Performance Management<br />The Basics<br />Mikki Jo Park<br />MikkiJo@ConduitCareers.com<br />
Key Topics for CREATING Performance <br />1. Building a positive environment<br />2. Setting goals and standards<br />3. C...
What is Performance Management?<br />“Performance Management is a method used to measure and improve effectiveness of peop...
The Components<br />A system composed of several areas of activities: <br /><ul><li> Creating the environment
 Goal setting
 Course correction and changes
 Tracking and monitoring performance
 Coaching for skills and motivation
 Review or appraisal</li></ul>What is performance management?<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
Non-Productive OutcomesWhen is it off target?<br />…When activity, successful or not, does NOT cause the key performance i...
Productive OutcomesWhat can it do?<br /><ul><li> Strengthen decision-making at all levels
 Clarify goals and improve results
 Increase opportunity and ability to meet </li></ul>  accountability requirements<br /><ul><li> Improve communication of o...
Hitting the Mark<br />Performance management can help you improve the effectiveness of the people working for you to bette...
Create a Positive Environment<br />What does positive mean? <br />Your direct reports have a sense of:<br /><ul><li> Trust...
Safety in the workplace
Belonging through a shared sense of </li></ul>  future and purpose<br />What does environment mean? – It’s what you build ...
Create Context<br />Common future examples – 3 different types:<br /><ul><li>Intentions – core purpose, strategic intention
Goals – measureable milestones on the path
Principles – non-negotiable values that we </li></ul>  agree to operate from<br />Creating Environment<br />© 2011. All Ri...
Build a Shared Future<br />Creating Environment<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
Upcoming SlideShare
Loading in...5
×

Performance management glance_f_mjp

1,184

Published on

A Glance at Performance Management

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,184
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Performance management glance_f_mjp

