On Aug. 17 and 18, 2016, Group Leaders and above of RVC attended Performance Management training facilitated by Mr. KC Yan, the Senior Professional Consultant, ITD World. at Duxton Hotel.

Ms. Ha Ho, G&A Director, opening the training

Mr. KC Yan, Facilitator

Day 1 covered the Planning Performance and Managing Performance. Various issues (eg. Imbalanced measures, Ratings and guided distribution, KPI measure) of front-end design phase in performance planning were addressed using FMEA method. The Renesas’ Competency Model was deeply discussed among local managers with the consultancy from Mr. KC Yan that helped to make a clearer image of the model. There are 3 world class KPI setting methodologies were introduced for future deployment: Balanced Scorecard (BSC), Hoshin Kanri, and Business Process Re-engineering (BPR). These are the best tools for identifying the right KPIs to drive outcomes that matter on the Critical Success Factor (CSF) and the Key Result Area (KRA) of the organization in the high competitive semiconductor industry.

HR, Group Leaders and above attending the training

Day 2 continued with 8 steps to build an effective KPI discipline. Using the knowledge acquired on Day 1, local managers go through the 8 steps to build up the effective KPIs. The first step is the most important step to decide how one company successfully executed on the KPI imperative. This step requires to make the commitment and to define accountabilities/goals/roles to put the KPI system in place. The next step is to define the dimensions of BSC. After that, it is time to determine the CSF and KRA of each dimension. After that CSF and KRA are converted to KPIs using SET SMART. KPIs are also mapped back to company strategic objects to confirm its priority with BPR requirements. Then the methods that align KPIs between functions were addressed including the Cascade Methods. The balance of Output vs Outcome KPIs; Lag vs Lead KPIs is considered before deployment. The final step is to continuously assess the performance gaps, evaluating continuous improvement and opportunity to move from Good to Great. The course ended with performance management dialogue principle which provides the best approach framework to conduct the appraisal dialogue.

Presentation during the training

A case study demo by Mr. KC Yan and RVC Manager

The 2-day course was short for its content addresses many different topics of performance management. However, the class was very hot with many opinions/ideas from local managers who are showing a strong intention to build-up the higher performance RVC.

Mr. Phuoc Tran
Hardware Engineering Division