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Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
Performance management October 2013
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Performance management October 2013

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Half day open training event held in Toronto, Ontario.

Half day open training event held in Toronto, Ontario.

Published in: Business, Technology
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  • 1. Effectively managing performance by Toronto Training and HR October 2013
  • 2. CONTENTS 5-6 7-8 9-10 11-12 13-14 15-16 17-18 19-20 21-22 23-24 25-28 29-30 31-33 34-38 39-40 41-46 47-48 49-50 Definition The process of performance management Aspects of performance management Disciplines of execution Pay for performance Creating and implementing a balanced scorecard Selecting the right metrics Components of human work processes Motivation and performance Employee engagement Performance reviews Trust Legal considerations High achievers and low performers Key components for world-class performance Organizations which are high-performing Ensuring performance management is a success Conclusion and questions Page 2
  • 3. Introduction Page 3
  • 4. Introduction to Toronto Training and HR Toronto Training and HR is 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 event design Training event delivery Reducing costs, saving time plus improving employee engagement and morale Services for job seekers Page 4
  • 5. Definition Page 5
  • 6. Definition • Performance management Page 6
  • 7. The process of performance management Page 7
  • 8. The process of performance management • Define performance expectations • Provide ongoing feedback and coaching • Conducting performance reviews and evaluation discussions • Determining performance rewards/consequences • Undertaking development and career opportunity discussions Page 8
  • 9. Aspects of performance management Page 9
  • 10. Aspects of performance management • • • • • Developing Monitoring Planning Rating Rewarding Page 10
  • 11. Disciplines of execution Page 11
  • 12. Disciplines of execution • Focus on tremendously vital objectives (TVO) • Act on the lead measures • Keep a compelling scoreboard • Create a culture of accountability Page 12
  • 13. Pay for performance Page 13
  • 14. Pay for performance • • • • Stability Ease of measurement Designing a plan Merit pay grids Page 14
  • 15. Creating and implementing a balanced scorecard Page 15
  • 16. Creating and implementing a balanced scorecard • Collect historical data from the organization • Sort out and prepare the final database • Determine and identify the numbers of strategic perspectives and performance indicators • Construct the cause and effect link between all strategic perspectives • Operate this management tool for long-term planning Page 16
  • 17. Selecting the right metrics Page 17
  • 18. Selecting the right metrics • Define your governing objective • Develop a theory of cause and effect to assess presumed drivers of value • Identify the specific activities that employees need to do in order to achieve the governing objective • Regularly re-evaluate the chosen statistics to ensure that they continue to link employee activities with the governing objective Page 18
  • 19. Components of human work processes Page 19
  • 20. Components of human work processes • • • • • • • Direction setting Clarifying roles Planning and aligning performance Monitoring and measuring Enabling and enhancing Assessing and evaluating Recognizing and rewarding Page 20
  • 21. Motivation and performance Page 21
  • 22. Motivation and performance Page 22
  • 23. Employee engagement Page 23
  • 24. Employee engagement • Fully engaged • Not engaged • Disengaged Page 24
  • 25. Performance reviews Page 25
  • 26. Performance reviews 1 of 3 • • • • • Formats 360 degree feedback Errors An effective process Preparation Page 26
  • 27. Performance reviews 2 of 3 TRENDS • Preset performance objectives for individuals • Discussion of development held separately from the performance review • Competency models which are based on strategy • Competencies • Calibration meetings to compare ratings by different managers • Ownership of performance management by line management
  • 28. Performance reviews 3 of 3 AMENDMENTS • Change what is rated • Change the rating scale • Change who rates • Change the objectives Page 28
  • 29. Trust Page 29
  • 30. Trust • Leader behaviours to build trust • Employee responses Page 30
  • 31. Legal considerations Page 31
  • 32. Legal considerations 1 of 2 • Evaluate employees on job-relevant factors • Inform employees of expectations and evaluation standards in advance • Have a documented process with specified roles for managers and employees • Train managers and employees on the performance management process and relevant skills Page 32
  • 33. Legal considerations 2 of 2 • Document justifications for rewards/decisions by managers • Provide timely feedback on performance issues • Allow employees to formally comment on and appeal evaluations • Make sure evaluations used for decision-making are consistent with decisions Page 33
  • 34. High achievers and low performers Page 34
  • 35. High achievers and low performers 1 of 4 • Carefully select who will be important for you to invest time, energy and other resources in to developing their performance • Keep hope alive for all performers, even those who are chronically low • Cut your losses relatively early Page 35
  • 36. High achievers and low performers 2 of 4 ADDRESSING CHRONIC LOW PERFORMERS • If after setting clear expectations, monitoring their performance, providing feedback, coaching them and letting them know the consequences of underperforming…let them go • If the organization can’t afford to let low performers go in order to keep operating, then reassign them Page 36
  • 37. High achievers and low performers 3 of 4 MANAGING LOW PERFORMANCE • Plan a face-to-face meeting • Spend time preparing • State the facts clearly • Shut up and listen • Write it down • Use your judgement • Recognize improvements Page 37
  • 38. High achievers and low performers 4 of 4 CHALLENGES AROUND LOW PERFORMANCE • We will always have people where performance could be improved • Performance management processes are likely to stay trivial for a number of years to come • Training people does not always work Page 38
  • 39. Key components for world-class performance Page 39
  • 40. Key components for world-class performance • • • • • • Page 40 Technical Tactical Mental Physical Contextual Emotional
  • 41. Organizations which are high-performing Page 41
  • 42. Organizations which are highperforming 1 of 5 FACTORS TO CONSIDER • Management quality • Openness and action orientation • Long-term orientation • Continuous improvement • Employee quality Page 42
  • 43. Organizations which are highperforming 2 of 5 STEPS TO DEVELOPING A HIGHPERFORMANCE CULTURE • Motivate change • Lay foundations • Sustain behaviour • Monitor and improve Page 43
  • 44. Organizations which are highperforming 3 of 5 WHAT DOES A HIGH-PERFORMING ORGANIZATION LOOK LIKE? • The right people in the right roles, focused on what matters most • Organizational design that encourages the right balance of wider collaboration • Ways of working that help people to be productive and fulfilled Page 44
  • 45. Organizations which are highperforming 4 of 5 BECOMING A HIGH-PERFORMING ORGANIZATION • Find out what employees know and don’t know • Formulate objectives with employees and roles to play • Evaluate the impact on employees • Determine with employees the resources needed • Make sure everyone continuously receives information on progress Page 45
  • 46. Organizations which are highperforming 5 of 5 BECOMING A HIGH-PERFORMING ORGANIZATION (CONTINUED) • Ask employees for feedback on un Page 46
  • 47. Ensuring performance management is a success Page 47
  • 48. Ensuring performance management is a success • • • • • Communicate the big picture Set SMART objectives Give effective and regular feedback Prepare and train managers Differentiate based on contribution not remuneration • Identify opportunities for learning & development Page 48
  • 49. Conclusion and questions Page 49
  • 50. Conclusion and questions Summary Videos Questions Page 50

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