Managing to perform April 2011
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Managing to perform April 2011

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Half day interactive open workshop on performance management in Toronto.

Half day interactive open workshop on performance management in Toronto.

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    Managing to perform April 2011 Managing to perform April 2011 Presentation Transcript

    • Managing to perform
      by Toronto Training and HR
      April 2011
    • Contents
      3-4 Introduction to Toronto Training and HR
      5-6 Definition and setting the scene
      7-8 Drill
      9-16 Performance appraisals
      17-23 Performance management systems
      24-27 Case studies A & B
      28-31 High performers
      32-33 Promises v performance
      34-35 Performance? You’re harassing me!
      36-39 Is the job a good fit?
      40-41 Helping poor performers
      42-43 Progressive discipline
      44-46 Performance monitoring
      47-48 Mistakes around accountability
      49-50 Benefits in admitting weaknesses
      51-54 Case studies C & D
      55-56 Conclusion and questions
      Page 2
    • Page 3
      Introduction
    • Page 4
      Introduction to Toronto Training and HR
      Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden
      10 years in banking
      10 years in training and human resources
      Freelance practitioner since 2006
      The core services provided by Toronto Training and HR are:
      • Training course design
      • Training course delivery
      - Reducing costs
      • Saving time
      • Improving employee engagement & morale
      • Services for job seekers
    • Page 5
      Definition and setting the scene
    • Page 6
      Definition and setting the scene
      What is performance management?
      Goals of performance management
      Organization drivers/what needs to be defined
      Align, adapt and achieve
      Financial and operational objectives
      Quantitative and qualitative measurements
      Performance management objectives
      Performance management cycle
      Seven deadly sins of measurement
    • Page 7
      Drill
    • Page 8
      Drill
    • Page 9
      Performance appraisals
    • Page 10
      Performance appraisals 1 of 7
      APPRAISAL METHODS
      Category rating appraisal
      Comparison or comparative appraisal
      Narrative appraisal
      Special types of appraisal
    • Page 11
      Performance appraisals 2 of 7
      CATEGORY RATING APPRAISAL
      Graphic scale
      Checklist
      Forced choice
    • Page 12
      Performance appraisals 3 of 7
      COMPARISON OR COMPARATIVE APPRAISAL
      Ranking
      Paired comparison
      Forced distribution
    • Page 13
      Performance appraisals 4 of 7
      NARRATIVE APPRAISAL
      Essay
      Critical incidents
      Field review
    • Page 14
      Performance appraisals 5 of 7
      SPECIAL TYPES OF APPRAISAL
      Behaviourally anchored rating scale
      Behaviour observation scale
      360 degree feedback
    • Page 15
      Performance appraisals 6 of 7
      WHAT IS TYPICALLY COVERED?
      HR information
      Summary of accomplishments
      Performance appraisal measures
      Rating scale
      Summary score
      Objectives
      Comments and signature
    • Page 16
      Performance appraisals 7 of 7
      PREPARATION
      Documentation
      Rater errors
      Planning for the discussion
      Promote two-way dialogue
      Setting the meeting
    • Page 17
      Performance management systems
    • Page 18
      Performance management systems 1 of 6
      BUILDING A ROBUST PERFORMANCE MANAGEMENT SYSTEMDesign
      Implementation
      Capability enhancement
    • Page 19
      Performance management systems 2 of 6
      KEY SUCCESS CRITERIA
      The reality of the working relationships between individuals.
      How these relationships can be made more effective.
      How contemporary tools can be deployed to increase process effectiveness.
      How we can create an environment in which most individuals realise their true potential.
    • Page 20
      Performance management systems 3 of 6
      KEY SUCCESS CRITERIA
      How we can increase compliance with processes by those at whom those processes are aimed. You don’t need to design processes for the top performers-they will do the right thing despite you!
      How we can cope with the demands and expectations of members of the team as well as the managers.
      How we can optimise individual performance.   
    • Page 21
      Performance management systems 4 of 6
      EFFECTIVE PERFORMANCE MANAGEMENT SYSTEMS
      System contains useful measures
      Those useful measures are displayed in a usable manner
    • Page 22
      Performance management systems 5 of 6
      INSTALLING A MEANINGFUL SYSTEM
      Base the review on performance expectations
      Minimize the prominence and importance of numbers
      Reveal the form early
      Review performance often
      Train all team members on the process and how to
      deliver feedback
    • Page 23
      Performance management systems 6 of 6
      INSTALLING A MEANINGFUL SYSTEM
      Incorporate self-assessments
      Generate upward feedback
      Require follow-up meetings
      Consider separating reviews from evaluations
      Re-examine the system
    • Page 24
      Case study A
