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OutcomeUnderstand the process of performance management andhow it helps employees in their professional development.
Objectives Plan and analyse work activities using appropriate objective
setting techniques and processes. Review development needs and evaluate the effectiveness ofactivities.
Use suitable methods with clearly defined and relevantcriteria and objective, to assess the performance ofcolleagues.
Identify factors affecting the quality of performance and usethese to provide clear and constructive feedback onperformance to colleagues.
Incorporate results of assessment into personaldevelopment plans and other organisational procedures fordealing with performance issues.
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Controlled performance
Planning objectives& targets
Take correctiveaction
Establishing standardsof
performance Compare deviations
Monitoring actualperformance
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Performance Management: is a means of getting betterresults by managing performance within an agreedframework of goals, standards and competence requirements.It is a process to establish a shared understanding about whatis to be achieved, and an approach to managing anddeveloping people
Line management- business devise it and not the HRmanagers
Specific- According to the customised requirements of theorganisation and its people
Future-based- future oriented to work for what theorganisation future needs are and how the individuals shouldsatisfy them
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Business plan: identify the competence required tocarry it out
Draw up a performance agreement, expectations,performance standards, performance indicatorsand the skills and competence people need
Draw up a performance and development plan-training needs
Manage performance constantly, appraise andreinforce
Performance review, compare performance resultsat the end of the period with the planned
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Goals and objectives of individualsinfluence: What they perceive What they learn
What they do How they are motivatedPeople need to know what their objectivesare and that enables them to do thefollowing Plan and direct their effort Monitor their performance Reward of achievement Tasks have meaning and purpose Motivation of a challenge Avoid the de-motivation
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Benchmarking is a continuous, systematic,process for evaluating the products, services,
and
work processes of organisations that arerecognised as representing best practices forthe purpose of organisational improvement
Internal benchmarkingCompetitive benchmarkingProcess or activity benchmarks
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Feedback is communication, which offersinformation to an individual or group abouthow their performance, results or behaviours
are perceived or assessed by othersTypes of feedback Motivational feedback Developmental feedback
Constructive feedback
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Positive feedback acts as a reinforcer orreward so helps in motivation andcommitmentNegative feedback delivered constructivelyprovides information for learningFeedback on performance enriches workadding to employee satisfactionFeedback on progress helps employeesmanage their performanceOngoing contributes to an effectivemanagement style
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AssertivenessRespect for othersRequires skillsChoose the right timeStart with positivesFocus on the behaviourBe accurate
Dont tackle everything at once Close with encouragement
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Performance appraisalIs the process whereby an individuals performance is reviewed against previously agreed goals, and where newgoals are agreed which will develop the individual and
improve performance over the forthcoming review period
Purpose of appraisal Reward review
Performance review Potential review
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Uses of appraisal
Identify current performance to determine training needs Identify areas of improvement to meet acceptable standards
of performance Identify high performers for promotions Measuring performance to provide basis for reward above
the basic salaries Measuring performance of new recruits to evaluate selection
procedures Improve task related communication between levels The process of defining performance helps establish
expected standards, which must be reached to achieveplanned objectives
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Why have a system
To help managers get a coherent, complete and objectivepicture of their subordinates performance
For them to give due time and attention to theirsubordinates shortcomings as to improve performance Performance reviews should be justified in writing and face
to face with the subordinate For all managers to use same set of criteria for assessing
performance and appraisals can be compared objectively Managers could regularly provide feedback even if it is a
difficult situation for them to handle
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The process of appraisal Identify criteria for assessment Prepare appraisal report An appraisal interview- for an exchange of results of
assessment, targets for improvement and solutions toproblems etc Prepare and implement action plans- to achieve
improvement and changes agreed Monitoring the progress of action plan
What should be m onitored and assessed Choosing assessment criteria
Job analysis Job descriptionDepartmental or team plans, performance, standards and targets
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Monitoring and reporting Overall assessment Guided assessment Grading Result oriented schemes
Correcting under performance Identify areas of under-performance Give the individual opportunity to explain reasons for
underperformance Ensure the individual is aware of acceptable level/standard
of performance Set time period for improvement
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Who does the appraising Current or previous boss (temporary supervisors) Peers & co-workers Subordinates External customer
Self appraisal
36 degree feedback Highlights every aspect of individuals performance, and
allows comparisons with individuals self -assessment withthe views of others
Feedback tends to be balanced- strengths and weaknessesso less discouraging
Assessment is based on real work, so feedback is felt to bemore fairer and relevant, making it easier for individuals toaccept need for change and development
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Upward appraisal Subordinates know their (one) superiors better than the
superiors know their (many) subordinates Instead of the possible bias of an individuals manager
rating, the various ratings of several employees may reflecta rounded view
Subordinates rating have more impact, feedback aboutmanagers coming from people who are being managed
Upward appraisal encourages employees to raise any issuesthey may have
The appraisal interview Tell and sell method Tell and listen method Problem solving approach
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Follow up Inform employee the results of appraisal Carry out agreed actions on training or promotion Monitor employees progress and check if s(he) is following
improvement plan Provide guidance and support to the employee for
improvement and development
Assessing potential Strengths and weaknesses in employees existing skills and
qualities Possibilities and strategies for improvement and
development Employees goals and aspirations to career progression Opportunities available in the organisation
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Interpersonal behaviourCoachingMentoring
Counselling
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Discipline Negative & Positive disciplines
Types of d isciplinary situations Poor timekeeping, excessive absenteeism, defective/ inadequate
work performance, breaking rules and etc
Disciplinary action Informal talk, verbal warning, written warning, disciplinarylayoff/ suspension, demotion, discharge
Relationship management in disciplinary situations Immediacy, advance warning, consistency, impersonality &
privacyDisciplinary interviews
Gather the facts, determine the organisations position, identifyaims of the interview and ensure organisations disciplinaryprocedures have been followed
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Grievance procedures Grades of the employee Rights of the employee Procedures for pursuing a grievance
Grievance interviews Exploration Consideration reply
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Termination of employmentDismissalProvisions of unfair dismissal
Prevent discrimination and value diversity
