sruthi nair ppt

8/8/2019 sruthi nair ppt

1/67

PERFORMANCE MANAGEMENT


2/67

INTRODUCTION

Performance management is an ongoing processthat

involves both the performance manager and the employee

It is the most important and productive activity a managercan pursue, because if it is done well, employees will perform in

the right was to get the right results.

If it is ignored or poorly done, employees performance

results and motivation suffers and the manager may end up

doing the employees work rather than managing


3/67

Definition

Performance management can be defined as a

strategic and integrated approach to delivering sustainedsuccess to organizations by improving the performance of

the people who work in them and by developing thecapabilities of teams and individual contributors

- Armstrong & Baron , 1998


4/67

Performance management is about managing the

organization.

It is a natural process of management , not a

system or a technique.It is also about managing within the context of

the business (its internal & external environment)

The performance management process is a big

change from what was in place previously.It is based on the results or outcomes of your

work, not just the activities you perform day-to-day.

Performance Management


5/67

Contd..

An iterative process of observation and

communication to support, retain and develop

employees for organizational success.

performance management is the process of

planning performance, appraising performance,

giving its feedback and counselling an employee toimprove his performance.


6/67

It is a systematic process of

o Planning work and setting expectations

o Continually monitoring performance

o Developing the capacity to perform

o Periodically rating performance in a summary

fashion

o Rewarding good performance


7/67

CommunicateCommunicate

ObserveObserveEvaluateEvaluate

Set GoalsSet Goals


8/67

PurposeofPerformance Management

y It is a means of getting better results from the organization, teams and individuals by understanding and managingperformance within an agreed frame work of planned goals, standards and competence requirements.

y It is a process for establishing shared understanding aboutwhat is to be achieved , and an approach to managing anddeveloping people in a way that increases the probabilitythat it will be achieved in the short and long term.

y It is owned and driven by line management.


9/67

Principlesofperformance

management

The principles of performance management have been wellsummarized by IRS (1996) as follows :

It translates corporate goals into individual , team, department anddivisional goals.

It helps to clarify corporate goals.

It is a continuous & evolutionary process , in which performanceimproves over time.

It encourages self-management of individual performance.


10/67

It requires a management style that is open & honest & encourages

two-way communication between superiors & subordinates.

It requires continuous feedback

Feedback loops enable the experiences & knowledge gained on the

job by individuals to modify corporate objectives.

It measures & assesses all performance against jointly agreed goals.

It should apply to all staff ; and it is not primarily concerned with

linking performance to financial reward.


11/67

ETHICAL CONSIDERATIONS

Performance management should operate in accordance withthe following ethical principles as defined by Winstanely & Stuart-Smith (1996)

Respect for the individualpeople should be treated as ends inthemselves and not merely as means to other ends ;

Mutual respectthe parties involved in performance management

processes should respect each others needs & preoccupations ;

Procedural fairnessthe procedures incorporated in performancemanagement should be operated fairly to limit the adverse effect onmanagement;


12/67

Transparencypeople affected by decisions emerging from theperformance management process should have the opportunity

to scrutinize the basis upon which decisions were made.


13/67

GoalsofPerformance Management

Ties individual performance objectives to the colleges goal

Promotes partnership between supervisor and employee

Promotes ongoing open communication

Promotes professional development

Establishes framework for future growth

Provides employee with ongoing written feedback


14/67

EffectivenessofPerformance

Management

To create an awareness on the role of understanding themselves,managing stress and building relationships

To help participants be aware of their behavioral strengths,

weakness and understand the importance of a positive attitude.

To help improve effectiveness on the job and become an effective

communicator.

Corporate Skills that include - Presentation Skills, Manners andEtiquette Today - especially as our world shrinks in todays global

scenario.

To provide participants with an understanding of the issues in team

- work and importance of time management.


15/67

What we need to know to design and implementation of

effective performance management system?

To make sure employees contribution have a positive

impact on the organization as a whole

To establish criteria for job success


16/67

Individual Performance Management

Individual Performance Management focuses on

getting the right people in the right positions and helpingthem learn, grow and realize their potential. It is aimed at

getting their efforts directed into achieving objectives

which are aligned with those of the organization.It also

addresses issues arising when people leave.


17/67

Team Performance Management

Team performance measures describes the team

outputs, team processes, customer relations, quality

standards, speed of response or delivery time, projectmanagement, financial results and cost control of a team in

an organization.


18/67

EFFECTIVENESS OF TEAM

PERFORMANCE MANAGEMENT

Help participants see the benefits of working together towards

a shared common goal.

Emphasize the importance of openness and trust for effectiveteamwork.

Define and clarify parameters of effective communication.


19/67

Contd.

Offer experiences that foster good Interpersonal relationship that could be

carried back to the work place.

