PERFORMANCE MANAGEMENT

FEEDBACK AND COACHING

Prepared by: Dr. Riham Adel

E-mail: rehamadel@gmail.com
 360 Degree Feedback
Systematic collection & feedback of performance data from a number of stakeholders

360-degree feedback is also referred to as multisource assessment or multi-

rater feedback. It can also take the form of 180-degree or upward feedback,
where this is given by subordinates to their managers. 360-degree feedback
obtain data from perspectives against a list of key competencies
(i.e. leadership, people management, communication…etc.)

Prepared by: Dr. Riham Adel

 360 Degree Feedback
Systematic collection & feedback of performance data from a number of stakeholders

The Feedback is often

ANONYMOUS and (most
commonly) presented to
the individual, to the
individual’s manager
(less common), or to both
of them. Depending of
the organization culture,
the more open the more
likely that the source of
feedback will be
revealed.
Prepared by: Dr. Riham Adel
 Guidelines for
Effective Feedback
- To be effective feedback should
be built into the Job and given
with 48 hours of performing the
activity.
- Feedback should be provided
on actual results or observed
behaviors. It should be backed
up by evidence.

Prepared by: Dr. Riham Adel

 Guidelines for
Effective Feedback
- Describe, don’t judge. The
feedback should be presented
as a description of what has
happened not a judgement.
- Refer to specific behaviors,
relate your feedback to
situations and behaviors don’t
transmit general feelings.

Prepared by: Dr. Riham Adel

 Guidelines for
Effective Feedback
- Ask questions rather than
making statements.
- Select key issues to discuss.
There is a limit to how much
criticism one can take.
- Focus on aspects of
performance that can be
improved
- Provide positive feedback

Prepared by: Dr. Riham Adel

 Coaching is (one-one) Development Approach
The main role of a coach to guide, help, motivate individuals to learn and develop their capabilities
The learning process is active, the individual needs to be involved with their coach

The coach should actively

listens to understand the
individual needs and what
they want to adopt a
constructive approach, that
builds on individual
strengths and experience

Prepared by: Dr. Riham Adel

Performance Appraisal & Development Interview

Prepared by: Dr. Riham Adel

 Performance Meeting Step by Step
Preparation:
If both employee and manager are well prepared for performance
planning, the face-to-face meeting time required to complete the
process is reduced drastically.
Schedule the Meeting:
Your first step is to schedule a meeting
time with the employee. At this point you
should explain the purpose of the
meeting (to plan for the upcoming year),
and explain your “working together”
philosophy to the employee. You can
also specify what if any preparation and
meeting pre-work would be useful Prepared by: Dr. Riham Adel
 Performance Meeting Step by Step
The purpose: Why we are doing this?
- line up work with what work unit needs to do
- create shared understanding of the expectations about your job
- to ensure we can red-flag problems early if they occur
- have frame of reference when it is time to review performance
- To update your job description (if that’s important)
The sequence of the meeting
- Outline steps you will follow for the meeting
- explain how the information will be used:
1. How the plan will provide basis for
performance review
2. How the plan will allow the employee to self-
monitor and red flag Prepared by: Dr. Riham Adel
 Performance Meeting Step by Step
An overview of organization & work unit goals:
Discuss the organization’s and work unit’s priorities and concerns for the next
year, with special focus on what the work unit needs to accomplish. This is an
important link, since each employee’s objectives should be determined
with reference to the overall strategy and expectations of the work unit.
Identify current job tasks
You can begin the discussion by asking the employee to explain what he/she is
doing currently. The job tasks, where the most time is spent and how those
tasks link up with the work unit’s goals.
Identify needed changes
Explain any changes or additions to the employee’s job responsibilities and
day-to-day activities. End up with specific job tasks Prepared by: Dr. Riham Adel
 Performance Meeting Step by Step
Establish performance criteria:
Once you have a list of job tasks and responsibilities, you need to address
how well each should be done. In Management By Objectives Scheme, this
would involve writing out standards of Performance.
1. Performance Criteria should be measurable. By the end of the meeting,
both the manager & the employee should have similar expectations about
what constitutes “Good” vs. “Poor” performance. (you should discuss performance
criteria)
2. Address how rewards should be handled. Many employees go through an
entire year completely unaware of what they need to do to receive extra reward.
Establishing performance criteria is making sure the manager and the
employee agree that if she/she achieves certain goals, there will be a
reward. Prepared by: Dr. Riham Adel
 Performance Meeting Step by Step
Identify barriers and required resources:
Once jobs responsibilities and tasks are identified and linked to organization
goals and specified criteria for performance. You address these questions:
1. What barriers to achieving the goals are anticipated?
2. How can those barriers be overcome or their effects reduced?
3. What additional resources needed to “hit the targets”?

