2 Performance Management is one of the most important aspects of a manager’s role. “It’s enabling and encouraging the right people to do the right things at the right time.”
3 Performance Management An iterative process of goal-setting, communication, observation and evaluation to support, retain and develop exceptional employees for organizational success.
4 Contributions of Performance Management For EmployeesClarify definitions ofWorksuccess criteriaIncrease motivation to performIncrease self-esteemEnhance self-insight and developmentFor ManagersCommunicate supervisors’ views of performance more clearlyManagers gain insight about subordinatesBetter and more timely differentiation between good and poor performersEmployees become more competent
5 Definition of PM 1. Continuous Process of 2. Aligning performance with IdentifyingMeasuringDevelopingThe performance of individuals and teams2. Aligning performancewithStrategic Goals of the organization
6 Contributions of Performance Management For Organization/HR Function Clarify organizational goalsFacilitate organizational changeFairer, more appropriate administrative actionsBetter protection from lawsuits
7 Purposes of PM SystemsStrategicAdministrativeInformationalDevelopmentalOrganizational maintenanceReporting
8 An Ideal PM System: Characteristics Congruent with organizational strategyThoroughPracticalMeaningfulSpecificIdentifies effective/ ineffective performanceReliableValidAcceptable and FairInclusiveOpen (No Secrets)CorrectableStandardizedEthical
9 Effective Performance Management A comprehensive process maximizing engagement, development, and performance of all employees in the employment lifecycle by:Proactively focusing on employee development, talent and succession managementAligning employee work to department goals and objectives (line of sight), defining and communicating performance expectations regularlyLinking performance to compensation, recognition, and rewardsRemaining flexible, efficient, measurable, fair, and transparent
10 Developing Goals SMART Goal Model- Planning Specific Measurable AccountableRealisticTime-bound
11 Performance Management: A four step process Step 1: Performance Planning and CommunicationStep 2: Training/FeedbackStep 3: Performance ReviewStep 4: Staff Development
12 Purpose of the Institute’s Performance Evaluation Program. Promote communicationAssure employee goals are aligned with supervisor’s and Institute’s goals.Assess past performance.Assure position description is up to date.Set objectives and goals.
13 Why Manage Performance? To reach organizational mission and goalsEncourage and reward behaviors aligned with organizational mission and goalsCurb or redirect non-productive activities
14 An Overview of the CAI Process Supervisor completes evaluation and sends draft to HR.Supervisor reviews the form with her/his own supervisor for approval and signature.Supervisor schedules a meeting with staff.Supervisor provides copy of evaluation to staff prior to meeting.
15 What do Employees Expect? Clear expectationsPositive/constructive feedback on a regular basisInvolvement in goal settingBe treated fairly and consistentlySharing of information and resourcesJob/career enrichment opportunities
17 The first part of the Performance Evaluation Form 1. Supervisors must comment on and rate how the employee met the responsibilities outlined in the position description.2. Supervisors of exempt staff must comment on and rate separately the success of the employee in meeting each individual objective.
18 Ratings for the Position Description and Objectives Section Consistently exceedsOften exceedsAchieves expectationsBelow expectations
19 The actual performance evaluation form is divided into 3 main sections 1. Job Performance2. Job Delivery3. Interpersonal communicationsFeel free to list other performance indicators from the reference guide.
20 Performance Characteristics A Reference Guide The performance evaluation form is flexible.Utilize extra characteristics to fully measure performance for your staff.This guide is found on the Artranet under Learn/Human Resources.
21 Performance indicator measurement. Consistently Exceeds Expectations: Performance nearly always exceeds the requirements of the position.Often Exceeds : Frequently exceeds the expectations of the requirements of the position.Achieves Expectations: Fully achieves the expected .Below Expectations: Performance is below the accepted standards in this area. Improvement is needed and expected. Requires additional training or coaching in order to consistently meet standards; completed tasks often need follow-up or an excessive amount of supervision is needed.
22 Conducting the Meeting Review rating systemDiscuss employee’s self reviewLet employee talkBe aware of all three parts of the messages you send:WordsToneBody LanguageStay focused on performance
23 This section is on staff development How can the employee enhance performance?Are there skills & abilities they could learn to help improve what they do?Professional development conversations take place here.It is important to ask the employee what would they like to do? What does the employee feel would be helpful for them?
24 Organizing your thoughts and material Review the individual’s position description. Note any changes you will want to discuss.Review your weekly or monthly meeting notes.Where does your dept need to be in the future? (Will they need different skills & abilities to fit into that future model?)Review the long range plan for this div/dept.Any strategic initiatives for this area?Review last year’s performance review. How does it compare? (note improve, decline, or status quo).
25 Preparing for the Evaluation Staff completes activity report, drafts objectives and gives to supervisor.Staff completes supervisor evaluation form and gives to HR.Supervisor reviews activity report and goals for the full year.Supervisor and staff person reviews position description (P.D.)
26 Meeting Preparation No interruptions Private space. Giving uninterrupted time conveys the importance of the conversation.This is your chance to share the many positives with staff as well as any areas where there are development opportunities.
