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Essentials of performance management

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Essentials of performance management

  1. 1. Essentials of Performance Management Leadership is about nurturing and enhancing - Tom Peters
  2. 2. Housekeeping  Mobile Phones  Breaks  Restrooms  Note taking  Class participation  Introductions
  3. 3. Why is performance management important?  Contributes to the bottom line  Improves employment relationship and communication  Aligns performance with BR Groups values, goals and objectives  Helps maintain high levels of performance  Identifies learning and development needs  Aids in succession planning  Lets employees provide feedback
  4. 4. What can happen? = Increased labour turnover
  5. 5. Keys to performance management  Communication  Understanding personality differences  Consistency in dealing with issues  Motivation and reward  Focus on helping not punishing
  6. 6. Effective Communication What is Communication? The process of exchanging information and ideas
  7. 7. How we communicate  Vocal - What you hear  Tone of voice  Clarity  Expressiveness  Non-Verbal - What you see or feel  Verbal - The words you say Non Verbal 50% Verbal 10% Vocal 40%
  8. 8. How we communicate I didn’t say he borrowed my book
  9. 9. How we communicate  Vocal - What you hear  Tone of voice  Clarity  Expressiveness  Non-Verbal - What you see or feel  Facial expressions  Eye contact  Posture  Gestures  Verbal - The words you say Non Verbal 50% Verbal 10% Vocal 40%
  10. 10. 4 Elements of effective communication 1. Talk behaviour, not personality Personality = what we are Behaviour = what we do We cannot change what we are We can only change what we do
  11. 11. 4 Elements of effective communication 1. Talk behaviour, not personality
  12. 12. 4 Elements of effective communication 2. Be specific “I am concerned about your punctuality. You have been 15minutes later for work for the last 3 mornings. Can you please explain to me why?” Instead of “You have a bad attitude towards your job”
  13. 13. 4 Elements of effective communication 2. Be specific
  14. 14. 4 Elements of effective communication 3. Listen Actively  Paraphrase – “Listening to you it seems as if…”  Reflect – “So you are saying you have been trained in this before”  Silence –  Questions – “What other possibilities are there”
  15. 15. 4 Elements of effective communication 3. Listen Actively
  16. 16. 4 Elements of effective communication 4. Provide Feedback  Positive  Constructive  Negative  None
  17. 17. 4 Elements of effective communication 4. Provide Feedback
  18. 18. 4 Elements of effective communication 1. Talk behaviour, NOT Personality 2. Be Specific 3. Listen Actively 4. Provide Feedback
  19. 19. Barriers to effective communication  Time  Lack of interest  Not focused  Feeling unwell or tired  Use of judgement  Closed mind  Discomfort with the topic  Distractions  Distance  Other people
  20. 20. When communication gets difficult  Sometimes we are faced with situations and people who provoke a strong response in us.  It is important to remember that we always have a choice in how we respond. Option A • Defend our opinions • Prepare our response • Look for evidence to support our opinions • Discount evidence the contrary Option B • Put your opinions on hold • Listen actively and without judgement • Look for new information • Stay open to changing your opinion CHOOSE
  21. 21. When communication gets difficult  Steps for pulling back  Notice your emotional reactions and judgements  Freeze your reactions and put it aside  Put your attention back on the other person
  22. 22. When communication gets difficult  Steps for pulling back
  23. 23. Essentials of Performance Management Leadership is about nurturing and enhancing - Tom Peters
  24. 24. DiSC MODEL OF BEHAVIOUR OUTGOING LIKES CHANGE FAST PACED RESERVED DISLIKES CHANGE SLOWER PACED
  25. 25. DiSC MODEL OF BEHAVIOUR TASK FOCUSED PEOPLE FOCUSED
  26. 26. TASK FOCUSED PEOPLE FOCUSED DiSC MODEL OF BEHAVIOUR OUTGOING LIKES CHANGE FAST PACED RESERVED DISLIKES CHANGE SLOWER PACED
  27. 27. DiSC MODEL OF BEHAVIOUR D The Conductor Someone who tends to take charge and make quick decisions DOMINANCE THEY ARE THEY VALUE MAY BE LIMITED BY Self-confident Results Lack of concern for others Direct Action Impatience Driven Authority Insensitivity Forceful Winning
  28. 28. DiSC MODEL OF BEHAVIOUR i THEY ARE THEY VALUE MAY BE LIMITED BY Enthusiastic Social Recognition Impulsiveness Charming Collaboration Disorganisation Optimistic Relationships Lack of follow-through Talkative Action The Socialiser INFLUENCE
  29. 29. The Supporter STEADINESS DiSC MODEL OF BEHAVIOUR S THEY ARE THEY VALUE MAY BE LIMITED BY Helpful Stable environments Too accommodating Supportive of others Collaboration Indecisiveness Defending others Appreciation Avoids change Cooperative Opportunities to help
  30. 30. CONSCIENTIOUS DiSC MODEL OF BEHAVIOUR C THEY ARE THEY VALUE MAY BE LIMITED BY Accurate Knowledge/Data Overly critical Worrisome Stability Isolates themselves Detail oriented Quality Over-analyses Independent Precision The Analyser
  31. 31. The Conductor Someone who tends to take charge and make quick decisions The Socialiser Someone who tends to seek out others and interact with and influence The Supporter Someone who tends to be easy going, gentle and considerate of others The Analyser Someone who tends to abide by rules and pays attention to detail CONSCIENTIOUS STEADINESS INFLUENCE DOMINANCE TASK FOCUSED PEOPLE FOCUSED OUTGOINGRESERVED
  32. 32. ROLE PLAY 1 - MANAGER ROLE PLAY 1 - EMPLOYEE

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