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PERFORMANCE MANAGEMENT
Overview
Performance management is the systematic process by which an
agency involves its employees, as individuals and members of
a group, in improving organizational effectiveness in the
accomplishment of agency mission and goals.
Employee performance management includes:
• planning work and setting expectations,
• continually monitoring performance,
• developing the capacity to perform,
• periodically rating performance in a summary fashion, and
• rewarding good performance.
2
Performance management aims at improving individual,
departmental, and overall organizational performance by
helping align individual and departmental goals with the
overall goals and mission of the organization. It helps in
setting specific employee performance goals, clarifying
expected performance standards/results/levels of outputs,
enhancing commitment to these performance goals and
expectations, and encouraging coaching, mentoring, and
feedback processes
3
PURPOSE OF PERFORMANCE
MANAGEMENT
‘Performance management helps schools to improve by
supporting and improving the work of head teachers as
individuals and leaders of school teams. It sets a framework
for teachers and leaders to agree and review priorities and
objectives in the context of the school’s improvement plan. It
focuses attention on making teaching and leadership more
effective to benefit pupils, teachers, and schools.’
Performance management for headteachers
(Welsh Government, 2012)
WHY IS PERFORMANCE
MANAGEMENT IMPORTANT?
For HR For the organisation
Evidence base for everything
Reduces conflict
Vehicle for communication – a 2 way process
Succession planning and talent management
Survival of the organisation
Retention of staff and reputation
Tool for developing trust across the organisation
motivate and manage staff
identify and rectify poor performance at an early stage
Prioritize what gets done and ensure there are sufficient resources to do it
learn from past performance and improve future performance
increase employee, learner, employers’ and public’s satisfaction with the organisation
Public Sector Modernisation Division
Guiding Principles/Values
• Effective Communication
• Objectivity
• Transparency
• Fairness
• Equitable Treatment
• Mutual Respect

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5.performance management

  • 2. Overview Performance management is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals. Employee performance management includes: • planning work and setting expectations, • continually monitoring performance, • developing the capacity to perform, • periodically rating performance in a summary fashion, and • rewarding good performance. 2
  • 3. Performance management aims at improving individual, departmental, and overall organizational performance by helping align individual and departmental goals with the overall goals and mission of the organization. It helps in setting specific employee performance goals, clarifying expected performance standards/results/levels of outputs, enhancing commitment to these performance goals and expectations, and encouraging coaching, mentoring, and feedback processes 3
  • 4. PURPOSE OF PERFORMANCE MANAGEMENT ‘Performance management helps schools to improve by supporting and improving the work of head teachers as individuals and leaders of school teams. It sets a framework for teachers and leaders to agree and review priorities and objectives in the context of the school’s improvement plan. It focuses attention on making teaching and leadership more effective to benefit pupils, teachers, and schools.’ Performance management for headteachers (Welsh Government, 2012)
  • 5. WHY IS PERFORMANCE MANAGEMENT IMPORTANT? For HR For the organisation Evidence base for everything Reduces conflict Vehicle for communication – a 2 way process Succession planning and talent management Survival of the organisation Retention of staff and reputation Tool for developing trust across the organisation motivate and manage staff identify and rectify poor performance at an early stage Prioritize what gets done and ensure there are sufficient resources to do it learn from past performance and improve future performance increase employee, learner, employers’ and public’s satisfaction with the organisation
  • 6. Public Sector Modernisation Division Guiding Principles/Values • Effective Communication • Objectivity • Transparency • Fairness • Equitable Treatment • Mutual Respect
  • 7. 7 Performance Appraisal v. Performance Management A Matter of Perspectives of Performance Appraisal Management One time event Ongoing Retrospective Prospective Short Term Long Term Correction oriented Progress steps Completing form Planning/goal setting
  • 8. PERFORMANCE MANAGEMENT AND PERFORMANCE APPRAISAL • Performance management: – Dynamic, continuous process. – Improves organizational effectiveness. – Strategic goals. • Performance appraisal: – Periodic (usually annual) event. – Formal review. – Last step in performance management process. ©SHRM 2009 8
  • 9. 9 Performance Management Continuum Goal Setting & Planning Performance Planning Performance Review Performance Management
  • 10. ELEMENTS OF PERFORMANCE MANAGEMENT The performance management process is comprised of the following stages: - 1. Performance planning which takes place at the beginning of the review period and involves setting and reviewing performance plans and expectations. – 2. Coaching and mentoring which takes place throughout the review period and involves holding meetings with employees on a periodic basis to provide regular coaching, mentoring, and feedback on employee performance. 3. Performance appraisal which takes place at the end of the review period and involves writing constructive performance appraisals, conducting the appraisal interview, acknowledging past accomplishments and planning future performance goals. 10
  • 11. ELEMENTS OF PERFORMANCE MANAGEMENT 1) Reliable measures 2) Clear goals 3) Performance monitoring 4) Rewards and recognition 5) Initiatives and corrective actions 11
