WEEK 10

STRATEGIES FOR
IMPROVING
1 PERFROMANCE
 WHY DO COMPANIES BOTHER WITH
2 PERFORMANCE MANAGEMENT?

Manage Change

Employer Brand

Talent Management

Psychological Contract

Employee
Motivation
 3 KEY QUESTIONS EMPLOYEES ASK OF THEMSELVES

Performance Planning
Performance Appraisal
How
What
can are
I develop
expected
or Improve?
from me?
How am I Doing?

Performance Monitoring

The seeking system – parts of our brain that creates the natural impulses to express,
experiment, and have purpose or take on challenging and meaningful tasks (Cable, 2019
Alive at Work)
 FIGURE 9–2 THE BUILDING BLOCKS OF AN EFFECTIVE PERFORMANCE
MANAGEMENT PROCESS
4
Direction sharing Role clarification Goal setting and planning

Performance Planning Goal alignment Developmental goal setting

Ongoing performance monitoring

Performance Monitoring
Ongoing feedback Coaching and support

Performance assessment (appraisal)

Performance Appraisal
Rewards, recognition, and compensation

Workflow, process control, and return on investment management

What is the Focus of Performance Measures
Senior Managers Managers, Team Administrative and Production Workers
Leaders, Professionals Support Staff

       
Emphasis: COMPETENCIES TASK WORK OUTPUTS
QUANTITATIVE (Quantitative target is ACTIVITIES (Whether standards are
TARGETS BEING also important and but (Whether standards of met and the time taken
MET more on the “HOW” they performance are met) to achieve the outputs)
“WHAT they do to get did it to get the results)
the results”
 
 

Principal Accountabilities Main Tasks Work Measured

Standards
 Organizational Model of Performance Management
6
Organizational
Strategy
Long and short
term Goals and
Values

Individual Individual Objective Results

attributes behaviours
E.g. Skills and
Abilities

Situational
Constraints
Organizational
Culture
Economic Conditions
 7
FACTORS THAT AFFECT AN EMPLOYEE’S
PERFORMANCE
Technical skills Career ambition Equipment/materials
ABILITY

ENVIRONMENT
MOTIVATION
Interpersonal skills Goals and Job design
Problem solving expectations Economic conditions
skills Job satisfaction and Unions
Analytical skills frustration
Rules and policies
Communication Fairness perceptions
Managerial support
skills Relations with co-
workers and Laws and regulations
Physical limitations
superiors

GAPS in IDEAL PERFROMANCE VS ACTUAL PERFROMANCE WILL PROVIDE

OPPORTUNITIES TO IMPROVE PERFROMANCE
 8 Figure 1. PERFORMANCE DIAGNOSIS MODEL
Performance = f (ability, motivation, environment)

Ability Motivation Environment

Results measures cannot distinguish between ability, motivation, or situational

Results

determinants of performance. So if someone is not achieving results it could be due If somebody

to ability, motivation or external constraints
exhibits the
Appraisal Measures

behaviors but
Behavioral measures are less affected by
doesn’t achieve the
Competency Behavio

external constraints. But they still do not results, it may be

separate from ability and motivation due to external
constraints
r

Competency tests If somebody has

measures “can do” the competency
such as knowledge but doesn’t
and skills exhibit the
behavior, it might
be a motivational
problem

Performance Diagnosis Action

Scenario 1 Low competency Possible skill issue Training/development
Scenario 2 High competency, poor behavior Possible motivational issue Coaching/incentives
Scenario 3 High behavior rating, poor results Work environment Work design/leadership
 Take Home Practice

9
CASE: PERFORMANCE DIAGNOSIS

Tommy Callahan Jr. recently graduated from college after seven years and
returned home to Sandusky, Ohio. His father, Big Tom Callahan, owner of
Callahan Motors, offers Tommy a job in the auto parts factory that makes brake
pads. Through a twist of fate, the company is in severe danger of going under
unless sales of the new brake pads increase dramatically. Tommy must go on
the road with Richard (his father’s Assistant) to sell and save the company. But
Tommy proves to be unfocused, inexperienced, and lacking in confidence.
Sales call after sales call he meets with rejection, even when the prospect looks
promising. Customers express some concern about a warranty in the brake
pads, but Richard believes Tommy’s inexperience and awkward approach are
the big problems. (Use Performance Diagnosis Model)
Ways to Improve Performance
 CASE
• Reinventing Per f ormance Management – The Deloitte Touche Experience

• Based on the article by Marcus Buckingham and Ashley Goodall

Harvard Business Review, April 2015

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© 2015 Harvard Business School Publishing. All rights reserved. Copying or posting is an infringement of copyright. Please contact customerservice@harvardbusiness.org or 800-988-0886 for additional copies.
58%
OF EXECUTIVES SAY THEIR
SYSTEMS DON’T DELIVER

12
THE CASE FOR CHANGE
THE REVIEW PROCESS
IS A TIME SINK

13
THE CASE FOR CHANGE
ANNUAL DISCUSSIONS
AREN’T TIMELY
ENOUGH

14
THE CASE FOR CHANGE
RATINGS ARE MOSTLY A
REFLECTION OF THE
REVIEWER

15
THREE WAYS TO IMPROVE PERFORMANCE
AT DELOITTE AND TOUCHE

Reward See Fuel

Performance Performance Performance

16
What Sets High Performers Apart?

My coworkers are
committed to doing
I have the chance quality work.
to use my strengths
every day.
T
of he m
the iss
ins com ion
pir
es pany
me
.

