Performance Management Session 3

8/10/2019 Performance Management Session 3

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MBA (HRM) 5 th

Performance Management

Process of Performance Management (C:2)Performance Planning and Development (C: )

Disc!ssion "#$%&" &2"$#

B'aseeh r Rehman

ffaseeh*gmail+com,-P. M!ltan

,ntrod!ction,ntrod!ction


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P!rpose

/o s!pport the -cottish Parliament in f!lfilling its

constit!tional role as a representative andlegislative 0od' 0' providing professional advice

and services of the highest standards+

PM in Action at -cottish ParliamentPM in Action at -cottish Parliament


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Achieving p!rpose. aims and val!es

/o help achieve the a0ove a performance management s'stem has

0een developed specificall' to:Be simple to operate+

4sta0lish a clear lin 0et een 0!siness and individ!al o06ectives+

4ns!re commitment to o!r val!es and c!lt!re+

4ns!re that s ills and no ledge and 0ehavior are revie ed+



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Achieving p!rpose. aims and val!es Cont+

3enerate a thoro!gh and contin!ing revie of /7D needs+

4na0le !s to contin!e to improve the organi1ation8s performance+

4ns!re e can identif' and re ard e9ceptional performance andcontri0!tion+

,dentif' good and 0ad performance clearl'+



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Aims of performance management

Performance management is designed to:

4ns!re that hat e do is g!ided 0' o!r val!es and is relevant tothe p!rposes of the organi1ation+

4ns!re that e are all clear ho to demonstrate the s ills.

no ledge and 0ehaviors that are e9pected of !s+

4ns!re that e are clear hat o!r individ!al role is and ho eintend to f!lfill it+



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Aims of performance management Cont+

4ns!re that all team mem0ers receive constr!ctive feed0ac inorder to develop and improve performance+

4ns!re that a thoro!gh revie of training and development ta esplace as an integral part of the s'stem so that personaldevelopment plans reflect 0oth 0!siness and individ!al aims+

4ns!re that poor performance is identified ;!ic l' and s!pportprovided to eliminate it+



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Basis of performance management

Performance management involves meas!ring not onl' hether

6o0s are done 0!t ho the' are done+



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Basis of performance management Cont+

-taff are assessed against a set of eight core areas of competence:High ;!alit' servicefle9i0ilit' and adapta0ilit'personal contri0!tionpro0lem solving and decision ma ingleadership


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Basis of performance management Cont+

Positive and negative indicators e9ist against each area ofcompetence to ill!strate the a's in hich staff are e9pected to0ehave and the a's in hich the' are e9pected not to 0ehave+



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3ood performance management

3ood performance management is achieved thro!gh 0oth partiesens!ring that:

>e staff no hat is e9pected of them from the o!tset+

4ver'one is clear a0o!t corporate goals and or s to ards them+

?06ectives are -MAR/ (-pecific. Meas!ra0le. Achieva0le.Relevant. /ime related)+



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Personal development planA personal development plan is an important part of the s'stem+ ,t is

a plan on hich to record:

here the level of competence is met 0!t here e o!ld li e todevelop f!rther@

an' training and


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Personal development plan Cont+

,t gives 6o0holders and line managers the opport!nit' to:

identif'. disc!ss and agree development needs for the 'ear ahead

prioriti1e and plan ho these ill 0e addressed and achieved

agree and set dates for revie ing the plan

if necessar'. plan ho poor performance might 0e improved



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>eed of the PM-s>eed of the PM-s

The need for an efficient and effective PMSs has increasedover the last decade and the successful im lementation anduse of these s!stems has "ecome of aramount im ortance to

or#ani$ations% &nfortunatel!' onl! scattered information is availa"le in theliterature a"out the ro"lems that can "e e( ected durin# theim lementation and use rocesses%

)ven the failure rate *70+56,-' .hich is often mentioned inthe literature has never "een su"stantiated%