Develop action plans:

Be specific about who needs to do what
and when it should be done; specify
steps followed to secure resources to
help the employee meet his/her goals
and any relevant timeline. Prepared by: Dr. Riham Adel
 Performance Meeting Step by Step
Document the discussion:
Document the discussions and agreements for future reference. The
document doesn’t need to be lengthy, in fact it should be as short as
possible. It is the documentation that you’re going to use during the
review process and during ongoing discussions about performance
that take place through the year. At this point you may need to change
formally any job description items to reflect the discussions.
Ending:
It is a good idea to express any positive feelings
you may have about how the meeting has gone
and reiterate a small number of the key points. It is
always good to thank the employee. Prepared by: Dr. Riham Adel
ORGANIZATION
PERFORMANCE
MANAGEMENT
Prepared by: Dr. Riham Adel
E-mail: rehamadel@gmail.com
Performance Management at the Organizational Level
The start is to clearly set the direction of the organization, then develop plans to put
objectives into action, feedback mechanisms to review results & improve

Prepared by: Dr. Riham Adel

Performance Management at the Individual Level Linked
with the Organizational Level Performance
In all organizations, individual performance management
processes flow from, and are integrated with, the overall
processes at the organizational level.

focus on integrating multiple

systemic levels of performers
(individuals, teams, processes,
business units) Prepared by: Dr. Riham Adel
Performance Management at the Organizational Level
The start is to clearly set the direction of the organization, then develop plans to put
objectives into action, feedback mechanisms to review results & improve

Prepared by: Dr. Riham Adel

 Barriers to
Implementing Strategy

Vision Barrier: No one in the organization

understands the strategies of the organization
People Barrier: Most people have objectives
that are not linked to the strategy of the
organization
Resource Barrier: time, energy and money are
not allocated are not allocated to those things
critical to the organization
Management Barrier: management spends too
little time on strategy and too much time on
short term tactical decision making Prepared by: Dr. Riham Adel
 Where is the Balance in Balanced Scorecards?
1. Balance between financial and non-financial
indicators of success
2. Balance between Internal and External
Components of the organization
3. Balance between Lag and Lead indicators of the
performance
research suggests that approximately 75 % of
an organization’s value is derived from
intangible assets. This transition in value creation
from physical to intangible assets has major
implications for measurement systems.

What is the Balanced Scorecard

A framework for tracking the organizational performance
The idea was set out by Norton and Kaplan in 1992 in their article :
“The Balanced Scorecard – Measures that Drive Performance”
Prepared by: Dr. Riham Adel
The Rationale for the Balanced Scorecard
Prepared by: Dr. Riham Adel
If you measure only financial performance,
then you can hope only for improvement in Using the Balanced Scorecard as a
financial performance. If you take a wider Strategic Management System
view, and measure things from other
perspectives, then (and only then) do you
stand a chance of achieving goals other
than purely financial ones.
-1- -2-
Translating the Vision Communicating and
Build a consensus around Linking
operational objectives and Managers communicate
measures that describe strategy up and down and
the long term of success link it to departmental and
individual objectives

The idea in
practice
-4- -3-
Feedback and Learning Business Planning
Gives companies the Enables companies to
capacity for strategic integrate their business
learning through feedback and financial plans
and review processes
Prepared by: Dr. Riham Adel
 Statement of what How success in The level of Key action
Strategy Map example Diagram of achieving the performance or
strategy must programs
The cause-and-effect relationships strategy will be
achieve and rate of required to
between strategic objectives measured and
what’s critical to improvement achieve
Strategic Goal: its success tracked needed objectives
Operation Efficiency
Financial Objectives Measurement Target Initiative
Profitability
• Fast ground • On Ground Time • 30 Minutes • Cycle time
More turnaround • On-Time • 90% optimization
Fewer planes Departure
customers

Customer
Flight
Extending the
Lowest
Is on time prices Map into
Objectives,
Internal Measurements,
Fast ground
turnaround
Targets and
Initiatives
Learning

Ground crew
alignment
Prepared by: Dr. Riham Adel
 Balanced Scorecard Cascading
and Linking Process
A well-designed Balanced
Scorecard should describe
your strategy through the
objectives and measures
you have chosen. These
measures should link
together in a chain of
cause-and-effect
Relationships.
This linkage of measures
throughout the Balanced
Scorecard is constructed
with a series of “if–then”
statements Prepared by: Dr. Riham Adel
 Linking Balanced
Scorecard To Budgeting

Prepared by: Dr. Riham Adel

Strategy Map on HR level for an Organization

Prepared by: Dr. Riham Adel