A JOURNEY!

A DISCOVERY!
AN EXPERIENCE TO LIVE!
 PERFORMANCE MANAGEMENT SYSTEMS

Learning Objectives Learning Outcomes

1. Why Manage Performance? 1. Benchmarking your performance
2. Appraisal Versus Management 2. Implement good practices
3. Performance Management Cycle 3. Plan to Manage effectively
4. Stakeholders in the Process 4. Understand your role in the process
5. Doing it right! 5. Be aware of risks of not doing it right
SESSION ONE: WHY MANAGE PERFORMANCE?

✓Stagnant growth in business performance

✓Low Staff Productivity
✓Complacency and Self-Satisfaction
✓Compromised accountability to Stakeholders
✓Challenges in Managing & Leading People
✓Stiff Competition
SESSION ONE: WHY MANAGE PERFORMANCE?

✓ Opportunities for Growth

✓Challenges in Poor Performance Management
✓Compliance to Best Practices
✓Under utilization of people power in the Organization
✓Unleashing ones Potential
✓Intrinsic and Extrinsic Rewards
 SESSION ONE: WHY MANAGE PERFORMANCE?

PREASSIGNMENT - SCENARIO: SALLY’S DILEMMA

✓Unfortunately a frequent situation in many organizations
✓Have you had a similar experience?
✓What is wrong with such an approach?
✓Would you call this a Performance Management Process?
✓If Yes / No Why?
SESSION ONE: WHY MANAGEMENT PERFORMANCE?

What Is our Change Agenda?

✓Attitudes…………………………………………………
✓Perceptions………………………………………………
✓Processes ………………………………………………..
✓Habits …………………………………………………..
 SESSION ONE: WHY MANAGE PERFORMANCE?

WHY? HOW?

THE
Preparation WHAT?
CHANGE
AGENDA WHERE? Implement
PROCESS

WHO? WHEN?
SESSION TWO: APPRAISAL VS MANAGEMENT

PERFORMANCE PERFORMANCE
APPRAISAL MANAGEMENT

One off isolated process Integrated and Continuous

Absence of Performance Structured process for feedback

Feedback

Unable to link efforts to goals Links efforts to objectives

Subjective & Autocratic Objective and Engaging

Ineffective Poor PM Proactive Poor PM

Part of the PM Cycle Integrates PA in the Cycle

SESSION TWO: APPRAISAL VS MANAGEMENT

What Is our Change Agenda?

✓Attitude …………………………………………………
✓Perceptions………………………………………………
✓Processes ………………………………………………..
✓Habits …………………………………………………..
 SESSION TWO: APPRAISAL VS MANAGEMENT

WHY? HOW?

THE
Preparation WHAT?
CHANGE
AGENDA WHERE? Implement
PROCESS

WHO? WHEN?
SESSION THREE - PERFORMANCE MANAGEMENT CYCLE
THE BASIS FOR A
REVIEW

Job Description /
Specification

PERFORMANCE PERFORMANCE
IMPROVEMENT STANDARDS
Key Result Areas /
Coaching, Mentoring Key Performance
Indicators

PERFORMANCE
REVIEW

Planning for Interview

SESSION THREE - PERFORMANCE MANAGEMENT CYCLE
THE BASIS FOR A
REVIEW

Job Description /
Specification

PERFORMANCE PERFORMANCE
IMPROVEMENT STANDARDS
Key Result Areas /
Coaching, Mentoring Key Performance
Indicators

PERFORMANCE
REVIEW

Planning for Interview

SESSION THREE - PERFORMANCE MANAGEMENT CYCLE

What Is our Change Agenda?

✓The Basis for the Review …………………………………….
✓Performance Standards……………………………………...
✓Performance Review …………………………………………
✓Performance Improvement …………………………………...
SESSION THREE - PERFORMANCE MANAGEMENT CYCLE

WHY? HOW?