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CHPA/4R #CHPA/4R #

Performance Management Practices

1%Standard /hartered an 2% S3%)d a.ler Micheal Mc ermmot4%/hartered nstitute of Personnel and evelo ment */ P -

5%e+ e.ards


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Performance Management = Disc!ssionRole Profiles?06ective -etting

Performance Meas!res and AssessmentPerformance PlanningDevelopment Planning/he Performance Agreement

Performance and Development Planning & Chec list

ContentsContents


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Performance Management = Disc!ssion


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Performance management helps people get into action so that the'achieve planned and agreed res!lts (Armstrong. 2"" @ 2"$")+

Performance Management = Disc!ssionPerformance Management = Disc!ssion


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Performance management foc!ses on:

hat has to 0e done

Ho it sho!ld 0e donehat is to 0e achieved



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/he frame or for PM is provided 0' theperformance agreement . hich is the o!tcome of

performance and development planning +



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/he agreement provides the 0asis for:managing performance thro!gho!t the 'ear@andg!iding improvement and developmentactivities+

/he agreement is !sed as a reference point hen

revie ing performance and the achievement ofimprovement and development plans+



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Performance and development planning is carried o!t 6ointl' 0' themanager and the individ!al + /hese disc!ssions sho!ld lead to an

agreement on:

hat needs to 0e done 0' 0oth parties



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/he starting point for the performance and development plans isprovided 0' the role profile . hich defines the re;!ired:

Res!lts .no ledge.

- ills. andBehaviors +

/his provides the 0asis for agreeing o06ectives and performance

meas!res +

Performance and personal development plans are derived from ananal'sis of role re;!irements and performance in meeting them+



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Role Profiles


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/he 0asis of the performance and development agreement is a roleprofile. hich defines the role in terms of the e' res!lts e9pected .

hat role holders are e9pected to no and 0e a0le to do (technical competencies). and ho the' are e9pected to 0ehave in

terms of 0ehavioral competencies and !pholding theorgani1ation8s core val!es +

Role profiles need to 0e !pdated ever' time a formal performanceagreement is developed+

Role ProfilesRole Profiles


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Role Profile comprises follo ing:

Developing role profiles

Defining e' res!lt areasDefining technical competenciesDefining 0ehavioral competencies

Core val!es

Role ProfilesRole Profiles


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/o develop a role profile it is necessar' for the linemanager and the individ!al to get together and

agree e' res!lt areas . define hat the roleholder needs to no and 0e a0le to do and

ens!re that there is m!t!al !nderstanding of the

0ehavioral competencies re;!ired and the coreval!es the role holder is e9pected to !phold+

Role Profiles = Developing role profilesRole Profiles = Developing role profiles


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Defining e' res!lt areas

/o define e' res!lt areas individ!als sho!ld 0e as ed 0' their

manager to ans er ;!estions s!ch as:

hat do 'o! thin are the most important things 'o! have to dohat do 'o! 0elieve 'o! are e9pected to achieve in each of theseareasHo ill 'o! = or an'one else = no hether or not 'o! haveachieved them


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Defining technical competencies/o define technical competencies. i+e+ hat people need to no and

0e a0le to do. three ;!estions need to 0e ans ered:

/o perform this role effectivel'. hat has the role holder to 0e a0leto do ith regard to each of the e' res!lt areashat no ledge and s ills in terms of ;!alifications. technicaland proced!ral no ledge. pro0lem&solving. planning and

comm!nication s ills etc+ do role holders need to carr' o!t therole effectivel'Ho ill an'one no hen the role has 0een carried o!t ell


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Defining 0ehavioral competencies

/he !s!al approach to incl!ding 0ehavioral competencies in the

performance agreement is to !se a competenc' frame or developed for the organi1ation+ /he manager and the individ!al

can then disc!ss the implications of the frame or at theplanning stage+


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Defining 0ehavioral competencies Cont+

/he follo ing is an e9ample of a competence frame or :

Personal drive = demonstrate the drive to achieve. actingconfidentl' ith decisiveness and resilience+