    • Page 25
      Case study A
    • Page 26
      Case study B
    • Page 27
      Case study B
    • Page 28
      High performers
    • Page 29
      High performers 1 of 3
      CLUSTERS
      Business thinking (BT)
      People development (PD)
      Inspiring people (IP)
      Achieving success (AS)
    • Page 30
      High performers 2 of 3
      BEHAVIOURS
      BT-Information search (IS), Concept formation (CF) Conceptual flexibility (CX)
      PD-Empathy (EM), Teamwork (TW) Developing people (DP)
      IP-Influence (IN), Building confidence (BC), Presentation (PR)
      AS-Proactivity (PO), Continuous
      improvement (CI), Customer focus (Cfu).
    • Page 31
      High performers 3 of 3
      SELF-DESTRUCTION
      Pamper your pets in public, not in private
      Work golden geese like rented mules
      Affording challenging opportunities is not the same as demanding more
    • Page 32
      Promises v performance
    • Page 33
      Promises v performance
      What is capability?
      Set standards
      Provide regular feedback
      Provide early guidance and correction
      Focus on the facts
      Give time to improve
    • Page 34
      Performance? You’re harassing me!
    • Page 35
      Performance? You’re harassing me!
      Make sure that your dignity at work procedure points out that managers have a right and a duty to manage.  If a manager is seeking to help and encourage an employee to do his job, it does not constitute bullying or harassment.
      Provide evidence of poor work performance to support what you say.
      Ask why the employee thinks he is being bullied.  Ask ’Help me understand why you think I’m treating you less favourably than anyone else who performs at this level?’  By putting the onus back on the employee, you start to call him to account.
    • Page 36
      Is the job a good fit?
    • Page 37
      Is the job a good fit? 1 of 3
      What are you best at doing?
      What do you like to do the most?
      What do you wish you were better at?
      What talents do you have that you haven’t developed?
      Which of your skills are you most proud of?
      What do others most often say are your greatest
      strengths?
      What have you gotten better at?
      What can you just not get better at no matter how hard you try?
    • Page 38
      Is the job a good fit? 2 of 3
      What do you most dislike doing?
      Which skills need developing in order to perform your job?
      What sort of people do you work best/worst with?
      What sort of organizational culture brings out the best in you?
      What were you doing when you were happiest in your work life?
      What are your most cherished hopes for your future work life?
      How could your time be better used in your current job to add value to the organization?
    • Page 39
      Is the job a good fit? 3 of 3
      CYCLE OF EXCELLENCESelect
      Connect
      Play
      Grapple and grow
      Shine
    • Page 40
      Helping poor performers
    • Page 41
      Helping poor performers
      Say something
      Give it to them straight
      Check they understand
      Make a plan
      Have hope
      Avoid assumptions
      Share your vision
      Be there
    • Page 42
      Progressive discipline
    • Page 43
      Progressive discipline
      Strategies to avoid initiating progressive discipline
      What constitutes need for progressive discipline
      Types of behaviour that could result in progressive discipline or immediate termination
      Administration considerations
      Progressive discipline steps
      Facts and support
      Warnings
      Termination
    • Page 44
      Performance monitoring
    • Page 45
      Performance monitoring 1 of 2
      OBJECTIVES OF SUPERVISORY MONITORING
      To ensure the task is performed as required
      To provide supervision with accurate data for organizational performance appraisals
      To motivate employees to work at peak performance even when the supervisor is not present
      To motivate workers to display citizenship behaviours
    • Page 46
      Performance monitoring 2 of 2
      MONITORING TECHNIQUES
      Automated surveillance
      Direct observation
      Inspection of work
      Checklists
      Performance indices
      One-on-one reviews
      Follow-up conversations
      Reports
      Team meetings
      Presentations
    • Page 47
      Mistakes around accountability
    • Page 48
      Mistakes around accountability
      This too shall pass
      They know how I feel
      It will turn into an argument
      I made my expectations clear
      I’ll demotivate or lose them
      I’ll be seen as a micro-manager
      It’s easier if I just do it myself
    • Page 49
      Benefits in admitting weakness
    • Page 50
      Benefits in admitting weakness
      People hate to have their intelligence insulted
      People give sacrifices to deities but have dinner with effective leaders
      Asserting you are bulletproof smacks of hubris
      The “blame game” is despicable and doomed to failure
      If you assume 100% of the blame for an errant act, you take the wind out of potential critics’ sails
    • Page 51
      Case study C
    • Page 52
      Case study C
    • Page 53
      Case study D
    • Page 54
      Case study D
    • Page 55
      Conclusion & Questions
    • Page 56
      Conclusion
      Summary
      Questions