Performance Management
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The document discusses the role of talent management in performance management. It outlines key aspects of performance management including planning, analysis, review, and development. It then presents the ACIEVE model which identifies seven key factors that influence performance: Ability, Clarity & Confidence, Help & Support, Incentive & Motivation, Evaluation, Validity, and Environment. For each factor, it discusses possible causes of performance issues and potential solutions that can be developed and implemented.
![Environment
‧ [Internal] appropriate JD . R&R (
reward and recognition system).
leadership system of the
organization; organizaitonal
culture’ physical working
environment.
‧ [External] Market conditions
(student markets and external
market), competition , legal
framework , potential customers
and marketability of activity.
Possible Causes
Openly discuss implications
and co-create with your
people. Take into
consideration when planning;
always define market value
and then value proposition.
Reassess standards and
goals.
Possible Solutions
Talent Management AIESEC in Australia 1516](https://image.slidesharecdn.com/tmperformancemanagement-151009043602-lva1-app6892/85/Performance-Management-18-320.jpg)
Performance Management
- 1. Performance Management Talent Management AIESEC in Australia 1516
- 2. What is the role of in performance management ? T M Talent Management AIESEC in Australia 1516
- 3. Performance Review Performance Analysis Performance Development Talent Management AIESEC in Australia 1516
- 4. Performance Discrepancy Training Remove Punishment Install Rewards Make it Matter Remove Obstacles Feedback Practice Performance Discrepancy
- 5. The ModelAchieve Talent Management AIESEC in Australia 1516
- 6. bilityA Clarity & Confidence elp &SupportH ncentive & MotivationI valuationE alidityV E nvironment The model identifies the seven key factors that influence performance
- 7. Evaluate how each factor affects or will affect the performance of membership on a given task and hen select the solution that better fits the causes. What TM need to do: Base on data determine possible causes of performance problems Develop solutions.
- 8. How we do Performance Analysis? 0 1.25 2.5 3.75 5 UNSW UQ UWA MU Monash RMIT SA 1.08 0.82 1.78 1.25 1.63 0 4.3 1.22 0.1 0.86 0 0 2.6 0.27 0.1 0 0.25 0.567 0 0 0.2 0.25 0 0 0 0.2 Efficiency Actual Sales activity per person For example this is iGIP Q3 membership activities intensity VS efficiency. For some of the LC we realise that they have pretty high intensity but it doesn't convert to result. Sit down together with your front office VP find out both possible external reason and internal reason. Are we targeting the right market? Is our strategy effective? Is our membership have the attitude , skill or knowledge to achieve? Use the ACIEVE model to see where we can improve.
- 9. What are the processes? 1.Define the problem 2.Challenge and find out real 3.Predict the possible issues 4.Further research5.Prioritise issues 6.Develop solutions 7.Work on your solution 8.Review and evaluation
- 10. Performance Management Performance Planning: setting goals and directions for VPs, OCPs , TLs and Members at the beginning of a planned period and developing plans for achieving these goals. Coaching: day to day feedback and development activities aimed at enhancing performance Performance review : Overall evaluation of performance for the specific planned period Talent Management AIESEC in Australia 1516
- 11. Ability knowledge and transferable skills to complete the task successfully , experience , aptitudes Possible Causes education and training transition , conferences coaching , shadowing , reassignment of responsibilities , guided practice. Possible Solutions Talent Management AIESEC in Australia 1516
- 12. Clarity & Confidence Understanding , knowledge of why , what , when , how ; role clarity ( JD) goals and objectives , standards , priorities , self assuredness Possible Causes clarity of why, performance planning talks and agreements, revised JD , goal and objective review, standards review, manuals , internal or external experts, coaching , positive reinforcement Possible Solutions Talent Management AIESEC in Australia 1516
- 13. Help & Support The issues influence them from getting the job done ( too little or too much) Possible Causes more time , adequate budget , equipment , facilities , HR/ people , information , management training , coaching , supervision ( less or more ) , focused meetings , cooperation , support , revised objectives Possible Solutions The support and help can be from leaders , other functions ,peers, team members . Talent Management AIESEC in Australia 1516
- 14. Help & Support The issues influence them from getting the job done ( too little or too much) Possible Causes more time , adequate budget , equipment , facilities , HR/ people , information , management training , coaching , supervision ( less or more ) , focused meetings , cooperation , support , revised objectives Possible Solutions The support and help can be from leaders , other functions ,peers, team members . Talent Management AIESEC in Australia 1516
- 15. Incentive & Motivation Rewards (what’s in it for me ?), willingness to complete specific task successfully, positive reinforcement commitment Possible Causes more time , adequate budget , equipment , facilities , HR/ people , information , management training , coaching , supervision ( less or more ) , focused meetings , cooperation , support , revised objectives Possible Solutions Talent Management AIESEC in Australia 1516
- 16. Evaluation Performance feedback and coaching (none performing , negative , rare), no clear performance criteria and method of measurement. Possible Causes Plan regular feedback in ahead , informal as well as formal ; coaching after feedback , reinforce positive behaviour . establish criteria for success and methods to measure . create feedback culture in the organization. Possible Solutions Talent Management AIESEC in Australia 1516
- 17. Validity Fair practices . Preceded fairness ; established criteria . task legitimacy, create an achievement oriented culture. clear and no overlapping JD. Appropriate and consistent leadership behaviour. Possible Causes Policies regarding selection,training , evaluation & recognition . establish achievement oriented criteria , written evaluation; review standards or result to be achieved . Leaders decisions checked against guidance lines and policies. Possible Solutions Talent Management AIESEC in Australia 1516
- 18. Environment ‧ [Internal] appropriate JD . R&R ( reward and recognition system). leadership system of the organization; organizaitonal culture’ physical working environment. ‧ [External] Market conditions (student markets and external market), competition , legal framework , potential customers and marketability of activity. Possible Causes Openly discuss implications and co-create with your people. Take into consideration when planning; always define market value and then value proposition. Reassess standards and goals. Possible Solutions Talent Management AIESEC in Australia 1516
- 19. Let’s fold AIESEC with Achievers !