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Business awareness = identif' and e9plore 0!siness opport!nities.!nderstand the 0!siness concerns and priorities of theorgani1ation and constantl' see methods of ens!ring that theorgani1ation 0ecomes more 0!siness li e+


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Teamwork = or cooperativel' and fle9i0l' ith other mem0ersof the team ith a f!ll !nderstanding of the role to 0e pla'ed as ateam mem0er+


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Communication = comm!nicate clearl' and pers!asivel'. orall' orin riting+


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Customer focus = e9ercise !nceasing care in loo ing after theinterests of e9ternal and internal c!stomers to ens!re that theirants. needs and e9pectations are met or e9ceeded+


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Developing others = foster the development of mem0ers of his orher team. providing feed0ac . s!pport. enco!ragement andcoaching+


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Flexibility = adapt to and or effectivel' in different sit!ationsand carr' o!t a variet' of tas s+


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Leadership = g!ide. enco!rage and motivate individ!als and teamsto achieve a desired res!lt+


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Planning = decide on co!rses of action. ens!ring that the reso!rcesre;!ired to implement the action ill 0e availa0le and sched!lingthe program of or re;!ired to achieve a defined end&res!lt+


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,ncreasingl'. performance management is 0eing !sed 0'organi1ations to enco!rage people Eto live the val!es8+ /hese

val!es can incl!de s!ch concerns as ;!alit' . contin!o!s improvement . c!stomer service . innovation . care and

consideration for people . environmental iss!es and e;!alopport!nit' + Disc!ssions held hen the performance agreement is

0eing reached can define hat these val!es mean as far asindivid!al 0ehavior is concerned+

Role Profiles = Core val!esRole Profiles = Core val!es


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/he -cottish Parliament emphasi1es that assessing ho ell people!phold core val!es is an integral part of performancemanagement. stating that:

?!r s!ccess depends on all of !s sharing the common val!es set o!tin the management plan. i+e+:

ntegrity e demonstrate high standards of honest' andrelia0ilit'+

mpartiality e are fair and even&handed in dealing ith mem0ersof the p!0lic and each other+

Role Profiles = Core val!esRole Profiles = Core val!es


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An e9ample of a role profile is sho n 0elo +

Role title : Data0ase administrator

Department : ,nformation s'stems

P!rpose of role : Responsi0le for the development and s!pport ofdata0ases and their !nderl'ing environment+

Role Profiles = 49ampleRole Profiles = 49ample


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e' res!lt areas:

,dentif' data0ase re;!irements for all pro6ects that re;!ire datamanagement in order to meet the needs of internal c!stomers +

Develop pro6ect plans colla0orativel' ith colleag!es to deliveragainst their data0ase needs+

-!pport !nderl'ing data0ase infrastr!ct!re+

iaise ith s'stem and soft are providers to o0tain prod!ctinformation and s!pport+



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ContF

Manage pro6ect reso!rces (people and e;!ipment) ithinpredefined 0!dget and criteria. as agreed ith line manager and

originating department+

Allocate or to and s!pervise contractors on da'&to&da' 0asis+

4ns!re sec!rit' of the !nderl'ing data0ase infrastr!ct!re thro!ghadherence to esta0lished protocols and to develop additionalsec!rit' protocols here needed+



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>eed to no :

?racle data0ase administration+?peration of Designer 2""" and ?racle forms -G

, administration. shell programming+



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A0le to:Anal'1e and choose 0et een options here the sol!tion is not al a'so0vio!s+Develop pro6ect plans and organi1e o n or load on a timescale of

$&2 months+Adapt to rapidl' changing needs and priorities itho!t losing sightof overall plans and priorities+,nterpret 0!dgets in order to manage reso!rces effectivel' ithinthem+

>egotiate ith s!ppliers+eep a0reast of technical developments and trends. 0ring these intoda'&to&da' or hen feasi0le and 0!ild them into ne pro6ectdevelopments+



