Effectively managing performance

by Toronto Training and HR

October 2013
CONTENTS
5-6
7-8
9-10
11-12
13-14
15-16
17-18
19-20
21-22
23-24
25-28
29-30
31-33
34-38
39-40
41-46
47-48
49-50

Definitio...
Introduction

Page 3
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy h...
Definition

Page 5
Definition
• Performance management

Page 6
The process of
performance management

Page 7
The process of performance
management
• Define performance
expectations
• Provide ongoing feedback and
coaching
• Conducti...
Aspects of performance
management

Page 9
Aspects of performance
management
•
•
•
•
•

Developing
Monitoring
Planning
Rating
Rewarding

Page 10
Disciplines of execution

Page 11
Disciplines of execution
• Focus on tremendously vital
objectives (TVO)
• Act on the lead measures
• Keep a compelling sco...
Pay for performance

Page 13
Pay for performance
•
•
•
•

Stability
Ease of measurement
Designing a plan
Merit pay grids

Page 14
Creating and
implementing a balanced
scorecard

Page 15
Creating and implementing a
balanced scorecard
• Collect historical data from the
organization
• Sort out and prepare the ...
Selecting the right metrics

Page 17
Selecting the right metrics
• Define your governing objective
• Develop a theory of cause and effect
to assess presumed dr...
Components of human
work processes

Page 19
Components of human work
processes
•
•
•
•
•
•
•

Direction setting
Clarifying roles
Planning and aligning performance
Mon...
Motivation and
performance

Page 21
Motivation and performance

Page 22
Employee engagement

Page 23
Employee engagement
• Fully engaged
• Not engaged
• Disengaged

Page 24
Performance reviews

Page 25
Performance reviews 1 of 3
•
•
•
•
•

Formats
360 degree feedback
Errors
An effective process
Preparation

Page 26
Performance reviews 2 of 3
TRENDS
• Preset performance objectives for
individuals
• Discussion of development held
separat...
Performance reviews 3 of 3
AMENDMENTS
• Change what is rated
• Change the rating scale
• Change who rates
• Change the obj...
Trust

Page 29
Trust
• Leader behaviours to build trust
• Employee responses

Page 30
Legal considerations

Page 31
Legal considerations 1 of 2
• Evaluate employees on job-relevant
factors
• Inform employees of expectations and
evaluation...
Legal considerations 2 of 2
• Document justifications for
rewards/decisions by managers
• Provide timely feedback on
perfo...
High achievers and low
performers

Page 34
High achievers and low performers
1 of 4
• Carefully select who will be important
for you to invest time, energy and
other...
High achievers and low performers
2 of 4
ADDRESSING CHRONIC LOW
PERFORMERS
• If after setting clear expectations,
monitori...
High achievers and low performers
3 of 4
MANAGING LOW PERFORMANCE
• Plan a face-to-face meeting
• Spend time preparing
• S...
High achievers and low performers
4 of 4
CHALLENGES AROUND LOW
PERFORMANCE
• We will always have people where
performance ...
Key components for
world-class performance

Page 39
Key components for world-class
performance
•
•
•
•
•
•

Page 40

Technical
Tactical
Mental
Physical
Contextual
Emotional
Organizations which are
high-performing

Page 41
Organizations which are highperforming 1 of 5
FACTORS TO CONSIDER
• Management quality
• Openness and action orientation
•...
Organizations which are highperforming 2 of 5
STEPS TO DEVELOPING A HIGHPERFORMANCE CULTURE
• Motivate change
• Lay founda...
Organizations which are highperforming 3 of 5
WHAT DOES A HIGH-PERFORMING
ORGANIZATION LOOK LIKE?
• The right people in th...
Organizations which are highperforming 4 of 5
BECOMING A HIGH-PERFORMING
ORGANIZATION
• Find out what employees know and
d...
Organizations which are highperforming 5 of 5
BECOMING A HIGH-PERFORMING
ORGANIZATION (CONTINUED)
• Ask employees for feed...
Ensuring performance
management is a success

Page 47
Ensuring performance management
is a success
•
•
•
•
•

Communicate the big picture
Set SMART objectives
Give effective an...
Conclusion and questions

Page 49
Conclusion and questions
Summary
Videos
Questions

Page 50
Upcoming SlideShare
Loading in …5
×

Performance management October 2013

441 views

Published on

Half day open training event held in Toronto, Ontario.

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
441
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
14
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Performance management October 2013

