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Passionate about developing people www.csgconsult.com Performance Management Maureen Scholefield Managing Director.

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Presentation on theme: "Passionate about developing people www.csgconsult.com Performance Management Maureen Scholefield Managing Director."— Presentation transcript:

1 Passionate about developing people Performance Management Maureen Scholefield Managing Director

2 Passionate about developing people Where are you? Appraisals Performance reviews Performance management Performance management systems

3 Passionate about developing people A changing perspective Annual Appraisal Ongoing processes Competency And results based Holistic 360 degree Major culture change

4 Passionate about developing people Influencing factors Organisational climate and management style can help or hinder performance management To illustrate this if we take the Hay/McBer definitions ….

5 Passionate about developing people Management styles Coercive – the “do it the way I tell you” manager closely controls and motivates by threats and discipline Authoritative - the firm but fair manager gives clear direction and motivates by persuasion and feedback

6 Passionate about developing people Management styles Affiliative – the people first, task second manager who emphasizes good relationships and motivates by trying to keep everyone happy Democratic – the participative manager who encourages people to provide inputs into decision making and motivates by rewarding team effort

7 Passionate about developing people Management styles Pacesetting – the “do it myself” manager who performs many tasks personally, expects people to follow the example set and motivates by setting and demanding high standards Coaching – the developmental manager who helps and encourages improvement and motivates by providing opportunities for personal and professional development

8 Passionate about developing people Organisational climate Employee perceptions Flexibility –constraints in the workplace – the degree to which they feel that there are no unnecessary rules, procedures that interfere with task achievement. New ideas are welcome Standards – emphasis management puts on improving performance and doing one’s best. Including the degree to which people feel that challenging but attainable goals are set both for the organisation and its employees

9 Passionate about developing people Organisational climate Employee perceptions Clarity – the feeling that everyone knows what is expected of them and how those expectations relate to the large goals and objectives of the organisation Responsibility – the authority delegated, the degree of autonomy Team commitment – people are proud to belong to the organisation, will provide extra effort when needed and trust that everyone is working towards the same objective.\

10 Passionate about developing people Multi tier approach Individual performance is appraised against three distinct sets of criteria Core competencies that are relevant across the organisation Objectives that are linked to the business strategy Individual performance objectives that are developmental in character

11 Passionate about developing people Continuous Performance Improvement Basic concepts A core process and a driving force led by top management to integrate business plans and the delivery of continuous performance improvement No one size fits all All aspects matter – the what and the how Discretionary effort drives success

12 Passionate about developing people Continuous Performance Improvement Basic concepts continued Effective links with rewards – well designed reward systems support performance management Ownership is key – line manager and employees need to believe in the scheme Assessing performance not just a line manager’s prerogative – there should be a day to day dialogue

13 Passionate about developing people Continuous Performance Improvement Basic concepts continued There should be a day to day dialogue The quality of the discussion The focus on development Providing recognition The most effective processes are developed collaboratively so that there is a good fit with real work practices

14 Passionate about developing people Continuous Performance Improvement Basic concepts continued Its about relationships – people value the opinion of someone they respect and trust Rapport, candour, honesty and a genuine sense of caring are essential A sense of caring creates a foundation for open dialogue where people feel their opinions can be heard and understood in a non-defensive atmosphere

15 Passionate about developing people Managing and coaching for performance Coaching lies at the heart of effective day to day feedback and successful development. Coaching is the most effective way to drive performance

16 Passionate about developing people Two perspectives Standards Focus on fixing poor performance Measured at the individual level Concern with slippage below defined expectations Excellence Focus on enhancing strong performance Measured at the organisational level Concern with continuous improvement

17 Passionate about developing people Two perspectives Standards Use of disciplinary procedures, incentive based payments and formal appraisal systems Transactional leadership Excellence Use of coaching techniques, improving conditions, enhancing job satisfaction and raising levels of motivation, commitment Transformational leadership

18 Passionate about developing people So where can HR add value? Envisaging the future Demonstrating the HR contribution to business effectiveness Developing effective job structures Advising line managers Promoting employee capability Enhancing employee motivation Developing and implementing policy

19 Passionate about developing people The future.. Focus some of your CPD activity on learning more about High Performing Organisations (HPO) Remember that people need people contact – IT systems for performance management can be very impersonal Focus on the real benefits of a manager and an employee talking about how to do things better

20 Passionate about developing people And finally.. Is HR about monitoring and implementing processes? OR Is HR about building organisational capability in improving performance?


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