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Behavioral competencies:Aim to get things done ell and set and meet challenging goals.create o n meas!res of e9cellence and constantl' see a's ofimproving performance+

Anal'1e information from range of so!rces and develop effectivesol!tions


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?06ective -etting


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?06ectives descri0e something that has to 0e accomplished+

?06ectives or goals (the terms are interchangea0le ) define hat

organi1ations. f!nctions. departments and individ!als aree9pected to achieve over a period of time+

?06ective setting that res!lts in an agreement on hat the roleholder has to achieve is an important part of the performancemanagement processes of defining and managing e9pectations

and forms the point of reference for performance revie s +

?06ective -etting?06ective -etting


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?06ective -etting needs disc!ssion on:

/'pes of o06ectives

3ood o06ective,ntegrating o06ectives?06ective&setting chec list

?06ective -etting?06ective -etting


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?ngoing Role or or ?06ectives

All roles have 0!ilt&in o06ectives . hich ma' 0e e9pressed as e'res!lt areas in a role profile +

/he definition of a e' res!lt area states that this is hat the roleholder is e9pected to achieve in this partic!lar aspect of the role+

or e9ample:E,dentif' data0ase re;!irements for all pro6ects that re;!ire data

management in order to meet the needs of internal c!stomers8 orEDeal ;!ic l' ith c!stomer ;!eries in order to create and

maintain high levels of satisfaction +8

?06ective -etting = /'pes of ?06ectives?06ective -etting = /'pes of ?06ectives


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?ngoing Role or or ?06ectives Cont+

A e' res!lt area statement sho!ld contain an indication of not onl'hat has to 0e done 0!t also h' it has to 0e done+

/he E h'8 part clarifies the ongoing o06ective 0!t it ma' 0enecessar' to e9pand that 0' reaching agreement on a

performance standard that descri0es hat good performance illloo li e +

A performance standard definition sho!ld ta e the form of astatement that performance ill 0e !p to standard if a desira0le .specified and o0serva0le res!lt happens + ,t sho!ld prefera0l' 0e;!antified in terms. for e9ample. of level of service or speed of

response+



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?ngoing Role or or ?06ectives Cont+

3ood role or or o06ectives ill clearl' define the activit' in termsof the res!lts and standards to 0e achieved+ /he' ma' 0e

s!pplemented 0' ;!antified targets+ Altho!gh descri0ed asongoing. the' need to 0e revie ed reg!larl' and. as necessar'.

modified +



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/argets

/argets are o06ectives that define the ;!antifia0le res!lts to 0eattained as meas!red in s!ch terms as o!tp!t . thro!ghp!t .income . sales . levels of service deliver' . cost red!ction and

red!ction of re6ect rates + /h!s a c!stomer service target co!ld 0eto respond to I"J of ;!eries ithin t o or ing da's+



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/as s


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Behavioral 49pectations

Behavioral e9pectations are often set o!t generall' in competenc'frame or s 0!t the' ma' also 0e defined individ!all' !nder the

frame or headings+

Competenc' frame or s ma' deal ith areas of 0ehavior associatedith core val!es . for e9ample team or . 0!t the' often convert

the aspirations contained in val!e statements into more specifice9amples of desira0le and !ndesira0le 0ehavior. hich can help in

planning and revie ing performance+



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Kal!es

49pectations can 0e defined for !pholding the core val!es of theorgani1ation+ /he aim o!ld 0e to ens!re that espo!sed val!es

(that s!pplement) 0ecome val!es in !se +



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Performance ,mprovement

Performance improvement o06ectives define hat needs to 0e doneto achieve 0etter res!lts + /he' ma' 0e e9pressed in a performanceimprovement plan. hich specifies hat actions need to 0e ta en

0' role holders and their managers+



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Developmental< earning

Developmental or learning o06ectives specif' areas for personaldevelopment and learning in the shape of enhanced no ledge

and s ills (a0ilities and competences)+



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3ood or o06ectives are:

Consistent ith the val!es of the organi1ation and departmentaland organi1ational o06ectives@