  1. 1. Performance Management<br />The Basics<br />Mikki Jo Park<br />MikkiJo@ConduitCareers.com<br />
  2. 2. Key Topics for CREATING Performance <br />1. Building a positive environment<br />2. Setting goals and standards<br />3. Coaching and reviews <br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  3. 3. What is Performance Management?<br />“Performance Management is a method used to measure and improve effectiveness of people in the workplace.” - Harvard Business Review <br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  4. 4. The Components<br />A system composed of several areas of activities: <br /><ul><li> Creating the environment
  5. 5. Goal setting
  6. 6. Course correction and changes
  7. 7. Tracking and monitoring performance
  8. 8. Coaching for skills and motivation
  9. 9. Review or appraisal</li></ul>What is performance management?<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  10. 10. Non-Productive OutcomesWhen is it off target?<br />…When activity, successful or not, does NOT cause the key performance indicators of your organization to improve…<br />Outcomes and Expectations<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  11. 11. Productive OutcomesWhat can it do?<br /><ul><li> Strengthen decision-making at all levels
  12. 12. Clarify goals and improve results
  13. 13. Increase opportunity and ability to meet </li></ul> accountability requirements<br /><ul><li> Improve communication of outcomes to key </li></ul> stakeholders and audiences <br />Outcomes and Expectations<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  14. 14. Hitting the Mark<br />Performance management can help you improve the effectiveness of the people working for you to better compete for resources, markets and customers.<br />Outcomes and Expectations<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  15. 15. Create a Positive Environment<br />What does positive mean? <br />Your direct reports have a sense of:<br /><ul><li> Trust in their team and leaders
  16. 16. Safety in the workplace
  17. 17. Belonging through a shared sense of </li></ul> future and purpose<br />What does environment mean? – It’s what you build as a leader and manager that creates the CONTEXT for work getting done.<br />Creating Environment<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  18. 18. Create Context<br />Common future examples – 3 different types:<br /><ul><li>Intentions – core purpose, strategic intention
  19. 19. Goals – measureable milestones on the path
  20. 20. Principles – non-negotiable values that we </li></ul> agree to operate from<br />Creating Environment<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  21. 21. Build a Shared Future<br />Creating Environment<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  22. 22. Setting Goals and Standards<br />Activity without direction or purpose is simply motion. No more. No less. Performance profiling improves results by better defining the work that needs to be done.<br />Goals and Standards<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  23. 23. hire for high performance<br />If you want to hire superior people, first define superior performance. You must get everyone to agree to what the person taking the job needs to do to be successful, not what the person needs to have in terms of skills. <br />– Lou Adler, author, Hire With Your Head<br />Goals and Standards<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  24. 24. Performance Profiling<br /> Lays out objectives and outcomes for an employee. <br /> Communicates expectations and describes high <br /> performance in a specific job or position.<br />3. Different from a traditional job description. Emphasizes <br /> key results and outcomes, not simply activities. <br />4. Describes the most important performance objectives <br /> a person will need to accomplish to be considered <br /> successful.<br />Goals and Standards<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  25. 25. SMARTe Formula<br />Just like organizational objectives, describing performance objectives, using the SMARTE formula, makes them very clear.<br /> Specific <br /> Measurable <br /> Action oriented <br /> Results defined <br /> Time-bound <br /> Expected reward <br />(Adjusted from the typical “e for environment” to<br />connect personal expectations with motivation.) <br />Goals and Standards<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  26. 26. Record Agreements Track & Monitor<br />Once you and your staff have reached an agreement, put it on paper. <br />Gather data and information.<br />Data:<br />- Confirm that you are tracking the correct metrics.<br />- Appropriate reports that reflect key success indicators.<br />- Ensure that reports are meaningfully timed.<br />Information:<br />- What’s going well? <br />- What could be even better? <br />- What has served its purpose and should change?<br />- What’s missing? <br />Prepare to give feedback.<br />Monitor and Track<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  27. 27. Six Influencers on Performance<br />Platform for performance:<br />1. Clarity of common future, principles and goals.<br />2. Quality of processes or lack thereof<br />3. Ability to solve problems, singularly and collaboratively<br />4. Quality of relationships at work <br />5. Workflow and work overload<br />6. Manager’s clear direction, communication <br /> effectiveness, appropriate / or inappropriate <br /> interventions and actions<br />Monitor and Track<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  28. 28. Seek Understanding<br />Monitoring performance and detecting gaps - accomplished by data and information gathering, discussion, asking productive questions, seeking understanding and needed foresight and insight.<br />Most performance problems are caused or connected to one or more of the six influencers on performance.<br />Monitor and Track<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  29. 29. Coaching Performance<br />A coach acknowledges achievement, gives feedback and challenges next level, with specific requests.<br />Essential skills for a masterful coaches: <br /><ul><li> To see each team member as skilled and capable of </li></ul> solving problems, singularly or collaboratively.<br /><ul><li> Create the condition where people learn from within </li></ul> themselves.<br /><ul><li> Seek understanding of what motivates each person </li></ul> and what holds them back.<br /><ul><li> Intentionally grows their own skill as a coach to grow </li></ul> their team.<br />Coaching and Feedback<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  30. 30. People Principle for Learning<br /><ul><li> Do not try and change the why it’s not working.
  31. 31. Instead, add new information and circumstances </li></ul>for what can be done differently. <br />Coaching and Feedback<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  32. 32. Formal Reviews and Appraisal<br />Formal reviews, [quarterly, bi-annual, or annual] for acknowledgement and development. Connected to:<br />- Pay and bonuses <br />- Rewards and awards<br />- Career Development<br />Rewards and career development can show up as special training for achievement, rewarding growth challenges, new responsibilities connected to greater influence and/or promotion, etc. <br />Coaching and Feedback<br />© 2011. All Rights Reserved by Conduit Careers, Inc.<br />
  33. 33. Want More? Resources List<br />For a list of resources contact: <br />Mikki Jo Park<br />Managing Director, Conduit Careers, Inc.<br />MikkiJo@ConduitCareers.com<br />

×