  1. 1. Effectively managing performance by Toronto Training and HR October 2013
  2. 2. CONTENTS 5-6 7-8 9-10 11-12 13-14 15-16 17-18 19-20 21-22 23-24 25-28 29-30 31-33 34-38 39-40 41-46 47-48 49-50 Definition The process of performance management Aspects of performance management Disciplines of execution Pay for performance Creating and implementing a balanced scorecard Selecting the right metrics Components of human work processes Motivation and performance Employee engagement Performance reviews Trust Legal considerations High achievers and low performers Key components for world-class performance Organizations which are high-performing Ensuring performance management is a success Conclusion and questions Page 2
  3. 3. Introduction Page 3
  4. 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 10 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 Reducing costs, saving time plus improving employee engagement and morale Services for job seekers Page 4
  5. 5. Definition Page 5
  6. 6. Definition • Performance management Page 6
  7. 7. The process of performance management Page 7
  8. 8. The process of performance management • Define performance expectations • Provide ongoing feedback and coaching • Conducting performance reviews and evaluation discussions • Determining performance rewards/consequences • Undertaking development and career opportunity discussions Page 8
  9. 9. Aspects of performance management Page 9
  10. 10. Aspects of performance management • • • • • Developing Monitoring Planning Rating Rewarding Page 10
  11. 11. Disciplines of execution Page 11
  12. 12. Disciplines of execution • Focus on tremendously vital objectives (TVO) • Act on the lead measures • Keep a compelling scoreboard • Create a culture of accountability Page 12
  13. 13. Pay for performance Page 13
  14. 14. Pay for performance • • • • Stability Ease of measurement Designing a plan Merit pay grids Page 14
  15. 15. Creating and implementing a balanced scorecard Page 15
  16. 16. Creating and implementing a balanced scorecard • Collect historical data from the organization • Sort out and prepare the final database • Determine and identify the numbers of strategic perspectives and performance indicators • Construct the cause and effect link between all strategic perspectives • Operate this management tool for long-term planning Page 16
  17. 17. Selecting the right metrics Page 17
  18. 18. Selecting the right metrics • Define your governing objective • Develop a theory of cause and effect to assess presumed drivers of value • Identify the specific activities that employees need to do in order to achieve the governing objective • Regularly re-evaluate the chosen statistics to ensure that they continue to link employee activities with the governing objective Page 18
  19. 19. Components of human work processes Page 19
  20. 20. Components of human work processes • • • • • • • Direction setting Clarifying roles Planning and aligning performance Monitoring and measuring Enabling and enhancing Assessing and evaluating Recognizing and rewarding Page 20
  21. 21. Motivation and performance Page 21
  22. 22. Motivation and performance Page 22
  23. 23. Employee engagement Page 23
  24. 24. Employee engagement • Fully engaged • Not engaged • Disengaged Page 24
  25. 25. Performance reviews Page 25
  26. 26. Performance reviews 1 of 3 • • • • • Formats 360 degree feedback Errors An effective process Preparation Page 26
  27. 27. Performance reviews 2 of 3 TRENDS • Preset performance objectives for individuals • Discussion of development held separately from the performance review • Competency models which are based on strategy • Competencies • Calibration meetings to compare ratings by different managers • Ownership of performance management by line management
  28. 28. Performance reviews 3 of 3 AMENDMENTS • Change what is rated • Change the rating scale • Change who rates • Change the objectives Page 28
  29. 29. Trust Page 29
  30. 30. Trust • Leader behaviours to build trust • Employee responses Page 30
  31. 31. Legal considerations Page 31
  32. 32. Legal considerations 1 of 2 • Evaluate employees on job-relevant factors • Inform employees of expectations and evaluation standards in advance • Have a documented process with specified roles for managers and employees • Train managers and employees on the performance management process and relevant skills Page 32
  33. 33. Legal considerations 2 of 2 • Document justifications for rewards/decisions by managers • Provide timely feedback on performance issues • Allow employees to formally comment on and appeal evaluations • Make sure evaluations used for decision-making are consistent with decisions Page 33
  34. 34. High achievers and low performers Page 34
  35. 35. High achievers and low performers 1 of 4 • Carefully select who will be important for you to invest time, energy and other resources in to developing their performance • Keep hope alive for all performers, even those who are chronically low • Cut your losses relatively early Page 35
  36. 36. High achievers and low performers 2 of 4 ADDRESSING CHRONIC LOW PERFORMERS • If after setting clear expectations, monitoring their performance, providing feedback, coaching them and letting them know the consequences of underperforming…let them go • If the organization can’t afford to let low performers go in order to keep operating, then reassign them Page 36
  37. 37. High achievers and low performers 3 of 4 MANAGING LOW PERFORMANCE • Plan a face-to-face meeting • Spend time preparing • State the facts clearly • Shut up and listen • Write it down • Use your judgement • Recognize improvements Page 37
  38. 38. High achievers and low performers 4 of 4 CHALLENGES AROUND LOW PERFORMANCE • We will always have people where performance could be improved • Performance management processes are likely to stay trivial for a number of years to come • Training people does not always work Page 38
  39. 39. Key components for world-class performance Page 39
  40. 40. Key components for world-class performance • • • • • • Page 40 Technical Tactical Mental Physical Contextual Emotional
  41. 41. Organizations which are high-performing Page 41
  42. 42. Organizations which are highperforming 1 of 5 FACTORS TO CONSIDER • Management quality • Openness and action orientation • Long-term orientation • Continuous improvement • Employee quality Page 42
  43. 43. Organizations which are highperforming 2 of 5 STEPS TO DEVELOPING A HIGHPERFORMANCE CULTURE • Motivate change • Lay foundations • Sustain behaviour • Monitor and improve Page 43
  44. 44. Organizations which are highperforming 3 of 5 WHAT DOES A HIGH-PERFORMING ORGANIZATION LOOK LIKE? • The right people in the right roles, focused on what matters most • Organizational design that encourages the right balance of wider collaboration • Ways of working that help people to be productive and fulfilled Page 44
  45. 45. Organizations which are highperforming 4 of 5 BECOMING A HIGH-PERFORMING ORGANIZATION • Find out what employees know and don’t know • Formulate objectives with employees and roles to play • Evaluate the impact on employees • Determine with employees the resources needed • Make sure everyone continuously receives information on progress Page 45
  46. 46. Organizations which are highperforming 5 of 5 BECOMING A HIGH-PERFORMING ORGANIZATION (CONTINUED) • Ask employees for feedback on un Page 46
  47. 47. Ensuring performance management is a success Page 47
  48. 48. Ensuring performance management is a success • • • • • Communicate the big picture Set SMART objectives Give effective and regular feedback Prepare and train managers Differentiate based on contribution not remuneration • Identify opportunities for learning & development Page 48
  49. 49. Conclusion and questions Page 49
  50. 50. Conclusion and questions Summary Videos Questions Page 50

×