27 Conducting the performance meeting Supervisor’s main responsibility is to listen in this meeting.Review P.D. Note any suggested changes from either perspective if appropriate.Go through written evaluation with staff and share expectations.Review goals and note any items from activity reports.Review performance indicators.Set objectives and goals for next period.Staff signs the review.Supervisor sends completed form to HR with any suggested changes to PD.
28 CoachingNote where an exceptionally good job was done. (Typically it will be repeated if it has been positively reinforced.)Write a summary or bullet points of the above to cover in the performance meeting.Be sure to point out items that were important and worked to move the dept. ahead.
29 Beware: Performance Pitfalls An employee should not hear something negative for the first time at a performance evaluation.Be careful of allowing one event (either overly positive or overly negative) to eclipse their performance for the year.
30 The key to good performance dialogue. This meeting needs to be a two way conversation.The supervisor’s message needs to be clearly communicated.The conversation needs to be kept on track.
31 Objective setting: Be sure it’s S.M.A.R.T. SpecificMeasurableAchievableResults OrientedTime bound
32 5 Coaching StepsBoth agree on successes and where a problem may exist & what it is.Discuss solutions.Agree on plan of action.Plan follow-up.Positive reinforcement on action items or schedule more coaching.
33 TipIt is often helpful for the staff person to turn in a self-appraisal. It is especially useful if you feel there may be divergent views on performance.If you want to explore this tip have your staff person turn in a self-appraisal prior to you scheduling the evaluation meeting.
34 When Feedback works: Feedback from the employee’s perspective When Feedback works: Feedback from the employee’s perspective. (adapted from Tom Coens & Mary Jenkins)The giver of feedback had my best interests at heart and that I could benefit from it.I was open to listening at the time.The giver knew what she was talking about -I valued her opinion.The feedback was heartfelt - sincere and I didn’t feel like I was being judged.Their advice was specific with examples and clear advice.There was information I needed to hear -it showed me a blind spot.
35 Performance Management Management = getting work done through othersManager’s performance is only as good as his/her employee’s performanceManager’s job = performancemanagement of others
37 Performance Management Organizational systemFocusing on employee performanceConsistently applied throughoutorganizationWith a supporting structure
38 Performance Management Performance Appraisals Names of SystemsPerformance ManagementPerformance AppraisalsEvaluation SystemsJob Review SystemsFeedback Systems
39 Performance Management Ensuring appropriate performance by all employees through:-Reinforcement-Rewards-Modeling-Coaching-Training-DevelopmentUsing a consistent feedback system
40 Working of Performance Management Managers Speaks with Employee re: performanceContinuouslyOnce per YearFormal goalsOrganizational Reporting SystemTied to Organizational Outcomes
41 PERFORMANCE = Doing present job at a certain level (high or low) as measured by a formal system POTENTIAL =Includes future service, learning interest, motivation level
42 -Based on Scientific Management concepts PERFORMANCE MANAGEMENT-Based on Scientific Management concepts-Focus on observable performance-Goal directed-Planning required and formalized-Consistent, continuous collection, analysis,and collection of data-Value of feedback reinforced-Facilitates benchmarking
43 Principles of Performance Management Supports business-oriented strategyIs values basedCommunicates organizational missionFulfills responsibilities to organizational membersEnables employees to manage own performanceManages expectations (clarifies roles and responsibilities)Creates partnership between management and employeeEmphasizes importance of measurement, feedback, andreinforcementEmpowers employeesNatural extension of management
44 Production and Processing Costs Associated CostsStaff CostsProduction and Processing CostsTraining CostsAction CostsOpportunity Costs
45 Key PM Questions1. Why assess performance2. What performance to asses3. How to assess performance4. Who do assess performance5. When to assess performance6. How to communicate performance assessment
46 The WHY of Performance Management Systems Administer Salary & Wages-Correct Performance/Behavior-Plan for Future (promotion, transfer, career dev)-Facilitate Decision-Making (counseling, terminations)-Facilitate Human Resource Planning-Create Culture-Building Good Relationships-Increase Organizational Loyalty-Determine Effectiveness of Selection andPlacement Methods
49 Paired Comparisons Example Rank each employee grouping overall oron a characteristic:Employee A and Employee BEmployee B and Employee CEmployee A and Employee CEmployee C and Employee DEmployee D and Employee AEmployee D and Employee Betc.
50 WHO Should Assess Performance Superior OnlySubordinate(s)Peers/CoworkersSelfCustomersOthersSubordinatesAll Stakeholders
51 Factors Influencing T & D Top management supportCommitments from Specialists andGeneralistsTechnological AdvancesOrganizational ComplexityBehavioral Science KnowledgeLearning PrinciplesPerformance of Other Human Resource Functions
52 Performance Management Process that significantly affects organizational successManagers and employees work together to set expectations, review results and reward performance.
53 Purposes of Performance Mangement StrategicAligning employee performance with organizational objectivesAdministrativeMaking employment-related decisionsDevelopmentalAiding employee growth