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PERFORMANCE MANAGEMENT PROCESS

Muhammad Haneef MBA, III Sem

PERFORMANCE MANAGEMENT PROCESS
‡ In theory, The Performance Review Process can be thought of as positive interaction b/w ³coach´ and an employee, working together to achieve maximum performance. In reality, it¶s more like finding a dead squirrel in your backyard and realizing the best solution is to fling(throw) it onto your neighbor¶s roof. Scott Adams(The Dilbert Principle)

PERFORMANCE MANAGEMENT PROCESS
Prerequisites

Performance planning

Performance execution

Performance Assessment

Performance Review Performance Renewal & Recontracting

PERFORMANCE MANAGEMENT PROCESS
1. 2. 3. 4. 5. 6. Prerequisites Performance planning Performance execution Performance Assessment Performance Review Performance Renewal & Recontracting

Prerequisites
‡ 1.Knowledge of the orgn s mission and strategic goals ‡ 2. Knowledge of the job in question

1.Knowledge of the orgn s mission and strategic goals

‡ Mission ‡ A mission is a statement, which outlines the fundamental purpose of the organization Strategic goals It is the result of strategic planning: Strategy is a Purpose for existing commitment to undertake future position one set of Goals to achieve action rather Strategies to achieve them than another

‡ Once the mission & S.goals have been set it should be cascaded(flow) downward If there is any lack of clarity regarding goals or relationship b/w orgn s M & S and unit s M & S There ll be the lack of clarity of responsibility & goals can t be achieved.

2. Knowledge of the job in question
‡ Through job analysis

Job analysis
Job specification ‡ Systematic process of determining the knowledge, skills & abilities(KSA) required for performing jobs in an organization. Job description ‡ Systematic investigation of the tasks , duties and responsibilities necessary to do jobs .

Job Analysis: A Basic Human Resource Management Tool 
Human Resource Planning Recruitment Selection

Tasks

Responsibilities

Duties

Job Descriptions Job Analysis 

Training and Development Performance Appraisal

Job Specifications 

Compensation and Benefits Safety and Health Employee and Labor Relations

Knowledge

Skills

Abilities 

Legal Considerations Job Analysis for Teams

2.Performance planning
‡ Performance planning discussion includes Results Behaviors Development plan

1.Results
‡ ‡ ‡ ‡ ‡

Out comes of an employee s performance It is to be discussed that: Key accountabilities(areas) /Job descriptions Specific objectives(goals) Performance standards It is a yardstick to check how well achieved the objectives

2.Behaviors
‡ This discussion because mere results may give the incomplete picture. eg. Sales figure may be affected by the sales territoty It includes: ‡ Competencies i.e KSAs eg. Customer service written/ oral communication Creative thinking convincing etc..

3. Development plan
‡ Identifying areas which need improvement &

‡ setting the goals to be achieved in each area.

‡ It includes both Results &Behaviors

3.Performance Execution
Responsibilities of employee 1.Commitment to goal achievement 2.Ongoing performance feedback & coaching 3.Communication with supervisor 4.Collecting & Sharing performance data 5.Preparing for performance reviews

Performance Execution
‡ 1.Commitment to goal achievement ‡ Employee must be committed to the goals that were set. ‡ One way to enhance the commitment is to allow employee to be active participant in goal setting

Performance Execution
‡ 2.Ongoing performance feedback & coaching ‡ Employee should take proactive role in seeking feedback

‡ Should not wait until a serious problem develops for coaching

Performance Execution
‡ 3.Communication with supervisor ‡ Supervisors are busy

‡ The burden is on employees openly & regularly

Performance Execution
4.Collecting & Sharing performance data
‡ Regular updates on progress In terms of results & behaviors

5.Preparing for performance reviews  He should not wait until the end of review cycle approaches 
Employee has to prepare for review by ongoing & realistic Self appraisal  It helps to take immediate corrective action

Performance Execution
Responsibilities of supervisor 1.Observation & documentation 2.Updates 3.Feedback & coaching 4.Resources 5.Reinforcement

Performance Execution
‡ 1.Observation & documentation(collection and classification of information) Supervisor must observe & document the performance on daily basis It is to keep track of examples of good & bad performance

Performance Execution
2.Updates Orgn s goals may change, It is impt to update & revise the Initial objectives Standards Key accountabilities(results) Competency areas(behaviors)

Performance Execution
3.Feedback & coaching Feedback on progression towards goals Coaching to improve performance On regular basis & b4 review cycle

Performance Execution
4.Resources He should provide enough resources & opportunities for devlpmntl activts Should encourage to participate in Training Classes Special assignments etc..

Performance Execution
5.Reinforcement(strengthen or support ) He has to reinforce effective behavior & progress toward goal He has to give the remedy for negative performance Performance problem must b taken into care, diagnosed & steps to b taken sooner

Responsibilities of employees 1.Commitment to goal achievement 2.Ongoing performance feedback & coaching 3.Communication with supervisor 4.Collecting & Sharing performance data 5.Preparing for performance reviews

Performance Execution
Respnsblts of supervisors 1.Observation & documentation 2.Updates 3.Feedback & coaching 4.Resources 5.Reinforcement

4.Performance Assessment
Self appraisal Both employee & supervisor take ownership Both fill the appraisal forms Whether the desired results have been achieved desired behaviors have been displayed Goals stated in the development plan have been achieved It increases the employee ownership & commitment It gives impt information to the performance review

5.Performance Review
The meeting b/w managers & employees Appraisal meeting Often regarded as Achilles = heel of the entire process It is the review of past Effective appraisal meeting focuses on present & future also present changes in compensation that may result from the results obtained Future dvlpmntl plans expected to achieve by next review

Performance Renewal & Recontracting
‡ Similar to performance planning stage ‡ It uses information gathered during the review to make adjustments as needed