Performance Management Best Practices by Gary Wheeler

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Delivered at the Family Promise National Conference in May 2013, this presentation talks about the importance of creating performance metrics for staff that are aligned to the organizations overall performance metrics.

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Performance Management Best Practices by Gary Wheeler

  1. 1. Performance Management in Non-Profit Linking People to Results Gary Wheeler SPHR, GPHR, CCP, CBP
  2. 2. Objectives 2 • Understand performance management concepts • Understand the benefits of a performance management system • Understand how to link organizational goals to individual goals
  3. 3. Evaluation Systems 3 • Essays & Summaries • Critical Incidents • Behaviorally Anchored Rating Systems (BARS) • Management By Objectives • Key Performance Indicators (KPI’s) • Balanced Score Card
  4. 4. Essays & Summaries 4 • An evaluation used to provide compelling evidence supporting your opinion by using logical reasoning to show that your evaluation is correct • Challenges • Requires time • Subjective
  5. 5. Critical Incidents 5 • The critical incident evaluation process involves using a set of procedures to evaluate human behavior through a series of observations • A series of observations are used to evaluate better than expected or less than expected performance • Challenges • Requires time • Subjective
  6. 6. Behaviorally Anchored Rating System (BARS) 6 BARS 5 – Superior 4 – Exceeds Expectations 3 – Meets Expectations 2 – Needs Improvement 1 – Unsatisfactory Performance
  7. 7. TypicalBARS • QUANTITY ................................................................................. 1 2 3 4 5 • Meets productivity standards ...................................................... 1 2 3 4 5 • Completes work in timely manner ................................................ 1 2 3 4 5 • QUALITY …................................................................................. 1 2 3 4 5 • Demonstrates accuracy and thoroughness .................................. 1 2 3 4 5 • Displays commitment to excellence ............................................. 1 2 3 4 5 • JOB KNOWLEDGE ...................................................................... 1 2 3 4 5 • Competent in required job skills and knowledge ......................... 1 2 3 4 5 • Challenge • Subjective 7
  8. 8. Management By Objectives (MBO) 8 • MBO is the process of defining objectives/goals within the organization where management and employees agree with the objectives/goals and understand what they need to do in the organization • Challenge • Goals are not aligned to organization
  9. 9. Key Performance Indicators (KPI’s) 9 • KPI’s are used to evaluate organizational and/or individual success using key metrics • KPI’s should be relative to organization success • Challenge • Understanding what is important to the organization and choosing the right KPI’s
  10. 10. Balanced Score Card 10 • Balances KPI’s into four organization perspectives • Financial • Customer • Internal Business Processes • Innovation and Learning • Two to Four elements in each area • Challenge • Obtaining buy in of indirect elements from the team
  11. 11. Best System For Non-Profit & Why? 11 • Key Performance Indicators (KPI) • Balanced Score Card (BSC)
  12. 12. What is Performance Management? 12 • Performance management includes activities which ensure individual goals are consistently met in an effective and efficient manner and are aligned with the department, division and organizational goals • Individual goals role up to the organization’s goals and they support the organization’s mission and strategic plan
  13. 13. Benefits of Performance Management 13 • Organization • Outcomes are tied to the mission • Outcomes are tied to strategy • Outlines responsibility • Manager • Identifies expectations • Creates an objective evaluation system • Staff • Let’s people know where they stand • Greater chance of receiving recognition
  14. 14. Case Management 14 First Quarter Rating Second Quarter Rating Third Quarter Rating Fourth Quarter Rating YTD Element Area of Responsibility Plan Act % Eff Plan Act % Eff Plan Act % Eff Plan Act % Eff Plan Act % Eff 1 % Clients transitioning to stable housing 100% 100% 100% 100% First Quarter Rating Second Quarter Rating Third Quarter Rating Fourth Quarter Rating YTD Element Area of Responsibility Plan Act % Eff Plan Act % Eff Plan Act % Eff Plan Act % Eff Plan Act % Eff 2 % Clients stable housing after 3 months 90% 90% 90% 90% First Quarter Rating Second Quarter Rating Third Quarter Rating Fourth Quarter Rating YTD Element Area of Responsibility Plan Act % Eff Plan Act % Eff Plan Act % Eff Plan Act % Eff Plan Act % Eff 3 % Clients stable housing after 6 months 85% 85% 85% 85%
  15. 15. Intake 15 First Quarter Rating Second Quarter Rating Third Quarter Rating Fourth Quarter Rating YTD Element Area of Responsibility Plan Act % Eff Plan Act % Eff Plan Act % Eff Plan Act % Eff Plan Act % Eff 1 # Clients moved to permanent housing 15 clients 16 clients 15 clients 16 clients First Quarter Rating Second Quarter Rating Third Quarter Rating Fourth Quarter Rating YTD Element Area of Responsibility Plan Act % Eff Plan Act % Eff Plan Act % Eff Plan Act % Eff Plan Act % Eff 2 % Clients Approved for fin. assist. who remain stable 3 mo. 90% 85% 80% 80% First Quarter Rating Second Quarter Rating Third Quarter Rating Fourth Quarter Rating YTD Element Area of Responsibility Plan Act % Eff Plan Act % Eff Plan Act % Eff Plan Act % Eff Plan Act % Eff 3 % Clients Approved for fin. assist. who remain stable 6 mo. 85% 80% 75% 75%
  16. 16. Review of Examples 16 • Handouts • Executive Director • Finance Director • Case Manager • Intake Worker
  17. 17. GroupActivity • Break into groups (5 to 10 per group) • Articulate the organization mission • Identify six to eight Key Performance Indicators (KPI)’s for your Executive Director and their team • Ten-minute activity • Scribe • Delegate someone to report back • Two (2) minutes to report 17
  18. 18. Summary& Best Practices • Establish a clear mission • Create a strategic plan that is linked to the mission • Identify organization goals (KPI’s) • Identify goals (KPI’s) necessary to meet grant criteria • The Executive Director’s Goals (KPI’s) are the organization’s goal 18
  19. 19. Summary& Best Practicescont. • The Executive Director’s performance incentives should be tied to organization goals (KPI’s) • Align individual goals (KPI’s) to organization goals • Create a monthly dashboard • Share goals and results with staff • Recognize individuals for achieving their goals 19
  20. 20. Q & A
  21. 21. Gary Wheeler The Virtual HR Director, LLC 678-997-0017 gary@thevirtualhrdirector.com http://www.thevirtualhrdirector.com Thank You

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