Proactive Performance Management
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Proactive Performance Management

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Learn about practices that enable you to pro-actively manage performance while maintaining motivation.

Learn about practices that enable you to pro-actively manage performance while maintaining motivation.

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    Proactive Performance Management Proactive Performance Management Presentation Transcript

    • Proactive Performance Management Presented by Marion Stone
    • Agenda
      • Where does performance management break down?
      • Performance management unpacked
      • Proactive performance management
      • Case Studies
      • Questions and close
    • Agenda
      • Where does performance management break down?
      • Performance management unpacked
      • Proactive performance management
      • Case Studies
      • Questions and close
    • 1. Where Does Performance Management Break Down? Manager sees no business benefit
    • Internet Forms
    • Agenda
      • Where does performance management break down?
      • Performance management unpacked
      • Proactive performance management
      • Case Studies
      • Questions and close
    • 2. Performance Management Unpacked
      • A set of management practices that –
      • Establish measurable goals and objectives for employees
      • Assess achievement of those goals and objectives
      • Use this information to improve performance (through development and reward)
      • Performance management is management!
    • Why do we do Performance Management? Bersin & Associates 2010
    • Summary of the nine ‘ A ’ level performance drivers and the impact for performance management. Building the High Performance Workplace , CLC, April 2003 Performance Management Process Category Performance Driver Overall performance improvement (%) Direct Impact on performance (%) Informal feedback Fairness & accuracy of feedback 39 34 Performance culture Risk taking 39 29 Formal Review Emphasis on performance strengths 36 31 Performance Management System Employee understanding of performance standards 36 31 Performance Culture Internal communication 30 27 Informal Feedback Manager knowledgeable about performance 30 30 Job opportunities Opportunity to work on the things you do best 29 25 Informal Feedback Feedback that helps employees do their jobs better 26 20 Job opportunities Opportunity to work for a strong leadership team 26 26
    • What happens if you don ’ t manage performance?
      • No clear objectives and direction
      • No feedback to get people back on track leading to poor productivity
      • Low levels of training & dev (because it wasn ’ t identified in the first place)
      • No objective link between effort and reward
      • Low morale
    • What exactly is performance?
      • Performance takes into account -
      • The quality of the work produced (attention to detail)
      • The approach to work (behaviours)
      • Work habits (e.g. lateness, gossiping)
      • Deadlines and targets achieved
    • Agenda
      • Where does performance management break down?
      • Performance management unpacked
      • Proactive performance management
      • Case Studies
      • Questions and close
    • 3. Proactive Performance Management
      • Proactive performance management –
      • Drives the business strategy
      • Is a process
      • Sets clear expectations/ standards
      • Capable managers
    • Link to Business Strategy Need both to define ‘Performance’ WHAT HOW
    • Food for thought
      • “ Of all the things I've done, the most vital is coordinating the people who work with me and aiming their views at a certain goal. ”
      • Walt Disney
    • Performance Cycle Job Description/ Role Profile
    • Setting Clear Expectations
      • Standards must be –
      • Aligned
      • Support the ‘what’ and the ‘how’
      • Specific
      • Measurable
      • Outputs (not inputs)
    • Task vs. Objectives
    • Defining Performance - Objectives KEY PERFORMANCE AREAS OBJECTIVES or OUTPUTS ACTIONS MEASURES or KPI’s Sales Sales Targets set in Business Plan achieved Compile and maintain a store call plan Store plan available and up to date Call on stores according to store plan Stores visited once every 2 weeks Time efficiency maximised Store manager or Dept Supervisor met Stock levels and expiry dates checked Orders compiled for store approval Opportunities identified and recommendations made Store report form completed
    • Defining Performance - Behaviours BEHAVIOUR BEHAVIOURAL INDICATORS
      • Analytical Thinking/ Problem Solving
      • The ability to gather, analyse and effectively use information to solve problems
      • Breaks down problems into steps
      • Collects data and information required to identify the root cause of the problem
      • Uses good judgement in selecting the best option
      • Makes rational, well thought through decisions even when under pressure
      • Supporting Teamwork
      • The ability and drive to work co-operatively with others to achieve a shared goal, rather than independently
      • Builds collaborative relationships with colleagues and stakeholders
      • Shares their expertise with others
      • Involves others in decisions
      • Participates in discussions and supports decisions
      • Enhances and promotes team spirit
    • Behaviours Drive Performance
    • Capable Managers
      • The best systems will fail when implemented by unskilled people!
    • The role of the manager
      • “ Select a person, set expectations , motivate the person and develop the person. ”
      • Marcus Buckingham
    • Why do managers avoid managing performance?
      • It is difficult giving bad news
      • The lack of appreciation of the impact of one poor performer on the organisation
      • Managers don’t know how to manage performance
      • Lack of time
    • What to do?
      • Clarify what you expect of your managers
      • Measure them on how well they manage their team and the performance of their team
      • Educate them on the consequences for the organisation if poor performance is not addressed (Think lost sales, high waste, customer complaints)
      • Equip them with the skills to manage
      • performance effectively
    • Technical Expert vs. Manager
      • Manager skills now include –
      • Setting objectives and direction
      • Reviewing performance
      • Recruiting
      • Coaching/ training
      • Motivate
      • Industrial relations
      • Partnering and influencing
      • No wonder managers struggle!
    • Finding Skills
      • Quite simply we avoid doing what we do not know how to do!
      • Think tax returns, cooking a gourmet meal, fixing that gutter etc
      • Skills should include feedback,
      • coaching and how to deal with difficult discussions
    • Finding Time!
      • Quite simply we don ’ t find time for those things that we do not know how to do!
      • Did you find time to watch you favourite TV programme in the last week?
    • Agenda
      • Where does performance management break down?
      • Performance management unpacked
      • Proactive performance management
      • Case Studies
      • Questions and close
    • 4. Case Studies Bonuses linked to performance Improvement in communication Positive feedback on ease of use Higher levels of participation Measurable sales indicators Reduced sales head count with no loss of productivity
    • Agenda
      • Where does performance management break down?
      • Performance management unpacked
      • Proactive performance management
      • Case Studies
      • Questions and close
    • Cornerstone Connections
      • Cornerstone Connections was born out of a desire to enable organisations to achieve their goals by unlocking the motivation & performance of their employees .
      • The focus of Cornerstone since 2006 has been on supporting small & mid sized organisations in the greater Cape Town area
      • Cornerstone Connections is the umbrella under which Marion Stone offers performance consulting, organisational development and facilitated workshops
    • Client History
      • Vital Health Foods – Food Manufacturing
      • Elex Khanyisa – Electrical testing
      • Mazars – Accountants
      • Netcare – Healthcare
      • Pesto Princess – Food Manufacturing
      • Bergstan – Consulting Engineers
      SABPP
    • What next?
      • Leave me your business card and I will send you the slides & a detailed report entitled ‘ Six steps to effective performance management ’
      • Take my business card
      • Visit my website for more information www.cornerstoneconnections.co.za
      • Sign up for an informative, free monthly newsletter on my homepage or by leaving me your card.
    • Agenda
      • Where does performance management break down?
      • Performance management unpacked
      • Proactive performance management
      • Case Studies
      • Questions and close