Professional Documents
Culture Documents
By Tayo Gbenro
www.tayogbenro.com
tayo@tayogbenro.com
Performance
management is the
process of assessing
progress towards
achieving
predetermined
goals through
relevant
communication and
action.
Systems
Performance
Management
System
Behavior
Results
Actions
PERFORMANCE
MEASUREMENT
Refine indicators and define
measures
Develop data systems
Collect data
PERFORMANCE
MANAGEMENT
SYSTEM
REPORTING
OF PROGRESS
Analyse data
Feed data back to managers,
staff, policy makers, and
constituents
Develop a regular reporting
cycle
QUALITY
IMPROVEMENT PROCESS
Use data for decisions to
improve policies,
programmes and outcomes
Manage changes
Create a learning
organization
Performance management is
based on the agreement of
objectives, knowledge, skill
and capability requirements,
performance improvement and
personal development plans.
Planning
Execution
Review
Revise
10
11
12
13
14
15
The Purpose
of Performance Management
To improve performance
Develop Employee
16
Focuses on results
Depersonalizes issues
Validates expectations
Time Consuming
It is recommended that a
manager spend about an
hour per employee
writing performance
appraisals
Discouragement
If the process is not a
pleasant experience, it
has the potential to
discourage staff
Inconsistent Message
If a manager does not
keep notes and accurate
records of employee
behavior, they may not be
successful in sending a
consistent message to the
employee
Biases
It is difficult to keep biases
out of the PA process
17
Planning Performance
Defining Performance Objectives
Differentiating work activity from Performance Objectives
Manager's Responsibilities in Performance Planning
Employee's Responsibilities in Performance Planning
The Performance-Planning Meeting
Determining Key Job Responsibilities
Goal Setting & Goal Statements
SMART Performance Objectives
Linking Departmental Goals and Objectives and Employee Performance
Expectations
20
objectives
Standards
21
This is a learning action plan for the employee with managers support
which includes:
training,
Coaching & mentoring,
job enrichment/rotation,
360 degree feedback.
22
23
24
Provides a standard
against which to
assess
performance.
25
Performance Measures
The process of managing performance begins by defining expectations in
terms of targets, standards and competency requirements. This sets the
basis for measuring performance.
Some Measurement Issues
There are sometimes too many measures.
Some measures may not be connected to strategy.
Measures are results-biased and do not tell managers how the results were
achieved.
Reward systems are not aligned to performance measures.
Measures do not support a team-based management structure.
3. They don't
know what they
are supposed to
do
5. They think their
way is better
Causes of Poor
Performance that
cannot be solved
without the action of
Line Managers.
9. They are
rewarded for not
doing it
6. They think
something else is
more important
8. They are
punished for doing
it
10. It's beyond their
personal limits
27
28
Start with understanding what performance objectives are and how they
align with and support your organizations goals, objectives, and priorities.
Determine the
Most Important
Aspects of the
Job
Link Work
Activities to End
Results
29
A performance objective:
30
A work activity is the action that an employee takes when performing his or
her job.
31
32
Make a list of the most important work activities for the job.
33
Choose 3 to 6 of the most important work activities on your list, and for each
one, write down what the end result of performing that activity should be.
EXAMPLES:
Work Activity: Performs research on emerging foreign technologies.
End Result: Produce a report on emerging foreign technologies.
Recurring Task: Ensures computer program is working effectively.
End Result: Submit weekly inspection reports, documenting problems and
corrective actions.
34
Once you have written down several end results, turn each one into a
SMART performance objective.
Specific The performance objective needs to specify clearly defined
expected results.
Details are important so you know what is expected.
Clearly defined expectations and results make it easier to determine if
objectives are met.
35
36
How would the rater know if the report was successfully updated?
Appropriate Specificity:
By 10 March, update the yearly report on emerging foreign technologies to
include information available through 31 December. As needed, provide
new sections for information not previously addressed, and revise previous
sections for which you have found new information. The final product should
demonstrate a thorough analysis of appropriate sources and meet quality
standards as determined by relevant organizational guidelines and
supervisor review.
37
38
39
2.
3.
