2.  Performance improvement is the process
of:
1. identifying and analyzing important
organizational and individual performance
gaps,
2. planning for future performance
improvement, designing and developing
cost-effective and ethically justifiable
interventions to close performance gaps,
3. implementing the interventions, and
4. evaluating the financial and non-financial
results.

3.  Employee productivity is a major concern
for employers and lower productivity cannot
be blamed on the employee entirely.
 A lot of it has to do with the environment at
the work place, and the work conditions
along with a series of factors that define the
work culture.
 Employers have to implement wide spread
changes in their setup to improve the
productivity of their work force.

4.  Employee talent is a valuable asset for a
company or organization, and it needs to be
tapped to its fullest by keeping the employees
motivated to perform and deliver the results
they are qualified for and capable of.
 Employers may often believe that once they
have recruited the best talent in the field, the
results will inevitably follow.

5.  Theneed for commitment to ongoing
performance improvement, whether personal
or business related is something we all need
to accept and make it an integral part of
everyday behavior.
 Change and accepting the need for ongoing
improvement is very much a matter of “self
perception” in relation to what it is we want
to portray to our clients.

6.  The standard we want to set and the
objective to which we aspire will be related
to the vision and values we have set for our
companies, departments, personal
lives, municipalities, provinces and so on. WE
must want to be the best and we must want
to improve our service.

7. 1. Admit there is a problem
2. Isolate specific problem issues
3. Establish a base line or starting point for
objectives
4. Decide on a target range – Minimum and
maximum range of performance
5. Set the goals and objectives that inspire
employees

8. 6. Sell the objectives and get buy in
7. Review progress – how are we doing?
8. Communicate and give feedback
9. Decide on remedial action if necessary
10. Empower, train mentor and coach
employees

9.  Performance Management is an on-going
process focused on reinforcing high
performance or improving substandard (poor)
performance to ensure a workforce that can
meet business objectives.
 ThePerformance Improvement component of
the Performance Management Process
consists of both informal actions and formal
actions.

10.  Coaching and Counseling.
 The objective of coaching is to help the employee
recognize -- and solve -- the problem early on.
 When a problem occurs or begins to develop
regarding work performance, the manager should
discuss the situation with the employee before it
becomes serious.
 During such a discussion, the manager should explain
exactly what the performance expectation is and
specifically how the employee is failing to meet it.

11.  Once the employee agrees (or at least
understands) that he or she is accountable for
meeting expectations, the employee and manager
should jointly explore steps the employee might
take to ensure he or she meets expectations in the
future.
 Ideally, the employee and manager will agree on
the approach that will be taken to

12.  Theformal actions for performance
improvement include an Oral Reminder, a
Written Reminder, and a Final Warning
accompanied by a Decision-Making Leave.
 Ateach step, managers must meet with the
employee. Managers should consult with
the Human Resource Generalist for
assistance before initiating formal action.

13.  The Oral Reminder is a coaching session in which
the manager and employee discuss the
problem, clarify expectations and develop
solutions that will lead to improvement.
 The employee will be asked to commit to
correcting the performance problem and will be
told that this is an Oral Warning which is the first
step of the formal Performance Improvement
Process.
 The employee will also be informed of the
consequences if the problem is not resolved.
Supervisors should discuss with the next level of
supervision.

14.  If, after the Oral Warning, performance does not
improve to the level necessary to meet expectations
or if performance continues to decline, a Written
Reminder session will be conducted.
 During this session, the employee will be reminded of
prior commitments that have not been met.
 Performance expectations will be clarified and steps
for improvement developed.
 The supervisor should seek to obtain the employee's
commitment to resolve the problem, if possible.

15.  Consequences for failure to correct the
problem should be stated and the employee
should be told that this is the second step of
the formal Performance Improvement
Process.
 Initiation
of this step requires the
concurrence of the next level of
management.

16.  If, after the Written Reminder, performance does
not improve to the level necessary to meet
expectations, or if performance continues to
decline, a Final Warning will be given.
 A session will be held in which the employee will
be reminded of prior commitments that have not
been met and performance expectations will be
clarified.
 The employee will then be given one day off
with pay (a Decision-Making Leave) during which
time he or she will decide whether he or she can
meet performance expectations.

17.  Initiation
of this step requires the
concurrence of the Division Director and
review with the Director of Human
Resources.
 The employee will be told of the
consequences for failure to correct the
problem, which, in most cases, would be
termination of employment.

