Performance management May 2014

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Half day open training event on managing performance and performance reviews held in Toronto, Canada.

Published in: Business, Technology
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Performance management May 2014

  1. 1. Performance management by Toronto Training and HR May 2014
  2. 2. CONTENTS 3-4 Introduction 5-6 Definitions 7-8 A typical performance management process 9-10 Who does what? 11-12 Creating a culture of ownership 13-14 Observing and documenting behaviour and outcomes 15-16 Providing feedback 17-18 Meetings around performance 19-20 Defensive behaviour 21-22 Performance planning 23-27 Wellbeing and performance 28-29 Coaching and performance management 30-31 Action centred leadership 32-33 Setting up your people for success 34-35 Psychological contracts 36-37 Having a critical mind set 38-39 Clones or contributors? 40-41 Organizational citizenship behaviours 42-43 Measuring performance 44-45 Planning and implementing steps to improve performance 46-47 Example key performance indicators 48 Case study 49-50 Conclusion, summary and questions Page 2
  3. 3. Page 3 Introduction
  4. 4. Page 4 Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 15 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
  5. 5. Page 5 Definitions
  6. 6. Definitions • Performance management • Performance management system • Performance review or appraisal Page 6
  7. 7. Page 7 A typical performance management process
  8. 8. A typical performance management process • Objective setting • The individual • Resources • Feedback • Performance monitoring • Recognition Page 8
  9. 9. Page 9 Who does what?
  10. 10. Who does what? • Line managers • HR professionals • Employees Page 10
  11. 11. Page 11 Creating a culture of ownership
  12. 12. Creating a culture of ownership • From accountability • To ownership Page 12
  13. 13. Page 13 Observing and documenting behaviour and outcomes
  14. 14. Observing and documenting behaviour and outcomes • Constraints • Activities to improve documentation • Reasons to document performance • Recommendations for documentation Page 14
  15. 15. Page 15 Providing feedback
  16. 16. Providing feedback • Main purposes • Potential costs of failing to provide feedback • What does effective feedback look like? • Positive feedback • Negative feedback Page 16
  17. 17. Page 17 Meetings around performance
  18. 18. Meetings around performance • Types of formal meeting • Preparation • Components of the meeting Page 18
  19. 19. Page 19 Defensive behaviours
  20. 20. Defensive behaviours • Fight • Flight • Preventing or reducing defensive behaviours • When defensiveness is unavoidable… Page 20
  21. 21. Page 21 Performance planning
  22. 22. Performance planning • The contribution management process • Why bother? • What can get in the way? Page 22
  23. 23. Page 23 Wellbeing and performance
  24. 24. Wellbeing and performance 1 of 4 • Commitment • Trust • Engagement • Kinship Page 24
  25. 25. Wellbeing and performance 2 of 4 STRATEGIES • Prevention • Prevent deterioration • Restoration • Palliation • Next generation Page 25
  26. 26. Wellbeing and performance 3 of 4 ELEMENTS • Discovery • The culture • The leadership • The working environment • The person Page 26
  27. 27. Wellbeing and performance 4 of 4 RESILIENCE • Corporate resilience • Personal resilience Page 27
  28. 28. Page 28 Coaching and performance management
  29. 29. Coaching and performance management • Definition of coaching • Major coaching functions • Key coaching behaviours • Questions to ask • Coaching styles • An adaptive coach • The coaching process Page 29
  30. 30. Page 30 Action centred leadership
  31. 31. Action centred leadership • Individual • Task • Team Page 31
  32. 32. Page 32 Setting up your people for success
  33. 33. Setting up your people for success • Start with a game plan discussion • Collaborate on setting SMART objectives • Properly diagnose the development level for the objective • Help them obtain a grade ‘A’ Page 33
  34. 34. Page 34 Psychological contracts
  35. 35. Psychological contracts • Exchange or transactional • Relational • Ideological exchange agreement Page 35
  36. 36. Page 36 Having a critical mind set
  37. 37. Having a critical mind set • Lead with behaviour • Eliminate judgement • Inquire with purpose • Be clear Page 37
  38. 38. Page 38 Clones or contributors?
  39. 39. Clones or contributors? • Clones • Contributors Page 39
  40. 40. Page 40 Organizational citizenship behaviours
  41. 41. Organizational citizenship behaviours • Altruism • Generalized compliance • Implications for organizational wellbeing • How organizational effectiveness is influenced • ‘Job embeddedness’ • Cynicism Page 41
  42. 42. Page 42 Measuring performance
  43. 43. Measuring performance • Accountability • Accuracy • Communications • Initiative • Innovation • Planning • Problem solving • Resource utilization Page 43
  44. 44. Page 44 Planning and implementing steps to improve performance
  45. 45. Planning and implementing steps to improve performance • Identify job duties • List and prioritize obstacles • List and prioritize changes • List actions • Create action plans • Implement action plans and track progress • Other considerations to ensure success Page 45
  46. 46. Page 46 Example key performance indicators
  47. 47. Example key performance indicators • Areas of structural knowledge • Areas of human knowledge • Areas of relational knowledge Page 47
  48. 48. Page 48 Case study
  49. 49. Page 49 Conclusion, summary and questions
  50. 50. Page 50 Conclusion, summary and questions Conclusion Summary Videos Questions

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