1. Performance Management

2. Performance Management is one of the most important aspects of a manager’s role.
“It’s enabling and encouraging the right people to do the right things at the right time.”

3. Performance Management
An iterative process of goal-setting, communication, observation and evaluation to support, retain and develop exceptional employees for organizational success.

4. Contributions of Performance Management
For Employees
Clarify definitions of
Work
success criteria
Increase motivation to perform
Increase self-esteem
Enhance self-insight and development
For Managers
Communicate supervisors’ views of performance more clearly
Managers gain insight about subordinates
Better and more timely differentiation between good and poor performers
Employees become more competent

5. Definition of PM 1. Continuous Process of 2. Aligning performance with
Identifying
Measuring
Developing
The performance of individuals and teams
2. Aligning performance
with
Strategic Goals of the organization

6. Contributions of Performance Management For Organization/HR Function
Clarify organizational goals
Facilitate organizational change
Fairer, more appropriate administrative actions
Better protection from lawsuits

7. Purposes of PM Systems
Strategic
Administrative
Informational
Developmental
Organizational maintenance
Reporting

8. An Ideal PM System: Characteristics
Congruent with organizational strategy
Thorough
Practical
Meaningful
Specific
Identifies effective/ ineffective performance
Reliable
Valid
Acceptable and Fair
Inclusive
Open (No Secrets)
Correctable
Standardized
Ethical

9. Effective Performance Management
A comprehensive process maximizing engagement, development, and performance of all employees in the employment lifecycle by:
Proactively focusing on employee development, talent and succession management
Aligning employee work to department goals and objectives (line of sight), defining and communicating performance expectations regularly
Linking performance to compensation, recognition, and rewards
Remaining flexible, efficient, measurable, fair, and transparent

10. Developing Goals SMART Goal Model- Planning Specific Measurable
Accountable
Realistic
Time-bound

11. Performance Management: A four step process
Step 1: Performance Planning and Communication
Step 2: Training/Feedback
Step 3: Performance Review
Step 4: Staff Development

12. Purpose of the Institute’s Performance Evaluation Program.
Promote communication
Assure employee goals are aligned with supervisor’s and Institute’s goals.
Assess past performance.
Assure position description is up to date.
Set objectives and goals.

13. Why Manage Performance?
To reach organizational mission and goals
Encourage and reward behaviors aligned with organizational mission and goals
Curb or redirect non-productive activities

14. An Overview of the CAI Process
Supervisor completes evaluation and sends draft to HR.
Supervisor reviews the form with her/his own supervisor for approval and signature.
Supervisor schedules a meeting with staff.
Supervisor provides copy of evaluation to staff prior to meeting.

15. What do Employees Expect?
Clear expectations
Positive/constructive feedback on a regular basis
Involvement in goal setting
Be treated fairly and consistently
Sharing of information and resources
Job/career enrichment opportunities

16. Rating Scale 4 - Excellent (Exceeds Standards)
3 - Good (Fully Meets Standards)
2 – Acceptable (Usually Meets Standards)
1 – Unsatisfactory (Fails to Meet Standards)

17. The first part of the Performance Evaluation Form
1. Supervisors must comment on and rate how the employee met the responsibilities outlined in the position description.
2. Supervisors of exempt staff must comment on and rate separately the success of the employee in meeting each individual objective.

18. Ratings for the Position Description and Objectives Section
Consistently exceeds
Often exceeds
Achieves expectations
Below expectations

19. The actual performance evaluation form is divided into 3 main sections
1. Job Performance
2. Job Delivery
3. Interpersonal communications
Feel free to list other performance indicators from the reference guide.

20. Performance Characteristics A Reference Guide
The performance evaluation form is flexible.
Utilize extra characteristics to fully measure performance for your staff.
This guide is found on the Artranet under Learn/Human Resources.

21. Performance indicator measurement.
Consistently Exceeds Expectations: Performance nearly always exceeds the requirements of the position.
Often Exceeds : Frequently exceeds the expectations of the requirements of the position.
Achieves Expectations: Fully achieves the expected .
Below Expectations: Performance is below the accepted standards in this area. Improvement is needed and expected. Requires additional training or coaching in order to consistently meet standards; completed tasks often need follow-up or an excessive amount of supervision is needed.

22. Conducting the Meeting
Review rating system
Discuss employee’s self review
Let employee talk
Be aware of all three parts of the messages you send:
Words
Tone
Body Language
Stay focused on performance

23. This section is on staff development
How can the employee enhance performance?
Are there skills & abilities they could learn to help improve what they do?
Professional development conversations take place here.
It is important to ask the employee what would they like to do? What does the employee feel would be helpful for them?

24. Organizing your thoughts and material
Review the individual’s position description. Note any changes you will want to discuss.
Review your weekly or monthly meeting notes.
Where does your dept need to be in the future? (Will they need different skills & abilities to fit into that future model?)
Review the long range plan for this div/dept.
Any strategic initiatives for this area?
Review last year’s performance review. How does it compare? (note improve, decline, or status quo).

25. Preparing for the Evaluation
Staff completes activity report, drafts objectives and gives to supervisor.
Staff completes supervisor evaluation form and gives to HR.
Supervisor reviews activity report and goals for the full year.
Supervisor and staff person reviews position description (P.D.)

26. Meeting Preparation No interruptions Private space.
Giving uninterrupted time conveys the importance of the conversation.
This is your chance to share the many positives with staff as well as any areas where there are development opportunities.

