-ROZEL CORPUZ

-GRACE ARZAGA-MAZDO
 ELEMENT 1
 PERFORMANCE TARGET SETTING
 Using mechanism like Balanced Scorecard to
have different perspective of goals captured.
 Ensuring the Organizational goals are
captured within the various business and
functional heads.
 Goals setting involves discussion between
manager and employee and relevance of
goals are explained.
 Goals follow “SMART” framework and they
should be “WISE”.
 Manager share his/her goals with her team
and explains the BIG ROCKS of expectations.
 Goals are aligned to employees’ roles as
much as possible
 Targets and stretch targets and outcomes of
achieving them are explained.
 Explain what to deliver, and what are the
expected behaviors.
 ELEMENT 2
 CONTINUOUS FEEDBACK
 Set up time to assess performance at regular
intervals
 Do informal checks on how the person is
doing
 Give feedback both on the deliverables and
competencies/behaviors
 Record feedback and progress for future use
 Be aware of cultural context of giving
feedback
 ELEMENT 3
 EVALUATION AND FEEDBACK
 Ensuring that enough preparation is done-
asking the employee to send a list of major
achievements, doing a self-appraisal-
focusing more on achievements rather than
rating
 Refer to the ongoing feedback and any
documentation available related to
performance
 Understand the job the person is doing along
with the expectations set in the beginning.
 Evaluate both result and behaviors and if
possible have separate discussion for each.
 Rate based on managerial judgment rather
than a mathematical approach.
 Be prepared for negative reactions and
communicate with clarity performance and
competency gaps with evidence to support
rating decisions.
 ELEMENT 4
 COMPETENCY EVALUATION AND
DEVELOPMENT
 Use evidence based approach. Competencies
should be evaluated based on observable
behaviors
 Differentiate between exemplar and very poor
on competencies
 Use evidence from multiple sources
 If you do not have evidence, do not evaluate
and it is best to rate as “N/A”
 Understand why the person is lacking in a
competency: Knowledge , skill, or Attitude
 For development, look for the top 3
competencies that require development-
apply the criteria of Impact and Ease
 Use multiple methods for development based
on the need
 Always give an individual opportunity to
showcase improvements and track
development over a period
 ELEMENT 5
 CAREER PLANNING AND DEVELOPMENT
 Have the conversation after having inputs on
the person’s performance and competencies
 Use inputs from talent review
 Start from the basics- of career interest,
personal values, long term interest, and then
look at the strength and weaknesses of the
individual
 ELEMENT 6
 OUTCOMES MANAGEMENT
 Ensure that there is differentiation in terms of
incentives, compensation hikes, and payouts
for high, medium , and low performers.
 Have learning and development related
actions documented post performance
appraisal
 Have a plan to support poor performance
with clarity on outcomes post intervention
 Ensure that fairness and respect are displayed
in taking decisions and communicating them
 Do not over empathize while communicating
negative outcomes- communicate the
process, and policies behind the decision
making.
 ELEMENT 6
 CULTURE, PROCESS AND SYSTEM
 The organization recognize that high
performance culture is critical for business
growth
 Basis of rewards and growth in the
organization is performance
 Values supersede performance and only
performance achieved through sound
practices are recognized
 Organization believes that performance
management is critical for business growth and
by managing performance both the organization
and employee benefits
 There is a well documented process of managing
various aspects of performance management
 There is clarity on the rating scale and the
meaning of each of the ratings
 Senior leaders act as advocates for the process
and themselves enable performance as coaches
 Culture of continuous feedback and
improvement exists
 Performance management system and
processes are not misused to penalize
employees
15 PRINCIPLES OF PERFORMANCE MANAGEMENT
 Be honest and open – good performance
management relies on a good relationship.
 Keep it simple – keep the emphasis on
development and performance, and keep the
paper work and process simple.
 Keep in touch – use mini-reviews to build
towards a performance review.
 Make goals interesting, challenging and
engaging – this is what really motivates people to
achieve.
 Pull together – align individual’s goals with team
and organizational goals.
 Build on strengths more than correcting
weaknesses – nobody is good at everything.
 Get the mix right – focus on complementary
skills within your team.
 People like to perform! – believe it or not but
people like to work, achieve, be praised, and
know that their contributions are valued.
 Give praise – recognise and acknowledge good
performance as soon as it happens.
 Let people know how they are doing – give
regular, timely feedback, either motivational,
formative, or both.
 Get the right tools for the job – make sure that the
resources are in place to help you run the process, and
to enable people to demonstrate performance
improvement.
 They perform, you perform – remember, as a manager
your performance depends on your team, when they
perform well, it’s easier for you to perform well.
 Be an example – so, set the standard by example. To
motivate others be motivated yourself, it’s infectious!
Strive to be a better manager.
 Motivate, motivate, motivate – the missing element from
most performance management processes? People will
only achieve superior performance if they want to.
 Use PERFORM to outperform – The PERFORM model has
been designed to help you create the conditions that
will motivate people to superior performance.
 Performance reviews help document salary
actions.
 They provide feedback to employees on their
performance.
 Performance reviews help identify “good” and
“bad” performers.
 They help document personnel decisions, such as
promotions and discipline.
 They assist management in making a decision to
retain or terminate.
 Performance reviews help identify training needs.
 They assist with personnel planning including
staffing.
1. Consistency.
2. Motivation.
3. Morale and retention.
4. Organizational impacts.
5. Training needs.
6. Firing risks.