1. Performance Management

2. Performance Management
‘Systems and attitudes which help organisations to plan, delegate and assess their operations‘
Performance management not only serves the needs of the business but will help with the development of employees' skills and careers.

3. Day to Day Management
A manager must act with consistency, integrity and demonstrate clear leadership. Only then will there be trust between the manager and a team. Google’s 2009 study ‘Project Oxygen’ identified the shared traits of good managers.

4. Project Oxygen Findings
Be a good coach
Empower your team and don’t micromanage
Express interest in your team members’ success and well-being
Be productive and results-oriented

5. Project Oxygen Findings
Be a good communicator and listen to your team
Help your employees with career development
Have a clear vision and strategy for the team
Have technical skills so you can advise the team

6. Day to Day Management
Being a ‘visible manager’ who communicates with team members is essential
The findings show that managers who are enablers enjoy increased performance from their teams
Knowing employees, negotiating with them and on their behalf, builds trust
Delegation helps to increase skills and encourages additional development

7. Team Development
Team – a collection of individuals working together towards a common goal.
Psychologist Bruce Tuckman identified the steps that new groups take as:
Forming
Storming
Norming
Performing
Adjourning

8. Goal Setting
Goals are essential if progress is to be made, but they have to be quantifiable and aligned with business strategy
Goals must be:
Specific – clearly described
Measurable – in a simple way
Attainable – within capacity
Relevant – impacts positively on business
Time-bound – completed within a set time

9. Goal Amendment
Goals are not set in stone. Sometimes a goal can fail to return the expected results as quickly as expected.
Don’t be impatient – constant change is disruptive
Don’t continue with activity that clearly doesn’t work
Minor adjustments can bring clarity and balance

10. Appraisals and Feedback
The key elements of performance management are:
A common understanding of the organisation’s goals
Shared expectations of how individuals can contribute
Employees with the skill and ability to meet expectations
Individuals who are fully committed to the aims of the organisation
These outline how development can align with business goals

11. Appraisal and Feedback Methods
360° feedback methodology is most effective when combined with one-to-one appraisal discussions. Appraisals should also avoid making hard measures the primary focus without the methods to achieve targets being considered.

12. Appraisal and Feedback Methods
Soft measures, in isolation, are also insufficient to determine employee effectiveness. Experienced HR will take a global approach to appraisals by including performance, goals and business values.