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Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
Performance management glance_f_mjp
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Performance management glance_f_mjp

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A Glance at Performance Management

A Glance at Performance Management

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  • 1. Performance Management
    The Basics
    Mikki Jo Park
    MikkiJo@ConduitCareers.com
  • 2. Key Topics for CREATING Performance
    1. Building a positive environment
    2. Setting goals and standards
    3. Coaching and reviews
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 3. What is Performance Management?
    “Performance Management is a method used to measure and improve effectiveness of people in the workplace.” - Harvard Business Review
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 4. The Components
    A system composed of several areas of activities:
    • Creating the environment
    • 5. Goal setting
    • 6. Course correction and changes
    • 7. Tracking and monitoring performance
    • 8. Coaching for skills and motivation
    • 9. Review or appraisal
    What is performance management?
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 10. Non-Productive OutcomesWhen is it off target?
    …When activity, successful or not, does NOT cause the key performance indicators of your organization to improve…
    Outcomes and Expectations
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 11. Productive OutcomesWhat can it do?
    • Strengthen decision-making at all levels
    • 12. Clarify goals and improve results
    • 13. Increase opportunity and ability to meet
    accountability requirements
    • Improve communication of outcomes to key
    stakeholders and audiences
    Outcomes and Expectations
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 14. Hitting the Mark
    Performance management can help you improve the effectiveness of the people working for you to better compete for resources, markets and customers.
    Outcomes and Expectations
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 15. Create a Positive Environment
    What does positive mean?
    Your direct reports have a sense of:
    • Trust in their team and leaders
    • 16. Safety in the workplace
    • 17. Belonging through a shared sense of
    future and purpose
    What does environment mean? – It’s what you build as a leader and manager that creates the CONTEXT for work getting done.
    Creating Environment
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 18. Create Context
    Common future examples – 3 different types:
    • Intentions – core purpose, strategic intention
    • 19. Goals – measureable milestones on the path
    • 20. Principles – non-negotiable values that we
    agree to operate from
    Creating Environment
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 21. Build a Shared Future
    Creating Environment
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 22. Setting Goals and Standards
    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.
    Goals and Standards
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 23. hire for high performance
    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.
    – Lou Adler, author, Hire With Your Head
    Goals and Standards
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 24. Performance Profiling
    Lays out objectives and outcomes for an employee.
    Communicates expectations and describes high
    performance in a specific job or position.
    3. Different from a traditional job description. Emphasizes
    key results and outcomes, not simply activities.
    4. Describes the most important performance objectives
    a person will need to accomplish to be considered
    successful.
    Goals and Standards
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 25. SMARTe Formula
    Just like organizational objectives, describing performance objectives, using the SMARTE formula, makes them very clear.
    Specific
    Measurable
    Action oriented
    Results defined
    Time-bound
    Expected reward
    (Adjusted from the typical “e for environment” to
    connect personal expectations with motivation.)
    Goals and Standards
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 26. Record Agreements Track & Monitor
    Once you and your staff have reached an agreement, put it on paper.
    Gather data and information.
    Data:
    - Confirm that you are tracking the correct metrics.
    - Appropriate reports that reflect key success indicators.
    - Ensure that reports are meaningfully timed.
    Information:
    - What’s going well? 
    - What could be even better?
    - What has served its purpose and should change?
    - What’s missing?
    Prepare to give feedback.
    Monitor and Track
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 27. Six Influencers on Performance
    Platform for performance:
    1. Clarity of common future, principles and goals.
    2. Quality of processes or lack thereof
    3. Ability to solve problems, singularly and collaboratively
    4. Quality of relationships at work
    5. Workflow and work overload
    6. Manager’s clear direction, communication
    effectiveness, appropriate / or inappropriate
    interventions and actions
    Monitor and Track
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 28. Seek Understanding
    Monitoring performance and detecting gaps - accomplished by data and information gathering, discussion, asking productive questions, seeking understanding and needed foresight and insight.
    Most performance problems are caused or connected to one or more of the six influencers on performance.
    Monitor and Track
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 29. Coaching Performance
    A coach acknowledges achievement, gives feedback and challenges next level, with specific requests.
    Essential skills for a masterful coaches:
    • To see each team member as skilled and capable of
    solving problems, singularly or collaboratively.
    • Create the condition where people learn from within
    themselves.
    • Seek understanding of what motivates each person
    and what holds them back.
    • Intentionally grows their own skill as a coach to grow
    their team.
    Coaching and Feedback
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 30. People Principle for Learning
    • Do not try and change the why it’s not working.
    • 31. Instead, add new information and circumstances
    for what can be done differently.
    Coaching and Feedback
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 32. Formal Reviews and Appraisal
    Formal reviews, [quarterly, bi-annual, or annual] for acknowledgement and development. Connected to:
    - Pay and bonuses
    - Rewards and awards
    - Career Development
    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.
    Coaching and Feedback
    © 2011. All Rights Reserved by Conduit Careers, Inc.
  • 33. Want More? Resources List
    For a list of resources contact:
    Mikki Jo Park
    Managing Director, Conduit Careers, Inc.
    MikkiJo@ConduitCareers.com

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