quality tools for measuring the performance of the employee

1. Performance Management workshop
Dr. Musa Abu Sbeih
Nurse Consultant
May 2016

2. Aim of workshop
To support Nurse Managers to
develop their knowledge on
performance management.

3. Outcomes of the workshop
1.Participants will develop a shared
understanding of what performance
management is,
2.Participants will know more about how to
create a framework for performance
management,
3.Participants will be aware of where resources
can be found to support them further.

4. Agenda
8:00 – 8:45
8:45 – 9:15
9:15 – 10:00
10:00 – 10:15
10:15 – 11:00
11:00 – 12:45
12:45 – 13:00
13:00-13:10
Session opening
Activity: Getting at the Issues
Introduction to Performance
Management
Coffee Break
The importance of performance
Management
Introduce the Performance
Management Framework
Plan process Issues in
Performance MAnagement
Conclusion

5. Ground Rules for Learning
• Participate fully
• Share ideas and experience.
• Respect others’ opinions.
• Knowledge isn’t power it’s ------- the power is
------.
• Have fun.

6. • What’s missing in
the picture of this
tree?

7. Small group discussion – 15mins
Working in groups to discuss:
What do you understand by the
term:
‘ Performance Management
System’?

8. Definitions
“Performance management is a process which is
designed to improve organisation, team and individual
performance, and which is owned and driven by line
managers”
“Effective performance management therefore involves
sharing an understanding of what needs to be achieved
and then managing and developing people in such as a
way that enables the shared objectives to be achieved.”
Ref: ARMSTRONG, M. and BARON, A. (2004) Managing performance:
performance management in action. London: Chartered Institute of
Personnel and Development.

9. A systematic process for improving
organizational performance by
developing the performance of
individuals and teams.
PERFORMANCE MANAGEMENT

12. Effective practice – what is involved?
Small group discussion – 15mins
What will an effective
organisation be actively doing in
relation to performance
management System?

13. Align individual and
organizational objectives
64%
Improve
organizational
performance
63%
Improve
individual
performance
46%
Basis for
personal
development
37%
Develop a
performance
culture
32%
Inform pay
decisions
21%
PERFORMANCE MANAGEMENT SYSTEM OBJECTIVES

14. Who delivers performance management?
Team working together :
MOH/DGNA write the policy
Nurse Managers implement it.

15. Motivation – consider:
Small group discussion – 15mins
Why is performance management
important?
For you, as a Nurse Manger?
For your hospital/ organisation?

16. Why is performance management important?
For Nurse Manger For the organisation
Evidence base for everything
Reduces conflict
Vehicle for communication – a 2 way process
Succession planning and talent management
Survival of the organisation
Retention of staff and reputation
Tool for developing trust across the organisation
motivate and manage staff
identify and rectify poor performance at an early stage
Prioritise what gets done and ensure there are sufficient resources to do it
learn from past performance and improve future performance
increase employee, Client, Top management ’ and public’s satisfaction with the organisation

17. Planning cycle for performance management

18. Tools for Performance Management
Small Group discussion for 15 minutes
What are the tools for performance
management?
And who uses them?

19. Some Tools for Performance
Management
• Business Plan
• QIP
• Meetings : team/ hospital/institution
• Appraisals
• Supervision
• CPD
• Coaching and mentoring

20. Performance management issues

21. Line managers do
not have required
skills
88%
Line managers do
not discriminate
sufficiently in
making assessments
84%
Line managers not
committed to
performance
management
75%
Line managers
reluctant to
conduct reviews
74%
100%
0%
THE FOUR MOST FREQUENTLY MENTIONED ISSUES
As per a survey of performance management conducted on 2005

22. • Consult and involve
• Provide training (formal and coaching)
• Communicate
• Get support from senior management
• Get buy-in from line managers
• Align to organizational and
stakeholder needs
• Keep it simple
• Ensure clear purpose and processes
• Monitor and evaluate
• Don’t make it too complicated
• Don’t make it a form-filling
exercise
• Don’t underestimate the time
it takes to introduce
• Don’t keep changing the system
• Don’t assume that managers
have the skills required
• Don’t link to pay
• Don’t blindly follow others
• Don’t neglect communication,
consultation and training
• Don’t assume everyone wants it
Dos Don’ts
INTRODUCING PERFORMANCE MANAGEMENT
Advice from the respondents to a Survey conducted on 2005

23. How to Develop PMS Framework

25. PMS case studies

26. PERFORMANCE MANAGEMENT AT ASTRA ZENECA (1)
Definition of Performance Management:
A continuous cycle of discussions between the
employee and the manager to plan and review
work and development.

27. PERFORMANCE MANAGEMENT AT ASTRA ZENECA (2)
Stage 1
Business roles
Plan
Stage 2
Performance
planning
Evaluate Stage 4 Stage 3
Performance Performance
measurement development
Do

28. Creating your performance management framework
: some questions:
How does my organisation describe ‘performance
management’?
What do we want to achieve through performance
management?
What tools will most effectively manage performance
in my organisational context?
Who are the stakeholders in performance
management and what benefits should they be
getting?
How should the impact of performance management
be assessed and evaluated?

29. Small group exercise – 30 mins
Develop
Yours

30. Summary
• Clear common understanding of what you define as
performance management in your organisation.
• Design the map of your performance framework and
how this integrates with your strategic planning
• Identify the tools you are going to use to measure
performance
• Consider who is going to use the tools and if they have
the training and skills
• Effective communication, involvement and
training are essential.

31. Further information and resources
CIPD: Performance Management.
http://www.cipd.co.uk/subjects/perfmangmt/gene
ral/perfman.htm
EHRC: Using the equality duties to make fair
financial decisions; ‘A guide for decision-makers’
http://www.equalityhumanrights.com/uploaded_f
iles/PSD/using_the_equality_duty_to_make_fai
r_financial_decisions_final.pdf

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