Performance Management - Toima

Performance Management Process

Performance Management - Toima

 Knowledge of the organization mission and

strategic goals  Strategic planning; only once the mission and vision is established  Knowledge of the job in question; mostly through the Job Analysis
 Determining the key components of a job including

the activities; tasks; products; services; processes  Information regarding the KSA  Development of Job Description

Performance Management - Toima

How job Analysis is Done  Analysis or Data is collected from the job incumbents through  Observations  Off the shelf questionnaires  Interviews  What if the incumbent is not present??? Performance Management .Toima .

Once the Job Analysis is done it is reviewed by the Incumbent to rate each task in terms of Frequency & Criticality As some tasks may be done a number of times but might not be critical but on the other hand. Performance Management . some tasks may be done with less frequency but they might be very critical.Toima .

Toima .Job Description  JD is the prerequisite for any Performance Management system as it provides  Criteria – Yardstick leading to  How to perform  What outcomes should result from Performance  What quality/ Quantity of work required  Cost and Time effectiveness Performance Management .

Toima .Performance Planning Consideration of both results and behaviors as well as the developmental plans  Results  What needs to be done or what outcomes an employee must produce  Behaviors  Determination of KSA as they are important in determining how the results will be achieved Cont’d Performance Management .

Toima .Performance Planning  Development Plans  Before the review cycle starts it is important for the appraisee and the appraiser to agree upon the development plans  Identifying the areas that need improvement  Setting goals to be achieved in each area Performance Management .

for all stages of performance management Performance Management .Toima .Performance & Developmental Planning The purpose of Performance and Developmental planning is •Make performance expectations explicit •Tie individual performance to organization and department business plans •Identify measurement or evaluation criteria for performance •Identify gaps in knowledge or skills required to achieve expectations •Describe specific development activities •Foster communication between manager and employee 1-2-3 performance planning 4-5 development planning 6.

Development Planning focuses on •On the job training •Special Projects and assignments •Cross Training or rotation to other jobs •Self study •Training (internal and external) •Mentoring •Attendance at conferences.Toima . seminars and workshops •Reading material •Membership in professional organizations or associations Performance Management .

Toima . division or department business plans are completed or revised Performance Management .When the Performance and Development Planning should be done •At the start of each performance and development review cycle •When new employee is hired and the organization wants to establish clear performance goals and objectives •When an employee is transferred to your department and needs expectations to be clarifies •After companywide.

security etc. defined in terms of targets & standards  Capability profile – knowledge. teamwork. soft skills (behavioral skills)  Performance measures & indicators – to assess the extent to which objectives& standards of performance have been achieved  Corporate core values or requirements – performance agreement may also refer to the core values of the organization for quality. employee respect etc.Toima .PERFORMANCE AGREEMENT  Role requirements – defined in the form of key result areas  Objectives & standards of performance – the result to be achieved. customer service. Performance Management . and certain operational requirements like health & safety. skills and capabilities required to carry out the role effectively – including hard skills (technical or functional knowledge). budgetary control.

Performance Agreement Variations in focus and content of performance agreement  Senior Managers : definition of KRAs (key result areas). Emphasis. largely on objectives in the form of quantified targets & less prominence given to capabilities  Managers/team Leaders: definition of KRAs.Toima . but competence requirements are equally important Performance Management . Achievement of quantitative targets is still important but more emphasis on competence requirements  Administrative/clerical: focuses on the definition of main tasks and key activities inline with standards and less focus on competence requirement  Sales staff: performance is usually measured against sales targets.

.) Performance Management .Toima . Overall purpose of the role  The agreement should generally state:  what the role exists for  how it contributes to the achievement of the objectives of the team or department and ultimately.Defining the work to be done 1. the objectives of the organization Contd.

Toima . Key Result Areas (KRAs) Describes what role holders are expected to achieve – their accountabilities  can be quantified as targets or  expressed in the form of projects to be accomplished  Some KRAs may not be quantified but can be measured in terms of levels of performance or observable outcomes Contd.. Performance Management .Defining the work to be done 2.

Defining the work to be done Some examples of KRAs:  Preparing marketing plans that support the achievement of corporate targets for profits and sales revenue  Control manufacturing operations to achieve output targets. quality specs and delivery to time requirements within cost budgets  Plan and provide training programs that meet defined needs Contd.Toima . Performance Management ..

Defining the work to be done 3.Toima . Some examples are:  Maintain stock records  Reply to customer account enquiry  Updating employee status database Performance Management . Main Tasks The term “main tasks” is often used as a synonym for KRA but they are actually the day to day tasks to achieve KRAs.

