2 Performance Management It is a process that allows you to plan performance, manage performance and review performance
3 Performance Management Planning PerformanceMeans Establishing key objectives for each individual to reflect priorities & budgets.
4 Performance Management Managing PerformanceIs about managing for success from day-to-day and involves you in:Monitoring and evaluating progressClarifying changes in expectationsFinding ways to overcome obstacles
5 Performance Management Reviewing PerformanceIs an assessment at achievement in terms of key objectives and whole job performance
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 doneFurther develop two-way communication between YOU the manager and your staffIntroduce (and support) a greater focus on identifying and planning Development needsOffer 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 areMaking the most of everyone’s skills and maximizing individual potentialDeveloping the skills, knowledge and behavior we needRecognizing and rewarding those factors that lead to excellent performance
9 Exercise: How do we manage performance at my workplace In small groups, considerHow do we manage performance throughout the year where I work?What processes are there to:Plan i.e. set objectives or targetsCoach people to help them perform wellReview and appraise their performanceWhat 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 PurposesFeedback – let employees knowhow well they have doneDevelopment – Work with employees toimproveDocumentation – to meet legal requirements
11 Difficulties in Performance Management Focus on the individualFocus on the Process
12 Performance Appraisal IntroductionThe Performance Appraisal is a formal process by which each employee's performance is evaluatedThe process should be based on job analysis and includes decisions about who should evaluate performance
13 Performance Appraisal The Linkage to MotivationEmployees are motivated by the linkages they perceive between their efforts and performance and between their performance and rewardsPerformance 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 inadvanceCreate a supportive environment to putemployees at easeDescribe the purpose of the appraisals toemployeesInvolve employees to the appraisals discussionincluding a self-evaluation
15 Effectively Evaluating Employees Focus discussion on work behaviours not theemployeesSupport your evaluation with specific examplesGive both positive & negative feedbackEnsure employees understand what wasdiscussed in the appraisalsGenerate a development plan
16 Performance Appraisals HRM practices must be bias free, objective and job-relatedValid performance appraisals are conducted at established intervals and are done by trained appraisers
17 The Appraisals Process A- Establishment of performance standardsDerived from company strategyBased on job descriptionB- Communication of expectations toemployees
18 The Appraisals Process C- Measurement of performance usinginformation fromPersonal ObservationStatistical reportsOral reportsWritten reports
19 The Appraisals Process D- Comparison of actual performance withstandardsE- Discussion of appraisals with employeeF- Initiative of corrective action where necessaryImmediate action deals with symptomsBasic corrective action deals with causes
20 Creating More Effective Performance Management Use behavior-based measuresCombine absolute and relative standardsProvide ongoing feedbackHave multiple ratersRate selectivelyTrain appraisers
21 International Performance Appraisals Who perform the appraisalsQuantitative measures may be misleadingWhich evaluation format will be used
22 How to Conduct an Effective Performance Appraisal Step 1: Setting the sceneStep 2: Review progress on agreed jobobjectives and development at anytechnical skillsStep 3: Review Demonstrations of behaviourStep 4 : Work towards reducing gaps
23 How to Conduct an Effective Performance Appraisal Step 5: Agree on overall performance ratingStep 6: Start agreeing goal statement forthe forthcoming yearStep 7: Start action planning fordevelopmentStep 8: Agree on next step
24 Performance Appraisal Form Case StudyPerformance 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 situationAcceptance – “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 SettingObjective 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 tasksKey activities or projects the individual needs to achieve over a period of timeThey focus on both development and/or improvementAn 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 ObjectivesFor each of the following objectives, determine whether they are ‘SMART’ or notLearn how to use a PCIntroduce a performance management system by NovemberIntroduce quick wins to motivate staffGive 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 contributionTimescalesConstraints (i.e. things that may be obstacles)Factors that are outside the individuals controlThe standards to be achievedHow you will measure success / gather feedback
36 Introduction to Action Plan Now write your ideal state as a goalWhat 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