Precise # clear and ell defined. !sing positive ords@

Challenging # to stim!late high standards of performance and toenco!rage progress@

?06ective -etting = 3ood ?06ective?06ective -etting = 3ood ?06ective


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ContF

"easurable # related to ;!antitative


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A defining characteristic of performancemanagement is the importance attached to the

integration or alignment of individ!al o06ectivesith organi1ational o06ectives + /he aim is to

foc!s people on doing the right things in order to

achieve a shared !nderstanding of performancere;!irements thro!gho!t the organi1ation+

?06ective -etting = ,ntegrating ?06ectives?06ective -etting = ,ntegrating ?06ectives


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/he integration of organi1ational and individ!al and team o06ectivesis often referred to as a process of Ecascading o06ectives8 +

Ho ever. cascading sho!ld not 0e regarded as 6!st a top&do n

process+ /here ill 0e overarching corporate goals. 0!t people ateach level sho!ld 0e given the opport!nit' to indicate ho the'0elieve the' can contri0!te to the attainment of team and

departmental o06ectives+



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,ntegration of organi1ational o06ectives is a E 0ottom&!p 8 process. andthe vie s of emplo'ees a0o!t hat the' 0elieve the' can achieve

sho!ld 0e noted and. as appropriate. higher&level o06ectives

amended to ta e acco!nt of them+



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An approach along these lines increases Eo nership8 of the o06ectivesas ell as providing a channel for !p ard comm!nication on e'iss!es affecting the achievement of 0!siness goals+ ?f co!rse there

ill 0e times hen the overriding challenge has to 0e accepted.0!t there ill also 0e man' occasions hen the opinions of thoseho have to do the or ill 0e ell orth listening to+



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,ntegration is achieved 0' ens!ring that ever'one is a are ofcorporate. f!nctional and team goals and that the o06ectives the'

agree for themselves are consistent ith those goals and ill

contri0!te in specified a's to their achievement+



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/his process is ill!strated 0elo :



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/ o& a' process of agreeing integrated o06ectives


Corporate

!nctional

/eam

,ndivid!al


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49ample

CorporateDefine corporate o06ectives in s!ch terms as: EProvide a relia0le

prod!ct to fit c!stomer needs complemented 0' helpf!l andefficient service and s!pport+8

!nctionalDefine aspects of c!stomer service for hich f!nction is responsi0le

in s!ch terms as ;!alit' . val!e for mone' . responsiveness andco!rtes' + Agree operational targets for the f!nction in each area+



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49ample Cont+/eamAgree operational standards for service deliver' and targets for

improvement in each of the areas covered in the f!nctionalstrateg'+ 4ns!re targets are in line ith and s!pport theachievement of f!nctional and corporate strategic o06ectives andtargets+

,ndivid!alAgree individ!al standards for c!stomer service and improvementtargets that s!pport the achievement of team targets+ Definecompetencies and s ills re;!ired and agree steps to develop them+


h l


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Has the o06ective&setting process 0een 0ased on an agreed and !p&to&date role profile that sets o!t e' res!lt areas

Has o06ective setting 0een carried o!t 6ointl' ith 'o!r manager

Are 'o!r standards and targets clearl' related to the e' res!ltareas in 'o!r role profile

Do 'o!r o06ectives clearl' and specificall' s!pport theachievement of 'o!r team and f!nctional o06ectives and.!ltimatel'. corporate o06ectives + ,f so. ho

Are 'o!r o06ectives specific

?06ective -etting = Chec list?06ective -etting = Chec list

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Do the' provide some challenge to 'o!

Are the' realistic and attaina0le

Has a time limit for their achievement 0een agreed

Ho ill 'o! no that 'o!r o06ectives have 0een achieved

Have an' pro0lems 'o! ma' meet in attaining 'o!r o06ectives0een identified and has action to overcome these pro0lems 0eenagreed

?06ective -etting = Chec list Cont+?06ective -etting = Chec list Cont+

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Performance Management Session 3

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