Presentation is loading. Please wait.

Presentation is loading. Please wait.


Similar presentations

Presentation on theme: "SESSION ONE PERFORMANCE MANAGEMENT & APPRAISALS."— Presentation transcript:


2 Performance Management
It is a process that allows you to plan performance, manage performance and review performance

3 Performance Management
Planning Performance Means Establishing key objectives for each individual to reflect priorities & budgets.

4 Performance Management
Managing Performance Is about managing for success from day-to-day and involves you in: Monitoring and evaluating progress Clarifying changes in expectations Finding ways to overcome obstacles

5 Performance Management
Reviewing Performance Is an assessment at achievement in terms of key objectives and whole job performance

6 Performance Management Cycle
planning Reviewing Performance managing

7 The Basic Principles of Performance Management
The aim of the Performance Management is to: Provide greater clarity about WHAT is required in a job and HOW it should be done Further develop two-way communication between YOU the manager and your staff Introduce (and support) a greater focus on identifying and planning Development needs Offer structure for on-going feedback, i.e. it is not must to be seen as a ‘once a year’ task

8 How will managing performance help ?
It will ensure that we are Making the most of everyone’s skills and maximizing individual potential Developing the skills, knowledge and behavior we need Recognizing and rewarding those factors that lead to excellent performance

9 Exercise: How do we manage performance at my workplace
In small groups, consider How do we manage performance throughout the year where I work? What processes are there to: Plan i.e. set objectives or targets Coach people to help them perform well Review and appraise their performance What is the most time spent on- Planning, Coaching or Reviewing? Are there any areas neglected and what is the impact of this?

10 Performance management Systems
The Purposes Feedback – let employees know how well they have done Development – Work with employees to improve Documentation – to meet legal requirements

11 Difficulties in Performance Management
Focus on the individual Focus on the Process

12 Performance Appraisal
Introduction The Performance Appraisal is a formal process by which each employee's performance is evaluated The process should be based on job analysis and includes decisions about who should evaluate performance

13 Performance Appraisal
The Linkage to Motivation Employees are motivated by the linkages they perceive between their efforts and performance and between their performance and rewards Performance appraisals can increase employee confidence when employees receive feedback that their efforts are paying off

14 Effectively Evaluating Employees
Prepare for and schedule the appraisal in advance Create a supportive environment to put employees at ease Describe the purpose of the appraisals to employees Involve employees to the appraisals discussion including a self-evaluation

15 Effectively Evaluating Employees
Focus discussion on work behaviours not the employees Support your evaluation with specific examples Give both positive & negative feedback Ensure employees understand what was discussed in the appraisals Generate a development plan

16 Performance Appraisals
HRM practices must be bias free, objective and job-related Valid performance appraisals are conducted at established intervals and are done by trained appraisers

17 The Appraisals Process
A- Establishment of performance standards Derived from company strategy Based on job description B- Communication of expectations to employees

18 The Appraisals Process
C- Measurement of performance using information from Personal Observation Statistical reports Oral reports Written reports

19 The Appraisals Process
D- Comparison of actual performance with standards E- Discussion of appraisals with employee F- Initiative of corrective action where necessary Immediate action deals with symptoms Basic corrective action deals with causes

20 Creating More Effective Performance Management
Use behavior-based measures Combine absolute and relative standards Provide ongoing feedback Have multiple raters Rate selectively Train appraisers

21 International Performance Appraisals
Who perform the appraisals Quantitative measures may be misleading Which evaluation format will be used

22 How to Conduct an Effective Performance Appraisal
Step 1: Setting the scene Step 2: Review progress on agreed job objectives and development at any technical skills Step 3: Review Demonstrations of behaviour Step 4 : Work towards reducing gaps

23 How to Conduct an Effective Performance Appraisal
Step 5: Agree on overall performance rating Step 6: Start agreeing goal statement for the forthcoming year Step 7: Start action planning for development Step 8: Agree on next step

24 Performance Appraisal Form
Case Study Performance Appraisal Form


26 Emotional Responses to Data
Denial – “This can’t be true; I don’t believe it” Anger – “How can you say this to me?”; Withdrawal – from the situation Acceptance – “I can understand this now; I see how this could have been perceived in that way”

27 Using Data/Evidence to support Staff Development
What factors could get in the way of obtaining objective data? What are the things that affect us from making objective or fair judgments about people?

28 Exercise: Increasing my self-awareness and objectivity
Which BIASES do I think I am most susceptible to? Which ones I would like to seek FEEDBACK on? What ACTION will I take as a result?


30 Objective Setting Objective Setting is concerned with converting thinking and planning about where the department or organization is going into what individuals must do to help it get there

31 What are Objectives ? Typically, key responsibilities broken down into tasks Key activities or projects the individual needs to achieve over a period of time They focus on both development and/or improvement An employee would typically have 3-4 focused on performance and one on something developmental

32 Objective Setting Consider your own experiences:
What are the factors that contributed to effective and less effective objectives ?

33 Objectives Should Be S Specific M Measurable A Achievable R Relevant
T Time-bound

34 SMART Objectives For each of the following objectives, determine whether they are ‘SMART’ or not Learn how to use a PC Introduce a performance management system by November Introduce quick wins to motivate staff Give more feedback to staff on a regular basis

35 When setting Objectives consider:
Outputs – what will it look like when successful ? Who else is involved ? The individual’s unique contribution Timescales Constraints (i.e. things that may be obstacles) Factors that are outside the individuals control The standards to be achieved How you will measure success / gather feedback

36 Introduction to Action Plan
Now write your ideal state as a goal What action steps do you need to take to reach your goal? Is the goal SMART? If you answered ‘No’ to any of the above goal characteristics, revise your goal accordingly


Similar presentations

Ads by Google