27. Conducting the performance meeting
Supervisor’s main responsibility is to listen in this meeting.
Review P.D. Note any suggested changes from either perspective if appropriate.
Go through written evaluation with staff and share expectations.
Review goals and note any items from activity reports.
Review performance indicators.
Set objectives and goals for next period.
Staff signs the review.
Supervisor sends completed form to HR with any suggested changes to PD.

28. Coaching
Note where an exceptionally good job was done. (Typically it will be repeated if it has been positively reinforced.)
Write a summary or bullet points of the above to cover in the performance meeting.
Be sure to point out items that were important and worked to move the dept. ahead.

29. Beware: Performance Pitfalls
An employee should not hear something negative for the first time at a performance evaluation.
Be careful of allowing one event (either overly positive or overly negative) to eclipse their performance for the year.

30. The key to good performance dialogue.
This meeting needs to be a two way conversation.
The supervisor’s message needs to be clearly communicated.
The conversation needs to be kept on track.

31. Objective setting: Be sure it’s S.M.A.R.T.
Specific
Measurable
Achievable
Results Oriented
Time bound

32. 5 Coaching Steps
Both agree on successes and where a problem may exist & what it is.
Discuss solutions.
Agree on plan of action.
Plan follow-up.
Positive reinforcement on action items or schedule more coaching.

33. Tip
It is often helpful for the staff person to turn in a self-appraisal. It is especially useful if you feel there may be divergent views on performance.
If you want to explore this tip have your staff person turn in a self-appraisal prior to you scheduling the evaluation meeting.

34. When Feedback works: Feedback from the employee’s perspective
When Feedback works: Feedback from the employee’s perspective. (adapted from Tom Coens & Mary Jenkins)
The giver of feedback had my best interests at heart and that I could benefit from it.
I was open to listening at the time.
The giver knew what she was talking about -I valued her opinion.
The feedback was heartfelt - sincere and I didn’t feel like I was being judged.
Their advice was specific with examples and clear advice.
There was information I needed to hear -it showed me a blind spot.

35. Performance Management
Management = getting work done through others
Manager’s performance is only as good as his/her employee’s performance
Manager’s job = performance
management of others

37. Performance Management
Organizational system
Focusing on employee performance
Consistently applied throughout
organization
With a supporting structure

38. Performance Management Performance Appraisals
Names of Systems
Performance Management
Performance Appraisals
Evaluation Systems
Job Review Systems
Feedback Systems

39. Performance Management
Ensuring appropriate performance by all employees through:
-Reinforcement
-Rewards
-Modeling
-Coaching
-Training
-Development
Using a consistent feedback system

40. Working of Performance Management
Managers Speaks with Employee re: performance
Continuously
Once per Year
Formal goals
Organizational Reporting System
Tied to Organizational Outcomes

41. PERFORMANCE = Doing present job at a certain level (high or low) as measured by a formal system
POTENTIAL =
Includes future service, learning interest, motivation level

42. -Based on Scientific Management concepts
PERFORMANCE MANAGEMENT
-Based on Scientific Management concepts
-Focus on observable performance
-Goal directed
-Planning required and formalized
-Consistent, continuous collection, analysis,
and collection of data
-Value of feedback reinforced
-Facilitates benchmarking

43. Principles of Performance Management
Supports business-oriented strategy
Is values based
Communicates organizational mission
Fulfills responsibilities to organizational members
Enables employees to manage own performance
Manages expectations (clarifies roles and responsibilities)
Creates partnership between management and employee
Emphasizes importance of measurement, feedback, and
reinforcement
Empowers employees
Natural extension of management

44. Production and Processing Costs
Associated Costs
Staff Costs
Production and Processing Costs
Training Costs
Action Costs
Opportunity Costs

45. Key PM Questions
1. Why assess performance
2. What performance to asses
3. How to assess performance
4. Who do assess performance
5. When to assess performance
6. How to communicate performance assessment

46. The WHY of Performance Management Systems
Administer Salary & Wages
-Correct Performance/Behavior
-Plan for Future (promotion, transfer, career dev)
-Facilitate Decision-Making (counseling, terminations)
-Facilitate Human Resource Planning
-Create Culture
-Building Good Relationships
-Increase Organizational Loyalty
-Determine Effectiveness of Selection and
Placement Methods

47. Customer Satisfaction
Skills/Abilities/
Needs/Traits
Behaviors
Results
Job Knowledge
Perform Tasks
Sales
Strength
Obey Instructions
Production Levels
Coordination
Report Problems
Production Quality
Business Knowledge
Maintain Equipment
Scrap/Waste
Desire to Achieve
Follow Rules
Accidents
Dependability
Submit Suggestions
Equipment Repairs
Creativity
Follow-up
Customers Served
Leadership
Write Reports
Customer Satisfaction
Honesty
Completes Reviews
Feedback

48. Approaches to PM
Comparative
Attribute
Behavioral

49. Paired Comparisons Example
Rank each employee grouping overall or
on a characteristic:
Employee A and Employee B
Employee B and Employee C
Employee A and Employee C
Employee C and Employee D
Employee D and Employee A
Employee D and Employee B
etc.

50. WHO Should Assess Performance
Superior Only
Subordinate(s)
Peers/Coworkers
Self
Customers
Others
Subordinates
All Stakeholders

51. Factors Influencing T & D
Top management support
Commitments from Specialists and
Generalists
Technological Advances
Organizational Complexity
Behavioral Science Knowledge
Learning Principles
Performance of Other Human Resource Functions

52. Performance Management
Process that significantly affects organizational success
Managers and employees work together to set expectations, review results and reward performance.

53. Purposes of Performance Mangement
Strategic
Aligning employee performance with organizational objectives
Administrative
Making employment-related decisions
Developmental
Aiding employee growth