Help participants gain self esteem and confidence through successes over

challenges that come their way in the program.

Offer opportunities to participants, through intense team and individual

based experiences, for self introspection.

Understand their role in furthering the Vision and Values of the

Organization.


20/67

Componentsofperformance

management

y Performance and development planning

y Coaching and progress reviews

y Performance and development review


21/67

ComponentsofPerformance Management

Performance and

Development

Planning

Coaching and Progress

Reviews

Performance and

Development Review


22/67

Performance Management Tools for

Performance and Development Planning

y Identify the goals/expectations

y Establish measurement criteria

y Identify gaps in knowledge or skills required to

achieve objectives

y

Describe specific development activities


23/67


Performance and Development Planning:

Identify the goals/expectations

y Good goals are: SMART

Specific

Measurable

Achievable

Results-oriented

Time-oriented


24/67

S = Specific

State clearly what is to be accomplished in concrete terms M = Measurable

Objectives should be quantifiable and the measurement

tools should be available.

A = AchievableCan the result be realistically achieved

R= Result- oriented

the objective should be linked vertically to the

organizations goals T = Time Bound

Each objective should have a clearly defined time frame.


25/67



Establish measurement criteria

y Quantity: specifies how much work must be completed within

a certain period of time

y Quality: describes how well the work must be accomplished,specifies accuracy, precision, appearance or effectiveness,

sensitivity to diversity and culture

y Timeliness: answers the questions, By when? How soon? or

Within what period?

y Effective use of resources: used when performance can be

assessed in terms of utilization: budget savings


26/67



Identify "gaps to achieve objectives

By evaluating employees current job skills to thoseneeded for the performance objective(s), training and

development needs will be identified.


27/67



Describe specific development activities

y Identify areas needing improvement

y Provide specific and realistic suggestions

y Give advanced thought to amount of supervisory time required

y Consider employees key interests and/or developmental needs,

and alignment with departmental goals


28/67


Performance and

Development Planning

Coachingand

ProgressReviews

Performance and

Development Review


29/67


Coaching and Progress Reviews

y When

Conduct ongoing feedback and coaching

sessions throughout the year


30/67

Performance Management Toolsfor


y How

y Let employees knows what is expected of them

y Allow employees sufficient opportunity to perform their job

y Let employees know how they are doing

y Seek the employees opinion

y Ask the employee to identify specific ways to enhance

performance and take ownership


31/67



y How - contd

y Give feedback on employees ideas and give your own.

y Summarize meeting outcomes and set a follow-up date

y Express confidence and support


32/67



y Feedback should be:

y Behavioral: Focus feedback on employees behavior

y Specific: Give specific examples of observations; avoid

exaggerations, e.g. always never

y Job-related: feedback must be about behaviors

exhibited on the job


33/67



y Feedback should be:

y Timely: feedback should be given as soon as possible; time

lapse allows inappropriate behavior to be repeated

y Balance: the sandwich method; deliver positive feedback,

followed by constructive feedback, then positive again

y Respectful: feedback is more easily accepted if the

employees dignity and self-worth are kept intact


34/67



y Verbal Formal - set up formal meeting time to hear a

progress report from your employees

y Verbal Informal - a simple hows it going

conversation

y Written Formal - letter or memoy Written Informal - a note giving a quick update or input


35/67



y Some reasons for Non-Performance

Employees dont know what they are supposed to do

They dont know how to do it

They dont know why they should do it

There are obstacles beyond their control

They dont think it will work

Not motivated - poor attitudeNot enough time for them to complete it

They dont know what the priority is

They think they are doing it (no feedback)


36/67


Performance and

Development Planning

Coaching and Progress

Reviews

Performance

and

DevelopmentReview


37/67


Performance and Development Review

y Performance Reviews - Why do them?

To review employee performance vs. expectations To clarify job responsibilities and understanding

To help plan developmental needs

To provide honest and constructive feedback


38/67



y Preparation for Review

Review past 12 months performance record

Gather input from others

Review documents from coaching/feedback sessions

Review written notes or communications

Compare performance objectives to results

Examine results against their impact on the Colleges goal

Encourage employees to submit their list of

accomplishments

Review employees development objectives


39/67



y During the meeting:

State purpose of discussion

Give recognition for each objective, accomplishments, areas

of strength

Specify areas for each objective where performance can be

improved Summarize overall performance


40/67



y During the meeting:

