Performance Management Training

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Performance Management training slides from the 2008 Nomads Manager Conference

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Performance Management Training

  1. 1. <ul><li>Nomads Manager’s Conference Cairns ’08 </li></ul><ul><li>Day 4 – </li></ul><ul><li>Session: “Performance management&quot; </li></ul>
  2. 2. Performance Management <ul><li>What is performance management? </li></ul><ul><ul><li>Performance management is the ongoing process for managing the performance of all employees. </li></ul></ul><ul><ul><li>It is a pro-active process that enables each employee’s performance to be aligned to the business’s strategic direction. </li></ul></ul><ul><ul><li>The performance goals set for each member of staff needs to be aligned to the goals of the business. </li></ul></ul><ul><li>Why use performance management? </li></ul><ul><ul><li>One of the most pervasive causes of poor performance and low motivation in the workplace is the lack of feedback. </li></ul></ul><ul><ul><li>The consequence of not receiving feedback is that staff will invent their own version of reality. </li></ul></ul>
  3. 3. Performance Management <ul><li>Performance management is not only about managing poor performers but also about recognizing and motivating those employees whose performance meets and exceeds expectations </li></ul><ul><li>Basic performance management has 4 key steps </li></ul><ul><ul><li>Define Business Goals and Objectives : Identify a clear set of business goals and objectives. </li></ul></ul><ul><ul><li>Plan Performance : Set clear performance goals for a given period of time. </li></ul></ul><ul><ul><li>Coach Performance : Coach the person to achieve the goals within the given time period. </li></ul></ul><ul><ul><li>Review Performance : Formally review the performance for a given period of time against the performance goals. </li></ul></ul>
  4. 4. Performance Management <ul><li>Why staff perform poorly? </li></ul><ul><ul><ul><li>Competence gap: </li></ul></ul></ul><ul><ul><ul><li>Resource gap: </li></ul></ul></ul><ul><ul><ul><li>Motivation gap: </li></ul></ul></ul><ul><ul><ul><li>Confidence gap: </li></ul></ul></ul><ul><ul><ul><li>Authority gap: </li></ul></ul></ul><ul><ul><ul><li>Feedback gap: </li></ul></ul></ul><ul><ul><ul><li>Direction gap: </li></ul></ul></ul><ul><ul><ul><li>Reward gap: </li></ul></ul></ul><ul><li>NEVER ASSUME YOU KNOW WHAT IS CAUSING POOR PERFORMANCE! </li></ul>
  5. 5. Performance Management <ul><li>1. Problem Awareness </li></ul><ul><ul><li>Becoming aware that staff are either “not doing what they should be doing” or “doing something that they are not supposed to be doing”. </li></ul></ul><ul><li>2. Problem Assessment </li></ul><ul><ul><li>An assessment of the seriousness of the problem, here you need to establish whether the problem is worth your time and effort. </li></ul></ul><ul><li>3. Problem Identification </li></ul><ul><ul><li>If the problem is worth your time and effort then you need to establish the causes of the problem. </li></ul></ul>
  6. 6. Performance Management – Performance planning <ul><li>Start performance management from day one by creating performance goals. They provide your staff with: </li></ul><ul><ul><li>A sense of direction </li></ul></ul><ul><ul><li>A benchmark against which to measure their progress </li></ul></ul><ul><ul><li>Confidence </li></ul></ul><ul><li>These performance goals clearly outline what objectives and standards are to be achieved by the person in a certain time period. </li></ul><ul><li>Effective goals are SMART. </li></ul><ul><li>S pecific </li></ul><ul><li>M easurable </li></ul><ul><li>A greed </li></ul><ul><li>R ealistic </li></ul><ul><li>T imed </li></ul>
  7. 7. Performance Management – Performance coaching <ul><li>Performance coaching is the ongoing feedback and reinforcement of staff regarding their progress in terms of meeting the objectives and standards set in the planning phase. </li></ul><ul><li>As a performance coach the manager is continually observing how employees are performing and providing them with feedback. </li></ul><ul><li>Effective feedback is: - </li></ul><ul><ul><li>Regular and goal directed </li></ul></ul><ul><ul><li>Clear, specific, timely and brief </li></ul></ul><ul><ul><li>Descriptive rather than evaluative </li></ul></ul><ul><ul><li>Directed toward controllable behaviour rather than personality </li></ul></ul><ul><ul><li>Face-to-face if possible, sincere and genuine </li></ul></ul><ul><ul><li>Done in an appropriate setting </li></ul></ul><ul><ul><li>Confronting Poor Performance </li></ul></ul>
  8. 8. Performance Management – Performance coaching <ul><li>It is important that regardless whether the objective of this feedback is motivational or corrective, it needs to be constructive not destructive . </li></ul><ul><li>Destructive feedback tends to focus on generalized, subjective comments that focus on personality characteristics rather than specific behaviours </li></ul><ul><li>Tell the person….. </li></ul><ul><li>What he/she is doing wrong or not doing </li></ul><ul><li>What he/she should be doing </li></ul><ul><li>What he/she needs to change to be doing it right </li></ul><ul><li>How long he/she has to get it right </li></ul><ul><li>What support he/she will get from you </li></ul>
  9. 9. Performance Management – Performance coaching Remember the Golden Rule for Managing Performance Zero Tolerance for Poor Performance Coaching steps Stage 1: Feedback – Identify, agree, discuss, action plan, supported accountability Stage 2: Monitor performance – follow up, encourage Stage 3: Further Feedback – Congratulate or identify, clarify, document Stage 4: Monitor performance Stage 5: Warning
  10. 10. Performance Management – Performance Reviews <ul><ul><ul><li>The formal performance review has 3 main purposes </li></ul></ul></ul><ul><ul><li>Motivational </li></ul></ul><ul><ul><li>Developmental </li></ul></ul><ul><ul><li>Remedial </li></ul></ul><ul><li>ALL employee’s performance should be reviewed at least once a year. With new employees at the end of three months </li></ul><ul><li>Measuring performance aims to answer the questions: </li></ul><ul><ul><li>What has the person done and achieved in the last review period? </li></ul></ul><ul><ul><li>What has been achieved in relation to previously set goals </li></ul></ul><ul><ul><li>The behaviour on the job as it impacts on performance </li></ul></ul>
  11. 11. Performance Management – Performance Reviews <ul><ul><ul><li>Give the staff member two weeks notice to prepare </li></ul></ul></ul><ul><ul><ul><li>Review the following prior to the meeting: </li></ul></ul></ul><ul><ul><ul><ul><li>The job requirements and any previous performance goals and standards. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>How well has the person achieved his/her performance goals during the review period? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>The extent to which the person’s behaviour has enabled the performance objectives and standards to be achieved. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>How well have any improvement plans agreed in the last review been put into effect? </li></ul></ul></ul></ul>
  12. 12. Performance Management – Performance Reviews <ul><ul><ul><ul><li>What performance goals would you like to set for the person for the next review period? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Has the person had any problems carrying out his/her work? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Does the person need any additional support from you? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Is the best use being made of the person’s skills and abilities? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Is the person ready for additional responsibilities? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>What development and training does the person require? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Are there any special tasks or projects that the person could benefit from? </li></ul></ul></ul></ul>

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