17
Reward Performance – Tie Good
Performance to Pay
See Performance CLEARLY
FIND A BETTER SYSTEM FOR
PERFORMANCE FEEDBACK

accurate

timely

future-focused

23
 8 – Step Performance Feedback Process

1 4 7
Find the Root Get it on the
Be Prepared Cause of Perf Gaps Record

2 5 8
Conduct Plan to Close Follow Up
Meeting Perf Gaps

3 6
Identify Both
Re-evaluate the
Good and Bad
Perf Goals
Perf
25
The Purpose of Performance Feedback
Interview

Satisfactory—Promotable

Satisfactory—Not Promotable
Types of Feedback
Interviews
Unsatisfactory—Correctable

Unsatisfactory—Uncorrectable
26
How do we Improve the Performance
Feedback Interview

Guidelines for Conducting an

Interview

Talk in terms of
Don’t get Encourage the Don’t tiptoe
objective work
personal. person to talk. around.
data.
27

Performance Feedback will

NOT work if:
 There is suspicion of factual information presented
 People’s contribution are not appreciated
 De-motivation
 People are less willing to ask questions, offer ideas and
feedback
 People are more inclined to wait and see what happens
(passive, not proactive)
28
Reducing Errors in Performance Feedback Interviews

Focusing on one or two critical incidents

Lower rating for less challenge
Nobody can be that good (Strictness)
Rating for retention
Style differences
Emotional rating
Recent performance only (Recency Effect)
Friendships
29
Example - The Performance Feedback
Interview
How to Criticize a Subordinate

1
Do it in a manner that lets the person maintain
his or her dignity and sense of worth.

2 Criticize in private, and do it constructively.

Give daily feedback so that the review has no
3
surprises.
4 Never say the person is “always” wrong.

5 Criticism should be objective and free of biases.

30

The Performance Feedback Interview

How to Handle a Defensive Subordinate

1 Recognize that defensive behavior is normal.

2 Never attack a person’s defenses.

3 Postpone action.

4 Recognize your own limitations.

31

The Performance Feedback Interview

How to Ensure Improved Performance

1
Don’t make the subordinate feel threatened
during the interview.
Give the subordinate the opportunity to present
2
his or her ideas and feelings.
Give daily feedback so that the review has no
3
surprises.
4 Never say the person is “always” wrong.

5 Criticism should be objective and free of biases.

 NEW WAYS TO
GAUGE PERFORMANCE

•What would you do with them?

•What do you think of them?

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NEW WAYS TO GAUGE PERFORMANCE

FOUR FUTURE-FOCUSED STATEMENTS

1 I would award this person the highest possible increase and bonus.

2 I would always want this person on my team.

3 This person is at risk for low performance.

4 This person is ready for promotion today.

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• NEW WAYS TO GAUGE PERFORMANCE

A MORE COMPLETE VIEW OF THE TEAM

34
Fuel Performance
Encourage Self- Expression
Encourage Self – Efficacy
Improve Interpersonal
Communication
Implement Coaching and Counseling
Leaders Listen to their Subordinates
 TIPS
Encourage
Enabling Self-Expression Experimentation – Create
- Managers can Why People a ‘safe zone’ for play,
encourage them to Lose creativity, innovation,
express their best traits. Motivation social bonding
- Ask employees to write and What
down and share stories
Managers can Creating the importance
about times they were
at their best do to Help of Purpose – When
employees can
- Ask them about times experience first hand how
they were made to feel their unique
valued Dan Cable, contributions help others,
- Ask them about times 2018 and allowed the team to
they were comfortable progress
around others

Add a Footer 36
Reasons why a person can have low or high self-efficacy
Psychological
Efforts in the Past effects

01 If efforts were 03 You become

05
minimal or more
maximal introspective

Experiences that Opinions of Others

Previous Experience you feel yourself.

If your
experience 02 When you
compare 04 The praise or
negative
created a high yourself with criticism you
or a low others receive from
others
How do you Build Self – Efficacy?
I am unique. I am Special. I am ME.

Find your Uniqueness Try not to Compare

Yourself with Others Move out of your
Comfort Zone Comfort
Zone
Learning
Zone
Panic
Zone

Decrease your Panic

Why blend in when you can Zone by getting more
STAND out? into the Learning Zone

Look at what makes

you SIMILAR, not
different
Other Tips for Building Self-Efficacy
1 Groom yourself. Dress Nicely 2 Be kind and generous. Volunteer

Stand tall. Smile. Photoshop your Know your principles and live
3 self-image 4
them

Empower yourself with knowledge. Change a small habit. Exercise. Be

Work on a small things you can finish. active
5 6

Do something you have been

7 Think positive, kill negative 8 procrastinating on. Clean your room/desk
thoughts
IMPROVING PERFORMANCE THROUGH
INTERPERSONAL COMMUNICATION - CYCLE

Listen

Feedback Speak

Question
ELEMENTS OF SUCCESSFUL
COACHING
Technical
Help

Emotional
Bond

Personal Individual
Support Challenge
KEYS TO SUCCESSFUL COACHING

• Don’t ignore bad performance or behavior.

• Don’t avoid till it is too late.
• Don’t allow bad performance or behavior to fester or
continue.
ELEMENTS OF SUCCESSFUL
COUNSELLING About helping people to
help themselves

To help another Problem By Manager

individual to take a Recognition
responsibility for work-
related or personal
matters

Trust
Bond
Problem Resources
Acceptance are Provided

By Individual By Organization
KEY COUNSELING SKILLS AND
ATTITUDES
• Ability to identify a problem
• Ability to question properly and effectively
• Ability to listen
• Being sensitive
• Empathy
• Impartiality
• Sincerity
• Belief
Fuel Future Performance
What do great team leaders do?

WEEKLY CHECK-INS
• Set expectations
• Review priorities
• Comment on work
• Provide coaching and information

45
FREQUENCY MATTERS

Check-ins Engagement

46
 JUMP-STARTING THE
DISCUSSION
• Employees take the initiative.

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