Managing performance What is it? Why? How?

We all perform best when we: Know what is expected of us Know we are valued Are challenged and supported Know where we are going Receive regular feedback on progress

Definition Contributes to effective management of individuals and teams to achieve high organisational performance Creates shared understanding about what is to be achieved Approach to lead and develop people to ensure that it is achieved.

Strategy which relates to every activity: - human resource policies - culture - style - communications Strategic - broader issues, longer-term Integrated - links various aspects of business/ people management/ individuals/ teams

Content Performance improvement - organisation, individual, team effectiveness Development of people - continuous to ensure performance improves Managing behaviour - individuals are encouraged to behave in a way that creates better working relationships.

Ensure employees/ teams know and understand what is expected have skills/ ability to deliver expectations supported by organisation to develop capacity to meet expectations given feedback on performance have chance to discuss and contribute to aims and objectives.

Ensure managers: aware of the impact of own behaviour on people encouraged to identify and exhibit positive behaviours

Features (1) Culture: People take responsibility for continuous improvement of business processes and of own skills, behaviour and contributions. Sharing expectations: Managers clarify what they expect people to do Individuals and teams communicate how they should be managed and what they need. Interrelationships: Improving the quality of relationships - managers/ individuals (teams) & peer/ peer

Features (2) Planning: Explaining expectations as objectives and in business plans Measurement: “If you can't measure it, you can't manage it' Holistic: Pervades every aspect of running organisation

Tools Corporate strategic goals Performance and development reviews Learning and development Coaching Objectives and performance standards

... more tools Competences and competencies Measurement Pay Teams 360-degree feedback Problem performance

Corporate strategic goals Starting point for business and departmental goals, followed by agreement on performance and development, leading to plans between individuals and managers, with continuous monitoring and feedback supported by formal reviews

Performance and development reviews - opportunity to reflect on past performance - starting point for development/ improvement Learning and development - from performance reviews, individuals decide how want to develop - personal development plan actions to develop themselves - talent management means re-defining performance management: need to identify key staff and keep them - succession planning - programmes to develop leadership skills

Objectives and performance standards - goals to be accomplished by: Objectives and performance standards - goals to be accomplished by: individuals departments organisations over period of time - targets (such as sales) - tasks (completed by specified date) - Work-related (results) or personal (development objectives)

Measurement - basis for giving feedback - platform for further success - or identify where things are going poorly What gets measured? - achievement of objectives - levels of competency - standards of performance - work outputs Teams - measures of team performance: output, activity, customer service, financial results

360-degree feedback - feedback number of sources: - boss, subordinates, peers, internal/ external customer - used as part of a self-development or management development programme - provides more rounded view of people, less bias. Problem performance - under-performance - improvements through continuing feedback - joint discussion with managers - analysing and identifying the problem, - agreeing reasons for shortfall - deciding action to be taken - if fails, disciplinary action

Keys to success be clear about what is meant by performance understand what the organisation is and needs to be in its performance culture very focused on how individuals will benefit and play their part Understand success depends on how managers use tool effectively