Performance Management.pptx
- 1. Performance Management Performance Management is: 1. Getting results through motivated people 2. Setting clear and compelling goals 3. Regular performance reviews, formal and informal 4. Making sure people know and understand what is expected of them 5. People doing what they are best at every day
- 2. Effective Performance Management • Individuals are clear on how their performance contributes to the organisations goals & targets • Helps to drive overall performance via individual development • People feel involved • Promotes a more collaborative environment • Motivational and helps to increase mutual understanding • A happier & more productive working environment • Creates a feeling of trust
- 3. The Difference Performance Management • A strategic, integrated process concerned with long term goals; it links various aspects of the business, people management, individuals and teams Performance Appraisal • Operational: • short to medium term • concerned only with the individual and their performance and development
- 4. No clear aims, objectives or roles? • Lack of confidence for team • Confusion • Uncertainty • Incompletion of task • Time wasted on non-essential tasks • Loss of respect for leader • No sense of achievement • Chaos or headless chicken mode!
- 5. High Moderate Limited Low Performance High Potential Good Performance High Potential Performance High Potential Needs Development Meets Expectations Exceeds Expectations 1C 2C Low Performance Moderate Potential 3C Low Performance Limited Potential Low 1B 2B Good Performance Moderate Potential 3B Good Performance Limited Potential 1A High 2A High Performance Moderate Potential 3A High Performance Limited Potential High 9 Box Performance-Potential Matrix Performance - technical skills, abilities, and subject matter knowledge in job related field; ability to develop and maintain working relationships which Incorporate company values. Potential - the ability or capacity for growth and development into a leadership role. Leader - one who guides, directs, influences, and shows the way to others. P O T E N T I A L L E A D E R
- 6. Performance Levels BOX 4 High Competence/High Commitment Experienced at the job, and comfortable with their own ability to do it well. May even be more skilled than the leader. BOX 3 High Competence/Variable Commitment Experienced and capable, but may lack the confidence to go it alone, or the motivation to do it well/quickly. BOX 2 Some Competence, Low Commitment May have some relevant skills, but won’t be able to do the job without help. The task or the situation may be new to them. BOX 1 Low Competence, Low Commitment Generally lacking the specific skills required for the job in hand, and lacks any confidence and/or motivation to tackle it.
- 7. Managing Performance SETTING OBJECTIVES CHALLENGING OBSERVATION COACHING MOTIVATION REGULAR REVIEW FEEDBACK PRAISE EVERY WORKING DAY OF THE YEAR
- 9. Performance Management key areas 1. Role definition – the key result areas and competence requirements are agreed 2. The performance agreement – it defines expectations 3. The Personal Development Plan (PDP) – which sets out the actions people to take 4. Ongoing management of performance 5. Performance review –the formal evaluation stage
- 10. Poor Performance • What is it and how do you define it? • There are 3 basic types of poor performance, what do you think they could be? • What steps/process do you propose for managing poor performance? • What do you think causes a drop in people’s performance? • in your group draft or recall at least 5 questions (as a minimum)
- 11. Poor Performance • A simple definition is the gap between the employee's actual performance and the level of performance required by the organisation.
- 12. Poor Performance • There are three basic types of poor performance: • unsatisfactory work content — in terms of quantity, quality, etc. • breaches of work practices, procedures and rules — such as breaching occupational health and safety requirements, excessive absenteeism, theft, harassment of other employees, etc. and • employees' personal problems — usually 'off-the-job' issues that affect their performance at work.
- 13. Managing poor performance 1.Identify the areas of underperformance – be specific 2.Establish the causes of poor performance 3.Gain agreement on actions to improve the performance 4.Ensure the necessary resources are provided to support new behaviours 5.Arrange for coaching 6.Make available additional training 7.Monitor progress and provide feedback 8.Make available additional guidance as required 9.As a last resort, invoke the capability or disciplinary procedure, starting with an informal warning
- 14. Handling Difficult People • Ask open questions • Give them time to talk • Pin them to their performance • Focus on the future • Get them to agree targets • Use forms as a starting point or agenda • Discuss long term development • Stick to performance • Stick to the evidence • No surprises • Start with something good • Be sympathetic, but strong • Control the agenda
- 15. The Review Process 1. The objective of performance review is to continue good performance or improve performance in employees 2. They must be aware of the process and it’s benefits 3. Performance must be based on standards that are agreed between the employee and their Manager – it’s a positive way to get employees involved
- 16. Performance Review Involves • Review of past performance and achievements • Setting appropriate objectives • Giving direction on performance expectations • Giving constructive feedback • Discussing individuals aspirations and development
- 17. The Review Conversation • Clarify objectives, standards and timescales, monitoring, accountabilities • Use questions to draw out information • Agree development needs – but manage expectations • Summarise actions