Week 1 - Introductions Basics & Principles of Performance Management.pdf
- 2. Continuous process of improving performance by setting individual and team goals which are aligned to the strategic goals of the organisation It involves: • Performance planning to achieve goals • Reviewing and assessing progress • Developing knowledge, skills and abilities PM DEFINED
- 3. DEFINITION OF PERFORMANCE MANAGEMENT CONTINUOUS PROCESS IDENTIFYING MEASURING DEVELOPING Performance of individuals & teams ALIGNG PERFORMANCE WITH THE STRATEGIC GOALS OF THE ORGANISATION
- 4. Consider two main components of the definition: Continuous process: - It is an ongoing, future-oriented, and participative system - Never-ending process of setting goals and objectives - Observing performance constantly/regularly - Giving and receiving ongoing coaching and feedback - Aimed at improving employee performance Alignment with strategic goals: - Ensure that employee activities and outputs are congruent with organizational goals/objectives - To help an organization gain a competitive advantage - Create a direct link between employee performance and organizational goals - and makes employee contributions to the organization explicit.
- 5. D E F I N I T I O N S A means of getting better results from the organisation, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and attribute/competence requirements. It is a process for establishing shared/common understanding about what is to be achieved An approach to managing and developing people in a way that increases the probability that it will be achieved in the short and longer term.
- 6. Am I really committed to better service delivery at work? What is my contribution towards the achievement of strategic objectives? YOU HAVE TO ASK YOURSELF NOW …
- 7. SIMPLE PROPOSITION ‘When people know and understand what is expected of them, and have been able to take part in forming those expectations, they can and will perform to meet them’. It seeks to change the attitudes, values, and approaches of management and employees according to new strategies, processes and plans to improve productivity and performance.
- 8. Vision Mission Strategic Objectives Departmental Objectives Alignment of Job Descriptions ’s Functional analysis / job design Standardisation of JD’s Job Evaluation & Grading Performance Agreements Individual Development Plans Performance Review Performance Appraisal Performance Recognition Basic understanding e-OPMS IPMS (manual) HR systems Human Resources Process HR systems Financial Parameters Finance systems
- 9. OVERALL PRINCIPLES OF PM (Strebler et al 2001) • Have clear aims and measurable success criteria • Be designed and implemented with employee involvement • Be simple to understand and operate • Must be fundamental in achieving all management goals • Allow employees to have a clear understanding of their performance (contributions) and organizational goals • Focus on role clarity and performance improvement • Be closely linked to well-resourced training and development infrastructure • Directly linked to reward and build-in equity and transparency safeguards • Be regularly reviewed against its success criteria
- 10. VIEWS OF PRACTITIONERS ON PRINCIPLES OF PM (Armstrong & Baron (2004) • PM is what managers do: a natural process to manage • A Management tool which helps managers to manage • it is about how we manage people • Driven by corporate purpose and values • To obtain solutions that work • Only interested in things you can do something about and get a visible improvement • Focus on changing behavior rather than paperwork • Based on acceptable principles but operates flexibly • Focus on development, not pay • Success depends on what the organization is and needs to be in its performance culture
- 11. ETHICAL PRINCIPLES (Winstanley & Stuart-Smith, 1996). • Respect for the individual – treat people as “ends in themselves” and not merely as “means to other ends” • Mutual respect – parties involved respect each other • Procedural fairness – procedures operated fairly in accordance with principles • Transparency - people affected given opportunity to scrutinize the basis upon which decisions were made
- 12. STRATEGIC GOALS OF THE ORGANISATION PLAN Performance Agreement • Role profile-key results • KPI’s / learning goals and plans • Performance goals • Performance Development Plans THE PERFORMNACE MANAGEMENT CYCLE ACT Performance Activities • Carry out role/tasks • Implement P improvement plan • Implement PDP REVIEW Joint analysis of performance • Dialogue & feedback • P Assessment • Agree strengths & weaknesses and build on it • Agree areas for improvement MONITOR Ongoing performance management • Monitor performance • Continuous feedback • Coaching • Deal with under-performance
