1. Managing performance
What is it?
Why? How?

2. 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

3. 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.

4. 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

5. 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.

6. 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.

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

8. 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

9. 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

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

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

12. 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

13. 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

14. 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)

15. 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

16. 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

17. 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