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Performance management
Performance management
Performance management
Performance management
Performance management
Performance management
Performance management
Performance management
Performance management
Performance management
Performance management
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  • 2. EFFECTIVE 1:2:1’s 2Holding regular structured 1:2:1 meetings with direct reports can be regarded as the most importantthing a manager does and the most effective way of improving and maintaining performance.The rationale for this can be set out as follows: Quality & quantity of communication Strong professional relationship High levels of trust and respect Strong consistent performance•Regular 1:2:1 meetings with reportees is central to encouraging a better relationship andperformance•1:2:1’s are about building a professional relationship, not about being ‘mates’•It is important for managers to build and maintain respect and trust with their reportees.•A reportee that respects and trusts their manager, is more likely to want to deliver for the overallbusiness.
  • 3. EFFECTIVE 1:2:1’S - Best Practice 3• Hold meetings regularly e.g. once a month.• Agree in advance how meetings should work.• 1:2:1 meeting should not just be a tick list of tasks completed.• At least 50% of the meeting should be a discussion about how the reportee is performing.• Review performance against agreed objectives• Review JD against actual performance and amend as necessary.• Ask if training or support is required.• Actions points should be recorded – alternating who is responsible for this• Keep reportee informed what is going on in organisation• Allow reportee to feed views upwards
  • 4. APPRAISALS 4What is an appraisal?•Self assessment•Assessment of performance 40%•Plan for the future 60%•2 way discussion•Part of continuous process•Discussion of potential aspirations/development
  • 5. APPRAISALS 5What are the benefits of an appraisal?•Opportunity for feedback and recognition•Provide guidance and support•Opportunity to discuss and review past year•Improves morale and motivationAll of which help with employee engagement
  • 6. APPRAISAL PROCESS – Best Practice 6• Preparation is vital• Avoid surprises• Approach with positive attitude• Ask open questions• Two way discussion/listen• Be specific when giving feedback, use examples
  • 7. SUCCESSFULLY SETTING AND ACHIEVINGBUSINESS OBJECTIVES 7Why do we have personal objectives?•Give structure to the organisation•Gives clear vision and direction for everyone•It is essential that all employees understand how the work they do, feeds in to the overall businessobjectives and contributes to the success of The Social Investment Business.•Help to move the business forward•Objectives need to be clearly defined and to be agreed with individuals. They should relate to theoverall purpose of their job with specific targets then set for each performance area.•Useful tool to help manage performance•Personal objectives should be SMART objectives.Consequences of not setting objectives:•No vision or direction•Disorganised•No structure•Low morale
  • 8. SUCCESSFULLY SETTING AND ACHIEVINGBUSINESS OBJECTIVES 810 STEPS TO SMART OBJECTIVES9.Sort out the difference between objectives and aims, goals and/or targets before you start. Aims and goals relate to your aspirations.Objectives are your battle-plan. Set as many objectives as you need for success.•SMART stands for Specific, Measurable, Achievable, Realistic and Timely•Don’t try to use that order. M-A/R-S-T is often the best way to write objectives.15.Measurable is the most important consideration. You will know that you’ve achieved your objective, because here is the evidence.17.Achievable is linked to measurable. Usually there’s no point in starting a job you know you can’t finish, or one where you can’t tell if/whenyou’ve finished it. • How can I decide if it’s achievable? • Others have done it successfully (before you or somewhere else) • It’s theoretically possible (ie clearly not ‘not’ achievable) • You have the necessary resources, or at least a realistic chance of getting them • You’ve assessed the limitations
  • 9. SUCCESSFULLY SETTING AND ACHIEVINGBUSINESS OBJECTIVES 97.If it’s achievable, it may not be realistic. If it isn’t realistic, it’s not achievable.You need to know:•Who’s going to do it?•Do they have (or can they get) the skills to do a good job?•Where’s the money coming from?•Who carries the can?Realistic is about human resources/time/money/opportunity15.The main reason it’s achievable but not realistic is that it’s not a high priority. Often something else needs to be done first, before you’llsucceed.If so, set up two (or more) objectives in priority order.18.The devil is in the specific detail. You will know your objective is specific enough if: • Everyone who’s involved knows that it includes them specifically • Everyone involved can understand it • Your objective is free from jargon • You’ve defined all your terms • You’ve used only appropriate language20.Timely means setting deadlines. You must include one, otherwise your objective isn’t measurable. But your deadlines must be realistic, orthe task is not achievable. T must be M and R and S without these your objective can’t be top—priority.22.It is worth this effort! You will know you have done your job well and so will others.
  • 10. SUCCESSFULLY SETTING AND ACHIEVINGBUSINESS OBJECTIVES 10SMARTSPECIFIC - Make it clear, positive, unambiguousMEASURABLE - Clear milestones for review, definitionACHIEVABLE - Relevant to current roleREALISTIC - Resources, time, moneyTIMELY - Setting deadlines
  • 11. SUCCESSFULLY SETTING AND ACHIEVINGBUSINESS OBJECTIVES 11Example of a SMART objective:To arrange management development workshops for all managers during 2012-2013.M - A record is kept of all managers attendance and evaluation is analysed.A – All managers are allowed time to attend and are encouraged to do so by SMT.R – HR team are sufficiently resourced to carry out these workshops in-house, therefore no additional budget required.S – Clear remit of what activities are required for the HR team to provide guidance and support to managers.T - Carried out each quarter.