Presentation on theme: "1 People Improve Performance. 2 A Core Issue It’s about Leadership and People The comfort zone of “doing things” The necessity of “managing processes”"— Presentation transcript:
1 People Improve Performance
2 A Core Issue It’s about Leadership and People The comfort zone of “doing things” The necessity of “managing processes” The uncomfortable zone of “supporting people” Working smarter and not just harder? Clarify performance expectations, monitor and give feedback with coaching and other support to develop knowledge, skills and confidence. Managers: Doing Things and Managing Processes Managers: Supporting People Employee Performance Improved Performance
3 Problems with Performance Review Leaving it to the Performance Appraisal interview Scoring and rating Time consuming systems Treating all jobs/levels in the same way One sided and judgemental Lack of support, other than on working the system Focus on competence and not also on results.
4 Suggestions for Better Performance Review It’s about people management It’s the ‘day job’ of a manager to help motivate people by clarifying expectations, providing feedback and recognising effort and results Clarify performance expectations People need and want to know what is expected by way of objectives and standards General feedback is too vague and lacks credibility Avoid p itfalls with setting measures Pantomine objectives Incorrectly quantified No recording system Not linked to job purpose Objectives should give focus, encourage appropriate behaviour and give something to go for!
5 Suggestions for Better Performance Review Agree how to monitor Involve and agree process and procedures Tackle problems early Spot learning and development needs Use feedback to modify behaviour Performance coaching, not performance policing Performance monitoring works best when it is: done quickly accurate and believed easy to collect and collate ‘owned’ by employee and manager user friendly.
6 Suggestions for Better Performance Review Link feedback to performance improvement and development Coaching rather than a supervisory ‘event’ Good performance comes from regular attention (just like health and fitness) Don’t be shy to recognise good performance People do not respond well to general, subjective feedback, even with praise attached. Good quality feedback is: –specific, not vague –descriptive, not woolly –factual, not subjective. You cannot not give feedback!
7 Balance Competency and Performance Competency Knowledge, skills, behaviour and attitude Performance Getting desired results.