  • 12. COMPONENTS OF PERFORMANCE • Four components of performance – A performer – Behaviour – Situation – Results Morhman et al ,1989 12
  • 13. CONNECTS TO MISSION, VISION, VALUES & STRATEGIC INITIATIVES Job Description Professional Dev. Individual Mission, Vision, Initiatives Policies, Procedures, Expected Competencies Division/Department Mission, Vision and Values Strategic Initiatives Policies, Procedures, Expected Competencies Company
  • 15. 1. Develop/Review Position Description 2. Establish Performance Expectations 3. Identify Tools and Training Needed 4. Ongoing Feedback and Communication 5. Handle Issues as they Arise. 6. Adjust Assignments as Needed 7. Formal Performance Evaluation (no surprises!) 8. Discuss Possible Professional Development Plan 9. Merit Rewards Process The Annual Performance Management Process 15
  • 18. PLANNING FOR PERFORMANCE Setting Performance Objectives Employees and managers meet to clarify expected outcomes for the year and set objectives that link the employee's job to department and campus objectives. Objectives define "what" employees are expected to accomplish. Managers and employees should aim to defineS.M.A.R.T. objectives. Specific Measurable Attainable Relevant Timely 18
  • 19. "Planning" means setting performance expectations and goals for groups and individuals to channel their efforts toward achieving organizational objectives. It also includes the measures that will be used to determine whether expectations and goals are being met. Involving employees in the planning process helps them understand the goals of the organization, what needs to be done, why it needs to be done, and how well it should be done. 19
  • 20. Examples of S.M.A.R.T. objectives Implement update of on-line graduate application program by October 1, 2006 Reduce telephone expenses by 15% within the first half of the fiscal year. Identify three new funding sources by the end of FY 2006, and ensure that all grant requests are written, reviewed, and submitted to the granting agency/foundation by the respective deadlines. 20
  • 21. Performance Review • The performance review is a summary of the ongoing feedback the employee has received throughout the specified time period and working with them on their goals for the future. • It is not just retrospective, looking behind; it is future focused for the employee and the organization. 21
  • 22. 22 RATING STANDARDS • Excellent • Good • Acceptable • Unsatisfactory
  • 23. 2 RATING CRITERIA Excellent • Consistently exceeds performance standards • Continuously contributes to the organization’s success by adding significant value • Demonstrates a comprehensive understanding of work; takes action to identify needs and solve problems
  • 24. 24 Good • Meets performance standards • Competently performs all aspects of job functions and meets goals • Capably adjusts to changing workplace needs and work requirements
  • 25. 2 Acceptable • Generally meets expectations of the position • Competently performs aspects of the job function or goal • May require Performance Improvement Plan to concentrate on areas of weakness • May require additional resources or training to move above rating
  • 26. 26 Unsatisfactory • Fails to perform most aspects of the position • Performance levels are below expectations • Requires close guidance in performing routine job duties • Requires Performance Improvement Plan to address areas of weakness with progress review dates
  • 27. 27 Rating Perils • Halo/Horn Effect – rate employees the same on every trait • Central Tendency – lack of rating differentiation between employees • Leniency – avoids honest ratings to avoid conflict • Recency – narrow focus on recent events • Similarity/Like me – favorable rating to employees who have similar values or interests to the rater • Constancy – rate employees via rank order
  • 28. 28 Avoiding Other Rating Perils Make objective statements Consider the totality of the employees performance Inadequate record keeping – lack of specific examples Lack of establishing milestones for progress reviews Discuss specific performance issues and behaviors objectively Legal impact of inflated performance ratings Maintain clear and open communication channels Specific comments should avoid any connotations which are connected to: age, race, sex, religion, national origin, veteran, or a specific disability
  • 29. IMPORTANCE OF PERFORMANCE REVIEWS • Gives an employee a summary of how they have performed and goals for the future. • Provides clear and objective feedback based on organizational and employee goals. • Stating the areas the employee needs to improve in and whether they are meeting the expectations of the position. • Is a written record of employee performance.
  • 30. WHAT TO DO BEFORE THE PERFORMANCE REVIEW • Have frequent conversations with your employees on their goals, their performance. • Train supervisors in Performance Reviews. • Make certain that supervisors understand rating employees equitably, i.e. those that rate higher vs. those that rate lower. • Discuss the halo/horn effect and how to avoid it.
  • 31. WHAT TO DO BEFORE THE PERFORMANCE REVIEW • Communicate the Performance Review process to all employees and how it relates to their compensation. • Do this frequently so it is understood. • Let employee know that the performance review is coming up and ask them to put together areas they would like to discuss.
  • 32. DURING THE PERFORMANCE REVIEW • Go over each of the areas with the employee in a conversational manner, asking them if they have any questions and listening to their feedback throughout the process. • Give thorough examples in addition to what is written on the review to give the employee a good understanding of what is being communicated to them. • Focus on strengths. • Do not ignore the areas they can improve upon; they won’t know unless they are told. Do not give the areas of improvement sandwiched between the strengths.
  • 33. DURING THE PERFORMANCE REVIEW • Go over the goals together with input from the employee. • Describe how the goals are in line with the organizational goals. • Touch upon these goals throughout the year.
