1. The document discusses moving from a traditional performance appraisal system to establishing a performance culture with ongoing feedback and development. 2. It recommends a three step process: redesigning performance appraisals, following a basic goal-setting and feedback cycle, and taking a strategic view of performance management across all levels. 3. An effective performance management system engages employees, focuses on their strengths, and drives accountability to contribute to business success through continuous learning.

1. Culture vs. Performance July- 2010

2. Performance vs. Success The excellent performance of individuals, teams and the whole organization is the back bone of any business success. Therefore the main role of any organization leadership would be to bring about the kind of changes that would bring about the needed culture with the right performance and the right behavior that would support such direction. Then what would be the right process to effect such change? Sharing Knowledge is the power…

3. Performance Tools !!! Effecting the performance culture, i.e. using the performance management, planning & development and the performance appraisals would be the right start to build a performance culture , provided that such tools will : have clear expectations involve sufficient feedback have sufficient coaching focus on strength “not weaknesses” allow enough time for learning have sufficient reporting and documentations “ covering the whole duration” Sharing Knowledge is the power…

4. Moving forwards For several years organizations tend to use the traditional performance appraisal method which mainly consist of a form that is filled by the boss at the end of the year to determine the amount of $ each employee will get at the time of the merit increment, no more no less. This has to END. 3 steps to do that : Sharing Knowledge is the power…

5. Step one- appraisal new look Performance Appraisal should become a main part of the performance management system that would include development, planning, learning, etc. Such appraisal should be based on an agreed set of objectives at all levels. Individual level, team level and the whole organization level, all directed to achieve both the individual objectives and the business objectives As for the current traditional performance appraisals "as explained earlier" it should be demolished and not to be used any more. It drains time ,energy and $ while failing to produce results. Sharing Knowledge is the power…

6. Step two – basic cycle Follow the basic cycle: Set expectation Ongoing feedback Coaching Progress tracking Recognition & rewards Professional development Sharing Knowledge is the power…

7. Step three- Eagle view Performance management with an Eagle eye view considering: a) the "what's" and the "how's“ b) the strategic and the operational c) and at all levels; individual, team, and the whole organizational, W ith a strong focus on each individual strengths as a core starting point to move forwards development & learning wise. Sharing Knowledge is the power…

8. Effective Performance Management Organizations cannot offer to be run on a routine way, employees are not machines , employees have feelings, have wishes, are ambitions, and would like to see that they really contribute to the business success. And as such organization must pay attention to the effectiveness of their performance management and development systems. It must drive accountability for results. A profound culture change is very much needed. This requires involvement in objectives setting , coaching, feedback, mentoring ,etc and an implementation support all the way through. Sharing Knowledge is the power…

9. To summarize In high performance cultures, leaders clearly articulate a strategic framework of mission, vision and values, strategic goals, and measurable KPIs . They take the accountability for managing service-oriented, efficient business processes and structures. They engage their employees and work hard to learn their strengths and preferences. They manage their talented employees very well and encourage ongoing learning. They continuously communicate openly/ transparency at all levels. Sharing Knowledge is the power… Get rid of the traditional performance appraisals and move to the concept of Performance Culture using the performance appraisal tool that includes ongoing feedback on observable / measurable performance outcomes; a focus on individuals strengths and the future; employees engagement with their goal / objectives -setting and self-appraisals; and drive employees to contribute in meaningful ways to the business success.

10. Thank you Sharing Knowledge is the power…