Preparing & recording the plans  periodical review meetings  recording through documentation and continuous monitoring  informal reviews for monitoring the plans  formal discussions if changes (if deem necessary) are to be made Performance Management .Toima .

Evaluating the performance planning  Plans should be based on an analysis of past performance       and an assessment of future demands Managers encourage individuals to formulate their performance improvement and personal development plans Plans are agreed jointly by the managers and individuals Plans set out clear objectives to be achieved Plans indicate the success criteria Employee should be empowered to implement the plan Managers should support the individuals through coaching & counseling Performance Management .Toima .

Toima .Performance Execution  At the performance execution stage following factors must be considered  Commitment to goal achievement  Ongoing performance feedback & coaching  Communication with the supervisor  Collecting & Sharing performance data  Preparing for performance reviews Performance Management .

Employee Participation  The degree of employees’ acceptance of an objectives is a function of:  Their level of participation in setting objectives  The extent to which they perceive that the final objectives are attainable Performance Management .Toima .

Manager’s Perspective  Observation & documentation  Update  Feedback  Resources  Reinforcement Performance Management .Toima .

Reinforcement  Employee behavior is strongly influenced by the consequences of that behavior  Positive behavior that is inspired and reinforced is more likely to reoccur  Reinforce approximations of the final desired behavior or result of that behavior Performance Management .Toima .

Relationship of Reinforcement to Objective Setting  The motivational impact of objectives comes from employees’ anticipation that they will be reinforced for attaining an objective Performance Management .Toima .

Toima .Self-fulfilling Prophecy  Objective attainment itself is reinforcing since it enhances an employee’s sense of accomplishment and self-worth  If the objective is too difficult. employees will not try to attain it or they will become frustrated with trying to attain it and stop trying Performance Management .

g. employ the tools assigned to solve issues and come up with the solutions Performance Management ..  What important cognitive skills or attributes do I want my staff to develop?  e.Performance Assessment  Defining the Purpose  Determining which concepts. communicate effectively in writing. The assessor needs to know what type of decisions will be made with the information gathered from the assessment.Toima . and/or skills should be assessed. knowledge.

.g.g.. reflect on the writing process.g. appreciate individual differences)  What skills do I want my Staff to develop?  e.Toima . predict consequences  What concepts and principles do I want them to be able to apply?  e.g..Performance Assessment  Defining the Purpose  What social and affective skills or attributes do I want my staff to develop?  (e. work independently. how to achieve the assigned targets Performance Management . perform research. self-monitor progress while working on an independent project  What types of problems do I want them to be able to solve?  e. understand cause-and-effect relationships.

and the amount of data required to make an adequate evaluation of the employees’ performance. time constraints.  Factors.Performance Assessment  Identifying the Task  The next step in the development of a performance assessment is to study the performance activity.Toima . including available resources. Performance Management .

e.e.Toima .  The task should not examine extraneous or unintended variables. Tasks that give some staff an unfair advantage over others should not be selected. defining the purpose). The elements of the activity must correspond with the objectives that were specified in the first step (i.  Performance assessments should be fair and free from bias. Staff should not be required to possess knowledge that is not relevant to the task’s purpose in order to complete the task.. a Smart Objective Assigned).  The completion of performance assessments should provide a valuable results  The statement of goals and objectives should be clearly aligned with the measurable outcomes of the performance activity. Performance Management .Performance Assessment  Identifying the Tasks  Recommendations  The selected task should reflect a valued activity (i..

Performance Management .  The statement of the criteria should be fair and free from bias.  The criteria set forth in should be expressed in terms of observable behaviors or product characteristics.  Scoring should be written in specific and clear language that the staff understand.  The separation between score levels should be clear.Toima .Performance Assessment  Developing the Scoring Criteria  The criteria set forth should be clearly aligned with the requirements of the task and the stated goals and objectives.  The number of points that are used in the scoring should make sense.

Performance Review  It involves meeting between the employee and the manager to review the assessment.Toima .  An open discussion is required for all such meetings Performance Management .

listen to him/her as well  Discuss the implication of changing or not changing behavior Performance Management .Performance Review  Recommendations for conducting productive performance reviews  Identify what the employee has done well and poorly by citing specific positive and negative behaviors  Solicit feedback from your employee about the behavior.Toima .

Performance Review  Recommendations for conducting productive performance reviews  Detailed discussion that how past performance problems can be overcome by using and enhancing the existing skills  Agree on action plan  Set up the meeting for follow up Performance Management .Toima .

Performance Review & Recontracting  This phase uses the insights and information gained from the other phases. Performance Management .Toima .

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