  • 34. EXAMPLES OF VERBIAGE USED IN PERFORMANCE REVIEWS • “Employee name takes great x-rays and is very proficient at removing calculus and doing oral hygiene. Her scaling and tissue management is very good, is excellent with triaging and charting”. This is very specific, lets employee know exactly what they are doing well. • “Employee Name takes pride in accuracy and always makes an effort to improve her work. She has worked diligently over the past year to try to improve audit scores” Shows an area that has been improved upon. • Excellent book “Perfect Phrases for Performance Reviews” available on SHRM and other sites.
  • 35. AFTER THE PERFORMANCE REVIEW • Commit to employee development. • Continue to work with employee throughout the year on their performance and their goals. • Get the employees opinion and thoughts on the performance review process.
  • 36. Performance Appraisal A formal performance review must be conducted each year consisting of discussions between the supervisor and the staff member and a written record of the appraisal. Discussions should occur more frequently if needed, such as when new objectives are developed, or if the staff member requires a more structured approach in order to encourage improved performance. The content of the formal appraisal should not be a surprise. Performance Management 36
  • 37. Performance Appraisal Guidelines • Frequent Communication Throughout the Year • Judge Your Own Performance • Warm-Up Period • Be Candid & Be Specific • Build on Strengths • Be a Positive Listener • Judge Performance - Not the Person Performance Management 37
  • 38. Performance Appraisal Assignment of Overall Performance Rating Overall performance ratings are qualified by four areas: 1. Exceeds Job Expectations 2. Meets Job Expectations 3. Partially Meets Job Expectations 4. Does Not Meet Job Expectations Performance Management 38
  • 39. The Appraisal Discussion Discussion Tips • Clearly state the purpose of the meeting and explain the process • Tell staff member what can come out of meeting, including future assignments, clear communication, and increased duties • Help the staff member feel at ease and receptive • Avoid criticism of personality or personal traits • Use listening skills to separate facts from opinions • Conclude with a summary of the main points of the discussion • Inform staff member of the option to respond to the appraisal • Have employee sign the form, or set a mutually agreeable date for signing the final form Performance Management 39
  • 40. The Appraisal Discussion Supervisor's Self Evaluation • Did things go well/poorly? Why? • What topics were handled successfully/unsuccessfully? • What subjects aroused the staff member's interest and involvement? • Were all important points thoroughly discussed? • What remains as unfinished business? • What points should be raised at the next meeting? • What performance should be monitored in the future? • What objectives should be set? • Is the staff member a possible candidate for promotion? 40
  • 41. CAREER DISCUSION & INDENTIFYING DEVELOPMENT NEEDS Identifying Developmental Needs • The six steps below, which we've adapted from the American Society for Training and Development's Strategic Needs Analysis, will help you better understand people's training needs: 1. Reviewing team members' job descriptions. 2. Meeting with them. 3. Observing them at work. 4. Gathering additional data. 5. Analyzing and preparing data. 6. Determining action steps. 41
  • 42. LEARNING REVIEW & ACTION PLANNING • A self-management support tool based on the principles and practice of Motivational Interviewing • It is – Structured – Patient-centered – Evidence-informed 42
  • 43. Counseling and Coaching Tips • Share knowledge and experience • Share feedback and observations • Use questioning to stimulate thinking • Facilitate by listening • Encourage brainstorming • Explore options and consequences together • Allow the employee to find their own conclusions and solve their own problems when possible Performance Management 43
  • 44. Performance Management Tools for Performance and Development Review • Performance Reviews - Why do them? – To review employee performance vs. expectations – To clarify job responsibilities and understanding – To help plan developmental needs – To provide honest and constructive feedback
  • 45. Performance Management Tools for Performance and Development Review • Preparation for Review – Review past 12 month’s performance record – Gather input from others – Review documents from coaching/feedback sessions – Review written notes or communications – Compare performance objectives to results – Examine results against their impact on the College’s goal – Encourage employee’s to submit their list of accomplishments – Review employee’s development objectives
  • 46. Performance Management Tools for Performance and Development Review • During the meeting: – State purpose of discussion – Give recognition for each objective, accomplishments, areas of strength – Specify areas for each objective where performance can be improved – Summarize overall performance
  • 47. Performance Management Tools for Performance and Development Review • During the meeting: – Ask employee to give comments – Review employee’s progress with development – End on a positive note – Plan a meeting to create a new performance and development plan
  • 48. Performance Management Tools for Performance and Development Review • Supervisors - Keep in mind: – Listen carefully – Ask for examples, questions, solutions – Summarize or restate your understanding of the feedback – Try not to act defensively or make excuses – Acknowledge the feedback and offer thanks – Be open to change -- nobody’s perfect
  • 49. Performance Management - Roles and Responsibilities • Employee – Responsible for development of self – Life-long employability focus – Maintain skills required for current job – Define career interests and goals – Complete individual development plan • Supervisor – Create a learning/development environment – Provide support for acquisition of new skills – Discuss development needs for current job – Discuss career development with employees – Provide opportunities consistent with plan
  • 50. Performance Management Skills • Communication • Coaching • Giving feedback • Empathy • Teamwork ©SHRM 2009 50