4.
7/27/16
40
2.
3.
Think about your job and identify the most important targets that you feel you must
accomplish in this appraisal period
4.
Think about what you consider the full measure of success in each target area
7/27/16
Supervisors role:
42
7/27/16
43
7/27/16
44
7/27/16
45
7/27/16
46
7/27/16
47
7/27/16
48
SMART Goal Statement: By January 1st 2017, I will have researched and
decided on five courses I want to complete over a three year period. I will
register in my first course to start September of [insert year]. My course plan fits
with my five year career plan and I will have determined a budget and gathered
the financial resources and family support in place prior to January 1st 2017
7/27/16
49
SMART Goal Statement: By December 1st 2013, I will have positioned myself
to ask for a raise of a minimum of 10% of my salary by cutting my departments
budget by 10% and increasing my departments sales by 10%.
7/27/16
50
SMART Objectives
S = Specific/stretching
M = Measurable
A = Achievable
R = Relevant
T = Time-framed
7/27/16
51
Summary
Written specific goals provide direction and focus to your activities. They
become a road map to follow.
Learn to focus on only what is truly important. Being busy with activities
does not pay, only results do.
Be committed to the goals and activities that you are working at.
7/27/16
52
Corporate Goals
Functional Goals
Team Goals
Individual Goals
cascading
7/27/16
Class Activity
Performance Review
56
7/27/16
Prepare staff for feedback; Let your team members know that the purpose
of the feedback is to recognise their significant value to your business and
help them reach their potential
Open positively; Acknowledge the strengths and contributions of team
members early in the discussion
Discuss staff performance; Focus the early part of your discussion on past
performance, then apply those learnings to future goals, planning and
performance
Provide rewards and remedies; Consider ways to solve staff problems and
reward good performance
Clarify next steps; Agree on a new or revised set of objectives
Keep good records of the discussion
Prepare. Before heading into the review, re-read what you've written and
give some thought to how you'll respond to disagreement
Start with the positive. During the discussion, start with the higher ratings
and move toward the lower ones
Listen. figure out the source of the disagreement ask the employee to
provide specifics to support his view of his performance.
Gain understanding help the employee to understand why you evaluated
his performance the way you did
Express Disappointment - Explain exactly how what he did (or didnt do)
impacted you, the team, and the company as a whole
Ask Questions - Use each excuse as a chance to dig in, ask question and
determine the root cause of the problem
Set Expectations for Next Time - Once youve sorted through explanations,
motivations, and deeper issues, set clear expectations for the future
Discuss ideas for development/action plan. Find out what goals and plans
the employee has for their career. Discover if the employees plans and the
companys plans are in alignment or very different. Talk about the skills and
experience needed for the employee to accomplish their career goals.
Agree upon specific actions to be taken by each of you The goal is to have
a written action plan that is achievable and valuable to both parties
including deadlines.
Summarize the performance review meeting conversation and express
support Wrap-up the conversation by recapping the key discussion points,
thanking the employee for their participation, and showing your support for
the employee.
Ask for feedback. Find out if youre providing valuable support. Ask for
suggestions on ways you can improve as a manager
Class Activity
Job Analysis
Ratings
Job Analysis
Evaluation criteria
encompass such
standards as impact,
timeliness, cost
effectiveness, client
satisfaction, accuracy,
consistency, etc.
Employee training and development plan Document the expectations for training
and development in the performance management form
Sign-off section End your form with an area for the manager's and employee's
signatures
Performance Ratings
Case Study
Actual
Desired
Consider your business goals; try to align their development plan with your
companys needs
Talk to your employees; have a face-to-face discussion with each of your
team members to get a better understanding of what their career goals are
and how they think they can accomplish them
Decide what skills your employees need; Be sure to your employees goals
are specific and timely
Create an action plan; Developmental programs can include a combination
of activities; formal training, reading, working directly with subject matter
experts
Apply the new skills in the workplace; Set up some opportunities where your
employees can quickly apply the new skills to the job and get feedback
Talk with your manager about your desire to participate in training programs
and classes. Go into the meeting with a suggested plan of how you will get
your work done