
  • Resource management
    • identify the methods of training and growth of skills and awareness of human resources;
    • evaluate the adequacy of infrastructures/machines and plants in relation to product requirements;
    • evaluate the adequacy and safety of work environments.
  • Product realization
    • plan and design the realization of the product;
    • manage customer-related processes;
    • define and control the methods of procurement of products and services;
    • control and validate the production/provision of the service and identify and trace the product;
    • monitor monitoring and measurement equipment.
  • Measurement, Analysis and Improvement
    • monitor customer satisfaction;
    • conduct internal audits or audits;
    • monitor processes and products with the definition of suitable indicators and acceptance criteria;
    • manage non-conformities (product, process, system);
    • manage Corrective Actions or Preventive Actions.

A QMS is completed with the certification by a Third and Accredited Body.
KEISDATA supports the Company in managing relations with the Body and in particular in:

  • request for an offer and for completing the questionnaires;
  • in the evaluation of the offers and the choice of the Body;
  • transmission of documents;
  • support during the verification phase: documental (phase I), certification (phase II) and maintenance.

OUTPUT

  • Quality Policy
  • Manual, Procedures and Instructions of the QMS
  • Objective cards
  • Organization charts, role sheets, mansions
  • Information/training/training plans
  • Map of processes
  • Monitoring Plans
  • Audit reports
  • Management Review and Review Report
  • Certification Assistance

 

 

Environmental Accounting

OBJECTIVES

The Environmental Accounting System is a tool for accounting for economic variables related to environmental management that allows the detection, accounting, management and communication of the environmental costs of a company.
The system allows:

  • Plan: allocate resources in a rational way and direct investment decisions in the environmental field;
  • Measure: highlight and quantify the ecological performance of the company in a correct and comparable way over time;
  • Check and Evaluate: monitor environmental protection activities, assess their impact on economic efficiency and ultimately improve business performance;
  • Communicating and Involving: disseminating to Authorities, employees, social forces, etc. and extending employee participation to environmental objectives.

METHODOLOGY

The approach

The approach adopted by KEISDATA is multidisciplinary, taking into account the guidelines applicable to the sector (System of Economic and Environmental Accounting, Global Reporting Initiative, ENI Enrico Mattei Foundation System, etc.) and the specificities of the company (state of the art of the Management System Environmental and Management Control System).
KEISDATA applies the Knowledge Management methodology for the construction of a data model consisting of:

  • Physical Accounts from the Environmental Management System;
  • Monetary Accounts (internal and external) from the Industrial Accounting System.

Conditions for success

The success of an Environmental Accounting System is linked:

  • the correct identification of all the cost items deriving from a complete mapping of the elements of environmental risk;
  • from the correct involvement and participation of resources assigned to different company structures and with complementary skills.

The phases

Collection and classification of cost data:

  • identification of individual cost and investment items related to the environment;
  • collection of environmental cost data for the current year;
  • data processing.

Evaluation of data:

  • evaluation in the Risk Assessment activities
  • reclassification of expenditure data;
  • definition of effectiveness and efficiency evaluation models.

Reporting and communication:

  • preparation of the Environmental Report;
  • communication of the organization's environmental performance towards authorities and employees.

OUTPUT

  • Environmental Balance
  • Environmental Report
  • Cost reclassification