Performance management day 3
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This document discusses performance management. It aims to help readers understand performance management and how to implement an effective system. Performance management involves setting goals at different levels, tracking and evaluating performance, and recognizing and rewarding employees. Effective daily performance management requires delegation, tracking, and motivation. Performance management is linked to organizational culture.
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Performance management day 3
- 1. MC One 1415 | Dream. Dare. Believe. PERFORMANCE MANAGEMENT
- 2. MC One 1415 | Dream. Dare. Believe. OBJECTIVES 1. Understand performance management and how it can drive results 2. Understand how to implement an effective performance management system in your LC
- 3. MC One 1415 | Dream. Dare. Believe. “Many businesses, even those with well-made plans, fail to implement their strategy. Their problem lies in ineffectively managing their employees once their plan is in place.” – Erica Olsen
- 4. MC One 1415 | Dream. Dare. Believe. PERFORMANCE MANAGEMENT IS:
- 5. MC One 1415 | Dream. Dare. Believe. The activities of ensuring effective and efficient work. PERFORMANCE MANAGEMENT IS:
- 6. MC One 1415 | Dream. Dare. Believe. WTF Graph 0 53 105 158 210 263 2009 - 2010 2010 - 2011 2011 - 2012 2012 - 2013 Members Realised…
- 7. MC One 1415 | Dream. Dare. Believe. The activities of ensuring effective and efficient work. PERFORMANCE MANAGEMENT IS:
- 8. MC One 1415 | Dream. Dare. Believe. LC Vision LC Goals Functional Goals Team Goals KPIs Actions
- 9. MC One 1415 | Dream. Dare. Believe. KEY COMPONENTS Goal Setting Tracking, evaluating and managing performance Recognising and Rewarding
- 10. MC One 1415 | Dream. Dare. Believe. BUT… HOW DO WE DO IT? Daily Performance Management Periodic Evaluation
- 11. MC One 1415 | Dream. Dare. Believe. DAILY PERFORMANCE MANAGEMENT Delegation Tracking Motivation
- 12. MC One 1415 | Dream. Dare. Believe. HOW IT LINKS TO CULTURE
Editor's Notes
- Link to sessions in the morning and goals of the day- leadership and functional knowledge
- You will spend a lot of time planning WHAT you want your members to do, but this means nothing if the members don’t understand, aren’t motivated, don’t set goals, etc and therefore don’t achieve results. Plan = Gen 2015
- Meet organisational goals Adjust expectations of members to realities of experience AIESEC offers How it drives exchange and bringing money in Performance = money + exchange Not only TM’s responsibility- each VP and TL should be actively involved with training their members
- Meet organisational goals Adjust expectations of members to realities of experience AIESEC offers How it drives exchange and bringing money in Performance = money + exchange Not only TM’s responsibility- each VP and TL should be actively involved with training their members
- 12-13 is where the productivity gap started to close as a focus on member efficiency and tracking, removing inactive members for more productive ones.
- Usable system (eg google document/ word document) Routine behind it (suggested plan/ approach) Feedback to indviduals then to MC Collection maganament quality checking and reporting of information Tool -> routine -> commitment and buy-in (LCP approval)
- Goals for member, leader and organisation Tracking progress of organisation/ individual Evaluate performance- what works/ what doesn’t Manage performance- how can we fix the things that aren’t working, how can we make what we’re doing now even better Reward and recognition- recognise and motivate! :D
- Periodic evaluation- nothing should be a surprise in this, useless in its own right Formal skills
- comes back to good team mgmt, overarching goals of the team, link to lc goals, how are they managed and tracked Rules of delegation- clear, context, very simple reward mgmt, allowing people to see their own results Knowing/ telling people that what they’re doing is being used in the business Daily performance mgmt Daily tasks support fro managers Tracking of tasks assigned Rewards in place on a daily basis comes back to good team mgmt, overarching goals of the team, link to lc goals, how are they managed and tracked
- The way you manage performance can either be really engaging for you/ members OR super boring! Skills tracker (for us to plan, feedback to members on a quarterly basis) Make a web form for it Vptm to access results, but each individual TL to type AIESEC Transcript Where you started Where you finished How your results contribute to it Tangibly improve member retention NTT pitch We will modifying the framework based on your LC Day to day performance managmenet (me) Dion to work on form- we will work with you guys to develop it over the course of the term to make it relevant to the LCs Then NTT launch