Managing performance
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This document discusses managing employee performance. It covers: - The importance of managing performance to set goals and address issues. - Having a structured performance management process for fairness and avoiding legal issues. - The performance management cycle of setting objectives, monitoring, reviewing, and providing development opportunities. - Informal performance management involves blank meetings to discuss issues and solutions. - Formal performance management is for addressing allegations through an investigation and meeting process with potential sanctions. - Scenarios are provided to demonstrate how performance issues would be handled.
Managing performance
- 1. Managing Performance Managing Performance: April 2012 1
- 2. Domestics Managing Performance: April 2012 2
- 3. How do you feel about managing performance? Managing Performance: April 2012 3
- 4. We will cover the following: • Why manage performance? • Why have a process? • Performance Management cycle • Performance Management (Formal/Informal) • Performance Management (Meetings) • In practice – scenarios Managing Performance: April 2012 4
- 5. Why manage performance? • Goals and objectives as a organisation/ department/team/individual. • Regular conversations about workload, objectives, developmental needs and other people related issues. • Manage the above through ‘Performance Management’ = structured approach. Managing Performance: April 2012 5
- 6. Why have a process? • Objective • Fairness and consistency • Avoid legal repercussions Managing Performance: April 2012 6
- 7. Performance management cycle 1. Agree objectives 7. Recognise & 2. Communicate reward success expectations 3. Create action 6. Review plan performance 5. Provide 4. Monitor and development support opportunities Managing Performance: April 2012 7
- 8. Performance Management –informal What is the process? Fill in the b _ an _ s Managing Performance: April 2012 8
- 9. Conducting meetings – informal (PIP) • arrange room, Pre-meeting • prep documents e.g. PIP and meeting guidance documents, • gain HR guidance. • introductions and purpose Beginning • issues and repercussions of no improvement • format of meeting(s) • duration of PIP process Middle • issues and solutions with timescales (from them and you). End • clarify agreements made • arrange next/all meetings Post-meeting • confirm meetings e.g. calendar invites • follow through on any actions agreed from you Managing Performance: April 2012 9
- 10. Performance Management – formal What is the process? Fill in the b _ an _ s Managing Performance: April 2012 10
- 11. Conducting meetings - formal • guidance tools Pre-meeting • review investigation docs. • clarify questions • introductions and purpose Beginning • allegations and potential outcome • format of meeting Middle • ask questions/clarify with evidence • adjourn and re-adjourn for decision End • sanction and right to appeal with timescales Post-meeting • letter and notes Managing Performance: April 2012 11
- 12. Scenarios What would you do? Managing Performance: April 2012 12
- 13. We have covered the following: • Why manage performance? • Why have a process? • Performance Management cycle • Which way? (Formal/Informal) • In practice – scenarios Managing Performance: April 2012 13
- 14. Take-away • New learning today • Do different after today Managing Performance: April 2012 14
- 15. Questions? Managing Performance: April 2012 15
Editor's Notes
- #2: Do: IntroductionsVery informal learning session today. We are restricted by time but would like all to openly discuss and ask questions when they need to. "The art of leadership is saying no, not yes. It is very easy to say yes." --Tony BlairDuration: 2-3 mins
- #3: Do:Talk through. Time – duration of sessionNo phones/ silentLet me know if your’re unhappy with temperature or pace of the sessionDuration: 30 sec
- #4: Activity: Ask the participants to discuss with each other or as a group. Say: Many people feel overwhelmed when it comes to this topic. It’s difficult to know where to start. Today will help.Duration: 2 min (6)
- #5: Do: Read throughDuration:30 sec
- #6: Read slide include notes in bold below:Goals and objectives as a organisation/ department/team/individual.Manage with regular conversations about workload, objectives, developmental needs and other people related issues.‘Performance Management’ = structured approachto managing the aboveDuration: 1 mins
- #7: Ask : what are your thoughts?Establish there are lots of pro’s.Activity: Ask group ‘What do you think are the effects you see when Performance is not Managed? Effects of not managing performance,No clear objectives,No feedback to get people on trackLow levels of training & dev (because it wasn’t identified in the first place)No objective link between effort and rewardLow moraleDuration: 3 min
- #8: What tools do we currently use in the business to manage staff? File note, Appraisals and PDP’s, formal Performance Management process.Optional Activity: Participants are given a blank cycle with cut out text, they have to match the text into the cycle, into the correct order.Duration:2 min
- #9: Flowchart – with sections missing, they fill in the blanks? Hand out Performance Management Flowchart Say: For e.g. an incident occurs, SCENARIO NEEDED!!!!!!!How do you manage it? How do you decide whether you go down the formal or informal route? Talk through using the flowchart. Duration: 5-10 min
- #10: Facilitate group discussion around the above,Handouts: 1. Performance Management Flowchart2. Meeting Guidance doc.3. PIP doc.Duration: 5-10 min (30 minutes)
- #11: Ask: What is the process? Handout:Flowchart – with sections missing, they fill in the blanks? Duration: 5-10 min
- #12: Facilitate group discussion around the above,Handouts: Meeting Guidance doc.Disciplinary policy… suspension forms/process?Duration: 5-10 min (30mins)
- #13: In pairs identify steps to take and outcome/sanction.Discuss as a group."Unless commitment is made, there are only promises and hopes…but no plans."Peter Drucker, Business Guru, Author, Professor of BusinessDuration: 10-15 min
- #14: Duration: 30 sec
- #15: Ask them to individually state the above. One of each.Duration: 1 min
- #16: Handout: Training evaluation formAll relevant handouts will be sent to them via email.Duration: 5-10 minTotal Duration: 45 min – 1hr