Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Introduction to Performance Management by Derek Hendrikz


Published on

Performance management by Derek Hendrikz covers standards, reporting, measurement, progress, quality improvement, review, reinforcement, development, key performance areas, kpa’s, key performance indicators, kpi’s, training, coaching, mentoring, job description, evaluation, outputs, development plans.

Published in: Recruiting & HR
  • Login to see the comments

Introduction to Performance Management by Derek Hendrikz

  1. 1. Introduction to Performance Management Derek Hendrikz
  2. 2. Copyright © 2014 Derek Hendrikz Consulting
  3. 3. Performance management: planning, improvement and review Plan Do Check PERFORMANCE PLANNING Performance priorities PERFORMANCE IMPROVEMENT Continuous improvement Re -engineering PERFORMANCE REVIEW Performance measurement Stable part Temporary part Performance eva luation EXTERNAL REQUIREMENTS Vision Strategies Stakeholders - Customers - Authorities - etc. PERFORMANCE REFERENCE Compara tive benchma rking External audit Customer survey Competitor analysis SELF-AUDIT Key process review Act Performance gap
  4. 4. Performance Management: The design, development, implementation, management and monitoring of systems and processes that are aimed at maximising human performance in the workplace.
  5. 5. IMPORTANCE OF PM • Employees know and understand what is expected from them • Have skills and ability to deliver on expectations • Individuals take responsibility for their own development • Management takes responsibility for improvement of business processes through development of people 07/18/07
  6. 6. PLACE OF PM IN HR 07/18/07 Recruitment & Placement Induction: Expectations Culture Performance Management Identify gaps Train & Develop Reward/Punish Service Termination Change placement
  7. 7. Role of the individual to ensure organizational performance • An organisation is a lifeless entity • It requires people (individuals and teams) • People are required to perform certain inter-related/ dependent functions, just like a system • Organisation effectiveness is a team effort 07/18/07
  8. 8. SYSTEMS APPROACH • System consists of different parts • Each is dependent on the other • The whole is more than the sum of its parts • All the parts must have shared understanding of what is to be achieved 07/18/07
  9. 9. PERFORMANCE MANAGEMENT PROCESS • Strategic: about long term goals and plans • Improvement: aimed at improving performance of individuals and teams • Development: continuous development of individuals and teams so they can remain up to standard
  11. 11. STARTING the PM Process 1. Develop a job description 1. Describes what an employee will do 2. Describes required knowledge, skills and attitude 3. Specifies relevant equipment/ tools to support the employee 2. Each job is divided into a number of functions and tasks 3. Performance management tool is then developed
  12. 12. PERFORMANCE MANAGEMENT TOOL • Key Performance Area (KPA): functions that include tasks which an employee is required to perform • Outputs: products and services that must be produced • Key Performance Indicators: shows that tasks have been executed and meet specific standards: time, quality, quantity and use of resources
  13. 13. MANAGEMENT OF PM • Monitor behavior and objectives • Reinforce desired behaviors and objective attainment • Redirect inappropriate behaviors • Provide control
  14. 14. APPRAISAL: REVIEW AND ASSESSMENT • Formal meeting of employee and supervisor • Both employee and supervisor rate achievement • Identify areas that require development • Develop a plan (PDP) • Determine how it will be achieved • Record agreements and commitments
  15. 15. Why does Performance Management often not work? • Failure to implement. • Ineffective communication. • No monitoring systems in place. • Ineffective corporate policy governing performance management issues. • Ineffective criteria, and measurement tools. • Not tied to reward or punishment. • Not directly linked to organisational strategy.
  16. 16. Corner Stones of Performance Management
  17. 17. Planning: • Establish performance targets. • Identify job behaviours. • Identify basis for measuring performance. • Provide direction, initial energising of behaviour.
  18. 18. Managing: • Monitor behaviour & objectives. • Reinforce desired behaviours and objective attainment. • Redirect inappropriate behaviours. • Provide control.
  19. 19. Appraising: • Formal meeting of employee and manager. • Written record. • Focus on future and employees development. • Provide for re-planning and new objective establishment.
  20. 20. Direct: • Key result areas. • Performance indicators. • Required behaviours.
  21. 21. Reward: • Evaluate. • Reinforce.