THE
Preparation WHAT?
CHANGE
AGENDA WHERE? Implement
PROCESS

WHO? WHEN?
 SESSION FOUR – STAKEHOLDERS IN THE PROCESS

FRANCHISE CLIENTS REGULATOR TOP / LINE OTHER

R MANAGERS EMPLOYEES

WHAT IS THEIR POWER & INTEREST ANY MORE STAKEHOLDERS

 SESSION FOUR – STAKEHOLDERS IN THE PROCESS

TOP MANAGEMENT APPRAISER APPRAISEE

Performance Focus Facilitate the Process Clear Feedback
Alignment to Goals Objective Assessment Transparency in the process
Performance Planning Objective Feedback Development Needs
Ownership to Deliver People Development Linkages with outcomes
Bottom Line Growth Critical Success Factors Provision of Enablers
 SESSION FOUR – STAKEHOLDERS IN THE PROCESS
Senior Managers Line Managers Human Resources Other Employees
Ultimate Owners of the PM is a key HR Accountable to
Responsibility process function achieve objectives
Definition of the Mentoring, Training, Business Plan Ask for and receive
Process Coaching Cascading feedback
Cascading of the Meaningful dialogue Implementation and Performance
Process and feedback Adherence enhancement
Quality Assurance Staff engagement Policy Makers Document portfolio
of evidence
Initiate Lead Change and be Catalyse change Engage to bring
Transformation Innovators change
 SESSION FOUR – STAKEHOLDERS IN THE PROCESS

What Is our Change Agenda?

✓Understanding Expectations…………………………………….
✓Balancing Expectations……………………………………...
✓Prioritizing Stakeholders…………………………………………
✓Win-Win Outcomes…………………………………...
 SESSION FOUR – STAKEHOLDERS IN THE PROCESS

WHY? HOW?

THE
Preparation WHAT?
CHANGE
AGENDA WHERE? Implement
PROCESS

WHO? WHEN?
 SESSION FIVE – DOING IT RIGHT

A well implemented Performance Management System has great benefits:

Self-Esteem and Assertiveness is increased
Motivation to perform is increased
Continuous improvement in performance
Poor Performance is managed timely
Gain Self-Insight to bring improvement
Clear Job Definitions to focus on outcomes
Feedback on performance is given regularly
Goals are cascaded to all to impact engagement
Reduced chances of disagreement and conflict
Gain insight of subordinates
Action are more fair and measurable
Change is easily enabled and facilitated
 SESSION FIVE – DOING IT RIGHT

Dangers and Pitfalls of Poor Implementation

Employees may quit the job
False and misleading information
Self Esteem and motivation is lowered
Relationships are damaged
Job burn out and dissatisfaction
Waste of Resources – Time, Money & Efforts
Risk of litigation
Unjust demand on managers’ resources
Performance suffers at all levels
Biases replace standards
Action are more fair and measurable
Mystery surrounds ratings
 SESSION FIVE – DOING IT RIGHT

What Is our Change Agenda?

✓Strategize the Change in PM………………………………….
✓Initiate the identified Change…………………………………
✓Cascade the Change down the line……………………………
✓Embed the Changes to see results……………………………..
 SESSION FIVE – DOING IT RIGHT

WHY? HOW?

THE
Preparation WHAT?
CHANGE
AGENDA WHERE? Implement
PROCESS

WHO? WHEN?
 PROPOSED BALANCED SCORECARD
LEARNING & CUSTOMER
.
GROWTH FOCUS

1 2 3 4 5

PERSONAL INTERNAL BUSINESS AND

CONDUCT PROCESSES FINANCIAL
 PROPOSED BALANCED SCORECARD
Key Result Area Key Performance Weight Target for the Year
Indicator
Business & Financial

Customer Centricity

Internal Processes

Learning Growth

Personal Conduct
 SCORE CARDS DEVELOPMENT
Key Result Area Key Performance Weight Target for the Year
Indicator
Business & Financial

Customer Centricity Customer Evaluation Score 20% 4/5 Customer Evaluation

Score
Internal Processes Governance & Compliance 10%

Learning Growth

Personal Conduct
 A JOURNEY!
A DISCOVERY!
AN EXPERIENCE TO LIVE!