18.  The duration of each step (Oral Warning, Written
Warning, Final Warning) will vary depending on
the performance issue and on the employee's
progress.
 Normally, each step would last from 30 to 90
days. No matter what the stated duration of the
step, additional action (the next step or
implementation of consequences) may be taken
before the stated end of the step if the
performance continues to decline noticeably or
the employee does not make a good faith effort
to meet expectations

19. .Actions should be more immediate and
rehabilitative efforts abbreviated for
employees who have been with the company
or in the given job for only a short time (< 1
year).
 Byacting promptly and decisively, the
organization can avoid long-term problems.

20.  1. Accountability- Every employee needs
to be well aware that he is accountable for
his actions and decisions, and he can neither
pass the buck or pass the blame to someone
else.
 Thiswill help him work more meticulously ,
take cautious rather than reckless decisions,
and not take advantage of his place, position
or relationship with his superiors.

21.  2. Follow up- Employers often set targets
and feel their job is done. No, every target
or milestone set needs to be followed up as
well, to see if the progress is sufficient and if
not, whether any interim measures can be
taken before it is too late to salvage a
situation.
 Italso keeps the employee on
track, ensuring there is consistent effort
throughout the lifetime of the project

22.  3. Manage the work force but avoid
micromanagement- It is well known that a
large pool of employees does need to be
managed, provided direction and given
assistance.
 Butwith this they must also be trusted, given
freedom to operate in their style and adopt
measures which they think are the best to
deliver results.
 Thisfreedom to act as they deem fit helps to
keep them encouraged, motivated and happy
in the belief that they are trusted

23.  4. Encourage, motivate, reward and
recognize- The employer must ensure that on
his part he always has words of encouragement
for his staff.
 Encouraging them helps them move forward and
do even better, and makes the worker feel
happy.
 Rewards, and other ways of keeping employees
happy makes them feel that their effort is being
recognized and that they are needed by the
company.
 Without these, they may soon start looking for
greener pastures and new jobs.

24.  5. Reach out to employees by seeking
them out- Every employee loves to feel he
has the ears of the management who will
recognize him and listen to what he says.
 Displayof inter personal skills in which the
boss appears humane and one of them,
rather than a larger than life, distant figure,
helps to have employees warm up to him and
feel happy working for him.
A bit of effort to reach out helps them all do
better. If this extends beyond the work place
it may prove to be even more encouraging to
increase employee productivity.

25.  6. Demand realistic targets- employers
need to set realistic goals that are within the
limits of achievement. While an aggressive
employer may want his people to outstretch
themselves to achieve farfetched goals, it
may also burn them out.

26.  7. Team work- Team work always helps in
increasing workplace productivity since there
is more input in the form of more ideas and
minds at work.
 Working alone is not always the happiest
situation either, especially in the field.
 Successfulteam building and working
together is bound to bring out the best out of
the employees who may also then compete
with each other ensuring the business is the
winner.

27.  8. Ensure that people enjoy their work-
The best performing employee is the happy
employee, and the employer has to
find ways of making his people happy.
 Besidesworking conditions and the work
culture implemented, he has to devise ways
of making the work seem challenging and
interesting rather than mundane and boring.

28.  9. Break the monotony and rotate-
While employers assign tasks according to an
employee’s core competence, even the task
they are best at, can make an employee
bored and his work seem monotonous.
 This
monotony can be broken with rotation
and giving people new tasks and exposure to
other divisions.
 Thisadds their learning and helps them get a
holistic view of the business.

29.  10.Courses and improvement options-
Employees are delighted when they can
enhance their skills and get additional
learning opportunities sponsored by the
employer.
 Thishelps them learn, feel indebted for the
money being spent on them, which also adds
to their resume, and are obliged to perform
better by applying all the knowledge gained
in these courses.

30.  11. Spend less time on meetings and more
on action- The current trend to have more
meetings and discussion rather than spending
more time working to achieve results, leads
to precious productive time loss.
 Meetingsfor reviews and sharing of ideas can
be limited and kept short. Employees should
have more time to show results.

31.  12.Tools and equipment to raise
productivity- Finally, the workplace must
have the best machinery, devices and
equipment that yield error free results in the
minimum possible time.
 Efficient
electronic equipment with no
connectivity issues and breakdowns will help
to save precious time.
 They should take the place of paper
work, and yield fast results. Some of these
include:

32.  Smart phones
 Laptops
 Tablet computers
 Latest applications and software that offers
quick connectivity and access
 Digital recorders-these help to record
thoughts and new ideas when they
strike, when no paper is available and the
fear is of forgetting the idea
 Bluetooth to stay connected
 Personal digital assistants or PDA’s
 GPS to stay on track on the road