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PERFORMANCE MANAGEMENT
Akçansa’s Performance Management System rests on the philosophy that the company’s
performance depends on the performance displayed by the company’s employees individually
or as a team, and that performance signifies not just a concept appraised at
the end of the year but a process that should be managed effectively throughout
the year.
The system has three basic elements:
1. The “Management by Objectives” concept
2. Akçansa’s Competencies
3. Personal Development Scheme
The “Management by Objectives” Concept
This concept essentially aims to merge the objectives of institutions with
the individual objectives of the employees and to appraise the outcomes. One
noteworthy feature of this concept is that it facilitates the participation
of the employees in the management. During meetings organized within the framework
of the system, the employees and their executives come together and mutually
decide which objectives should be set, in line with the company objectives
and the responsibility areas of the employees and how to achieve these objectives.
The employee and his/her executive meet during the year and the employee may
revise the direction or the intensity of his/her efforts according to the feedback
provided by the executive. The performance of the employee is thus effectively
managed.
The phases of the Performance Management System
and their schedules are:
1. Setting objectives and Selection of Competencies (January)
2. Mid-year interview (July)
3. Performance Appraisal and Organizational Review (December-January)
4. Personal Development Scheme (January-February)
Akçansa’s Competencies
A company striving to accomplish its objectives and to maintain its
success should continuously improve itself, focus on products and operations
that would exhibit its strengths, determine its weaknesses correctly
and make up for its insufficiencies. The development of a company is
only feasible if accompanied by the personal development of the employees.
The key to organizational and individual success lies in properly demonstrated,
objective-oriented and sustainable development.
Organizations, in order to support the development of
their employees should provide them with the definition
of success and portray the attitude and behavior necessary
for accomplishing this success. Accordingly, “competencies”
are all these attitudes and behaviors a company expects
its employees to be “competent or able” to achieve or to
exhibit. In other words, competencies are guidelines established
by companies for their employees during their personal
development processes. Whereas objectives point out “where”
the companies and the employees wish to reach, competencies
define “how” these objectives can be accomplished. When
the performance displayed in accomplishing the objectives
is appraised at the end of each year, the extent to which
the employee has displayed these specified competencies
should be assessed.
Acquiring Information
Describes the acquisition of in-depth information of individuals
on persons and issues in connection with the job-related problems
and opportunities.
Aspiration for Success
Describes the drive to perform better each time, to achieve
excellence and aspiration to reach challenging objectives
that will develop the performance of others besides the
performance of the individual.
Teamwork and Collaboration
Describes the aptitude to work mutually and in collaboration
with others, as a member of a team.
Analytical Thinking
The ability to comprehend a situation or a subject by separating
it into its constituents or following a step-by-step
logical order or by assigning precedence among various
actions.
Being Customer-Oriented
The eagerness to assist and serve customers with the aim
of fulfilling their requirements.
Conceptual Thinking
The ability to view events and problems from a wide perspective
and to generate extensive, creative and innovative solutions
in this way.
Impact and Influence
The aptitude to define a problem, an obstacle or an opportunity,
and to influence the potential outcome by taking proactive
measures.
Foresight
The ability of an individual to convince, direct and influence
others in order to provide their support for his/her
own objectives and thoughts.
Developing for Success
Analyzing the needs of the employees, and creating the
necessary learning opportunities and the environment,
in order to ensure their long-term development and learning.
Team Leadership
Defines the motivation of the team by its leader for reaching
the specified target and achievement of participation
of the team members, in line with this target.
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