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Performance Management

What is Performance?
Performance deals with the outcomes, results and accomplishments achieved by a person, group or organization

The act of performing; of doing something successfully; using knowledge as distinguished from merely possessing it- Action oriented

Actual Results Vs Desired Results

Why Manage Performance?

Encourage and reward behaviors that are aligned with organizational mission and goals People want to feel what they do adds value and understand their contribution to the team Curb or redirect non-productive activities

Performance Management
Performance Management is one of the key processes that, when effectively carried out, helps employees know that their contributions are recognized and acknowledged. Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization. The communication process includes clarifying expectations, setting objectives, identifying goals, providing feedback, and evaluating results.

Performance Management
Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities to achieve organizational effectiveness & best possible performance.

A performance problem is any gap between desired results and actual results. Performance Improvement is any effort targeted at closing the gap between actual results and desired results

Performance Management

1. Planning
Set goals and measures Establish and communicate elements and standards

2. Monitoring

Five Key Components

Measure performance Provide feedback Conduct progress review

5. Rewarding
Recognize and reward good performance

3. Developing
Address poor performance Improve good performance

4. Rating
Summarize performance Assign the rating of record

Performance Management Involves

Clarity of Vision Setting Performance Standards Measuring Performance against standards Feedback & Corrective actions

Performance Management Cycle

Performance Planning
where goals and objectives are established

Performance Coaching
where a manager intervenes to give feedback and adjust performance

Performance Appraisal
where individual performance is formally documented and feedback delivered

Performance Vs Behavior
Performance is the end result whereas Behavior is the means to the end
Performance is what people leave behind whereas Behavior is what people take with them The ultimate focus of HPI is on performance and accomplishments with secondary emphasis on behaviors

Human Performance Improvement HPI

Human performance improvement is the systematic process of discovering and analyzing important human performance gaps, planning for future improvements in human performance, designing and developing cost-effective and ethically justifiable interventions to close performance gaps, implementing the interventions, and evaluating the financial and nonfinancial results.

What does HPI mean for organizations?

HPI specialists work with your staff to identify the root performance cause and help to identify solutions/interventions that will best close the gap in performance. It is a partnership of departments working together to find the best solution.

Whys behind Success and failure

Internal (Personal) Good Performance Poor Performance High Ability
Hard Work

External (Environmental) Easy Job

Cooperative coworkers Good Boss Good Luck

Low Ability
Low Effort

Tough Job
Bad Luck Un productive coworkers Un sympathetic Boss

Seven Pillars of Performance Management

Clarity about the organization's purpose and direction Clear understanding by individuals and Teams Aspiration Support Feed Back Recognition Renewal

Uses of Performance Appraisal Data

HR Planning Recruitment Selection Training & Development Career Planning Compensation & Benefits Internal Employee Relations Assessment of Employees Potential Areas for performance Improvement

A crow was sitting on a tree, doing nothing all day. A small rabbit saw the crow, and asked him, "Can I also sit like you and do nothing all day long? The crow answered: "Sure, why not.

So, the rabbit sat on the ground below the crow, and rested. All of a sudden, a fox appeared,

Jumped on the rabbit... and ate it.

Moral of the story is. To be sitting and doing nothing you must be sitting very, very high up.