Professional Certificate in Strategic Change Management Performance Management 06 – 10 March 2017

Some Key Points Definition of Performance Management Understanding the importance of clear job descriptions as a framework for understanding role expectations Setting achievable goals and expectations for your team Reviewing the skills and knowledge to enable good performance to be demonstrably identified against key performance indicators The importance of effective, motivational and developmental feedback

What is Performance Management?

The art of performance management The process of setting performance expectations, monitoring progress, measuring results, and appraising and rewarding or correcting employee performance It is everything you do which supports the development of you and others to meet personal, departmental and organisational objectives

Performance Management Model 5

Having a balanced approach What How Objectives Job Description KPI’s Standards Best Practice Competences / Defining Behaviours

Setting Expectations Design template to be used when writing a Job Description for a team member Design a SMART Objective

Job Descriptions Does it look like this? Job Description Come to work Work hard Stay late Help Customers Don’t talk Complete paperwork Attend Team Meetings Look busy Does it look like this?

Job Descriptions ….or like this? Job Description Title of the position Department Reports to (to whom the person directly reports) Overall job purpose Key areas of responsibilities and accountably Key objectives Responsibilities for staff Consults with (those who the person works with on a regular basis) Qualifications (necessary skills and experience required) ….or like this?

Objectives Cascade Organisational Objectives Department Objectives Developed at Board Level What the organization is expected to achieve Department Objectives i.e. a Department as a whole Team Objectives What a team might need to need to achieve Individual Objectives How the above translate to your Team Members What are they expected to achieve?

The objective setting meeting Review Performance & Evaluate Personal Development Plan (PDP) Explain Organisations Goals & discuss team & ind part in achievement Discuss Changes to Skills, Behaviour, Attitude etc to achieve goals BUSINESS PLAN Together Identify and Agree Individual objectives SMART Monitor Performance & Development, Provide Support Agree A PDP

Don’t forget to keep objectives up-to-date SMART means… Specific - What exactly do you want to happen? Measurable - To what extent do you want it to happen? Agreed/Achievable - Have you got buy-in that it can be achieved? Relevant/Realistic - Can the individual have control over the objective? Time bound - When do you want it by? GOALS SHOULD BE Specific - means that the objective needs to provide a clear definition of the precise result or outcome required. Measurable - means that that the objective must include some measure by which it will be possible to identify when the objective has been achieved. Achievable - means that the objective must be challenging and testing, but without being impossible. Relevant - means that the objective must be appropriate to the individual, to their job and to what the organisation requires them to contribute Time bound - means that a time must be specified for completion of the objective. The SMARTer a goal – the easier it is to manage. A SMART checklist What outcome, result or effect needs to be achieved? How is this relevant to the jobholder? How will it be achieved? How will it be measured? What is the deadline? Does the deadline give enough time for the job to be completed to standard? Don’t forget to keep objectives up-to-date

Building Skills and Knowledge Starts with a clear and firm foundation – A good Induction Define the skills & knowledge required for good performance Examine how to write a Personal Development Plan based on development needs

Creating Firm Foundations 3 GROUND FLOOR SECOND FLOOR Regular One to Ones & Performance Review Induction On- going Development & Coaching Clear Objectives FIRST FLOOR Job Description What do we need here?

Continuous development of staff Also encourage self development

Development Needs Analysis Review Review Skills & Knowledge Required for the role - Minus current level of skills & Knowledge = Equals Development needs Deliver

THE APPRAISAL - Objectives of the Appraisal Look at performance; past, present & future Set performance objectives for the future Discuss training and development needs Assist with career planning and aspirations Facilitate communication. 17

Manager’s Preparation: Give reviewee time to prepare Check key result areas and previous objectives agreed Study appraisal form Consult with others Prepare room Allow adequate time Avoid interruptions Hold a short pre-appraisal meeting. 18

Employee Preparation: Allow preparation time Find evidence to support success stories Check key result areas and previous objectives agreed Consult with others for feedback on performance Ask any questions necessary to understand whole process 19

Appraisal Skills Establishing rapport Questioning Listening… Reflecting summarising Giving and receiving feedback 20

The 3Vs

Listening skills

Questions Open Closed Leading

Types of questions – open and closed Closed questions can be answered with yes or no. Eg. Do you like London? Are you enjoying the training? Or they provide a specific piece of information Eg What time is it? How far did you travel to London? What outcomes do we get when we ask closed questions?

Types of questions – open and closed Leading and loaded questions A leading question suggests a particular answer E.g. You are having fun aren’t you? My slides are easy to understand aren’t they? A loaded question contains an implicit assumption E.g. Have you stopped beating your wife? Do you still have problems with your boss? How would you turn these into open questions? Types of questions – open and closed

Giving and receiving feedback Feedback must be designed to give value for the receiver…not release for the giver © The People Development Team 2008 26

Feedback model Says what's good Try / do next time Say what they will gain

Improving Performance - 3 Levels of Performance High performance Expected performance Under-performance 28

Normal Staff Distribution Curve Job Satisfaction Promotion Retention 10% high flyers 60% broadly satisfactory Coach If not - Manage out 10% above average 10% not up to standard 10% poor performance Normal Staff Distribution Curve

Final Points - Key Benefits of….. Performance Management Discussion