Ask employee to give comments

Review employees progress with development

End on a positive note

Plan a meeting to create a new performance and development

plan


41/67



y Supervisors - Keep in mind:

y Listen carefully

y Ask for examples, questions, solutionsy Summarize or restate your understanding of the feedback

y Try not to act defensively or make excuses

y Acknowledge the feedback and offer thanks

y Be open to change -- nobodys perfect


42/67

Performance Management Cycle

Planning

Rewarding

Rating

Developing

Monitoring


43/67

Planning

Planning

Set Goals

Establish and communicate

elements and standards


44/67

Monitoring

Monitoring

Measure performance

Provide feedback

Conduct progress review


45/67

DevelopingDeveloping

Developing

Improve poorperformance

Address good performance


46/67

Rating

Rating

Summarize performance

Assign the rating of record


47/67

Rewarding

Rewarding

Recognize and reward goodperformance


48/67

Performance ManagementPerformance Management

ProcessProcess


49/67

Process:

Overview

Prerequisites

Performance Planning

Performance Execution

Performance Assessment

Performance Review

Performance Renewal and Reconstructing


50/67

Performance Management ProcessPerformance Management Process

Performance

Review

Performance

Renewal and

Recontracting

PerformanceAssessment

Performance

Execution

Performance

PlanningPrerequisites


51/67

Performance planning


52/67

Performance planning

y It is the first step of performance management.

y

It is the process of determining what and how a jobis to be done in such a manner that both the

employee and his superior understand what is

expected from the employee and how success is

defined and measured .


53/67

Contd.

y Performance planning consists of a joint exploration

of what individuals are expected to do and know how

they are expected to behave to meet the requirements

of their role and develop their skills and capabilities.

y It also deals with how their managers will provide the

support and guidance they need.


54/67

Contd

y Starting point for an employee and manager to beginperformance management

y Usually for a one-year period

y Work together to identify

y What the employee should be doing for the period beingplanned

y How well the work should be done

y When it needs to be done


55/67

Performance Planning (cont.)

y By the end of performance planning process, both should be able toanswer the following questions

y what are the employees major responsibilities for the year?

y How will we know whether the employee is succeeding?

y How the work should be done (competence and process required

y Which responsibilities are of most important and which are leastimportance?

y How do the employees responsibilities contribute to departmentand company?

y Any core values the individual should be expected to uphold

core values may be expressed in a list of competencies

y Does the employee need to develop new skills/abilities toaccomplish tasks?


56/67

Performance planning process

y In consultation with the

superior , the employee

formulates his job

objectives keeping in

view the

organizational/unit

objectives.


57/67

Contd..

y During this session, each objective and its contribution

to organisational objectives is discussed.

y If any development activities that will be required by

the employee are worked out.y Once performance plan is established, it is the

responsibility of the employee to carry out the

objectives and other responsibilities specified in the

plan.

P f M '


58/67

Performance Manager's

Responsibilities

Assessment

Providing Information

Referral

Guidance

Develop


59/67

Performance Management-

Roles and Responsibilities

EmployeeEmployee

Responsible for developmentof self

Life-long employability focus

Maintain skills required forcurrent job

Define career interests andgoals

Complete individualdevelopment plan

Supervisor

Create a learning/developmentenvironment

Provide support for acquisition ofnew skills

Discuss development needs for

current job Discuss career development withemployees

Provide opportunities consistent withplan


60/67

Benefits of the PerformanceManagement System

DirectFinancial

Gains

Motivatedworkforce

ImprovedManagementControl


61/67

Direct Financial Gains

Grow sales

Reduce costs

Stop project overruns

Aligns the organization directly behind the CEO's goals

Decreases the time it takes to create strategic or operationalchanges by communicating the changes through a new setof goals

M ti t d W kf


62/67

Motivated Workforce

Optimizes incentive plans to specific goals for overachievement, not just business as usual

Improves employee engagement because everyone

understands how they are directly contributing to theorganisations high level goals

Create transparency in achievement of goals

High confidence in bonus payment process

Professional development programs are better aligned

directly to achieving business level goals


63/67

Improved Management Control

Flexible, responsive to management needs

Displays data relationships

Helps audit / comply with legislative requirements

Simplifies communication of strategic goals scenario

planning

Provides well documented and communicated process

documentation


64/67

Evaluationofperformance management

y It is clearly important to monitor the introduction of

performance management very carefully.

y It is equally vital to continue to monitor and evaluate it

regularly.


65/67

Method

y The best method of monitoring and evaluation is to

ask those involved managers and individuals how

it worked.

y The evaluation can be carried out by members of aproject team and / or by the HR function.


66/67

Contd.

y Individual interviews and focus group discussions can

be supplemented by a special survey of reactions to

performance management, which could be completed

anonymously by all managers and staff.

y The results should be fed back to all concerned and

analyzed to assess the need for any amendments to theprocess or further training requirements.


67/67

Thank You

Presented By

SRUTHI .A

Date post:	10-Apr-2018
Category:	Documents
Upload:	sruti-nair
View:	223 times
Download:	0 times

sruthi nair ppt

Documents