- 13. SUMMARY OF PERFORMANCE MANAGEMENT ACTIVITIES OVER A YEAR • Define role profiles, updating as necessary • Updated key result areas (KPA) and competency requirements • Define goals and standards of performance • Identify and define KPI’s • Draw up development plans (IDP’s) PERFORMANCE AGREEMENT Start of year Continuous dialogue End of year • Monitor progress and review evidence of achievement • Provide informal feedback as required • Provide coaching as required • Update role profiles and objectives as necessary ONGOING PERFORMANCE MANAGEMENT • Prepare performance review and analysing achievements against objectives • Identify specific strengths and weaknesses on the basis of evidence • Assess overall performance • Provide feedback • Use conclusions of performance review as a basis for next years performance and development agreement PERFORMANCE REVIEW
- 14. PERFORMANCE AGREEMENTS • Outcome of decisions made jointly by the manager and individual during the planning part of the performance management sequence • Provides a foundation for managing performance and guides improvement and development activities • Used as a reference point when planning and reviewing performance and is a key to PMS • Contains agreements on expectations in the form of results, competencies, and actions required
- 15. ROLE PROFILES • Role profile is the basis of agreement, and it defines the following: • Overall purpose: what the role exists to achieve • Key result areas – elements of role for which clear outputs and standards exist (KPI’s) • Knowledge and skills requirements: what role holder should know and be able to do • Behavioural competencies requirements: types of behavior required for successful performance
- 16. AIMS OF PERFORMANCE MANAGEMENT To attract & retain skilled staff To provide a Framework for Strategic management To clarify Accountabilities And empower people To improve Individual & team performance To provide Framework for Managing unacceptable performance To provide a Framework for Employment equity To create a performance culture To develop the Climate for motivation To develop skills, Competencies & Individual potential To provide Channels for communication To provide a basis For performance Related pay To integrate Corporate & individual Objectives PERFORMANCE MANAGEMENT
- 17. THE OVERALL AIM OF PERFORMANCE MANAGEMENT: • Is to establish a culture in which individuals and groups take responsibility for the continuous improvement of business processes and their own skills and contributions Thus: • PMS will aim to instill a customer-service, performance- oriented, transparency, and accountability culture within an organization and align service processes, rules, regulations, and practices with the new culture.
- 18. KEY BENEFITS OF PMS • PM focuses on results rather than behaviors and activities • Aligns organizational activities and processes to the goals of the organization • Cultivates a system-wide, long-term view of the organization. • Produce meaningful measurements
- 19. WHAT CAN THE PMS DO FOR THE ORGANISATION? • Create a high-performance culture – a high-performance organization • Improve organizational efficiency and effectiveness • Ensure quality services for greater customer satisfaction • Create a customer service-oriented culture • PMS aligned with vision and mission will provide a clear direction for organization • Link individual activities to organizational objectives • The organisation will become a learning organisation • The organisation will achieve its strategic objectives
- 20. WHAT CAN THE PMS DO FOR EMPLOYEES? • Increase motivation and commitment of employees • Enable individuals to develop their abilities • Ensure sustained growth and individual development • Positively influence behaviour to achieve organisational objectives • Improve individual and team performance • Deliver increasingly efficient and effective services • Responsive to the customers’ needs and ensure customer satisfaction • Motivate employees to achieve their full potential in line with organisational strategic objectives • It supports knowledge, skills and competency levels • Employees will understand their contribution to the vision and mission of org • Employees will commit themselves in their jobs • Employees will adapt to new challenges within the organisation • Provide basis for rewarding people • Assists in empowering people and to retain high quality people • Can lead to performance related salaries
- 21. MANAGING THE PMS PROCESS • Leadership, support and commitment to the implementation, enforcement, monitoring and evaluation of the PMS will ultimately provide the impetus for its implementation. • In the absence thereof the PMS is not likely to succeed • PMS is a process owned and driven by line managers and should be regarded as an integral part of the continuing process of management • The implementation of the PMS should be seen as a process and not as an event. • Therefore, it is a total company effort and cannot be left to one person, one division or one Department. • Leadership plays a pivotal role to steer, guide and direct the implementation of the PMS in the organisation. • Thus, performance management will become the core function of all the supervisors, managers, executives etc.