The document outlines a training program on performance management and development for managers in the Gauteng Provincial Government Department of Health. It covers the fundamentals of performance management, best practices, managerial responsibilities, and a five-step process for performance management, including planning, assessment, feedback, development, and reward. Additionally, the document addresses the management of poor performance and the relevant guidelines for addressing performance issues and dismissal procedures.

1. PERFORMANCE
MANAGEMENT
AND
DEVELOPMENT
Charles Cotter
Gauteng Provincial Government
Department of Health
20 March 2013

2. TRAINING OVERVIEW
 Introduction
 Specific Outcomes
 Learning methodology and approach
 Key learning points and activities
 Summary and Conclusion

3. SPECIFIC OUTCOMES
 Defining the fundamentals of Performance Management
 Performance Management: Best Practice Criteria
 Managerial Roles and Responsibilities
 Building a business case for efficient and effective Performance
Management practices – costs/consequences and
benefits/advantages
 Applying the 5-step performance management and development
process:
 Performance planning
 Performance assessment
 Performance feedback
 Performance development
 Performance reward
 Effectively managing poor performance

4. INTRODUCTORY LEARNING ACTIVITY
 As a Manager in the GPG DoH, my most critical
challenge/constraint to effective performance
management is …………………… (insert 1 word)
 Jot down this word and find colleagues who have
the same word as you.
 Write this word down on the flip-chart
 Each manager will have the opportunity to
elaborate on their choice of word (i.e.
challenge/constraint)

5. DEFINING THE FUNDAMENTALS
 Performance Management (PM)
 The key components of PM
 Evaluation
 Development
 Relationships
 Performance Counseling

6. THE CONTEXT OF PM
 Systems thinking perspective
 Inputs
 Processing
 Outputs
 External/macro environmental forces
 Political
 Economical
 Socio-cultural
 Technological
 Ecological
 Legal

7. BUILDING A BUSINESS CASE FOR PM
 The need for PM
 The purpose and objectives of PM
 Critical success factors of PM
 Refer to the Best Practice Criteria
Scorecard

8. LEARNING ACTIVITY
 Group Discussion
 By performing a cost-benefit analysis
compare the advantages and
consequences of efficient and effective
performance management
 Come to the conclusion as to whether PM is
a viable business management process

9. MANAGERIAL ROLES AND
RESPONSIBILITIES
 Leader
 Custodian – compliance to policy and procedure
 Assessor
 Guide/support - motivator
 Communication conduit
 Development agent – coach and counselor
 Relationship-builder – employee engagement

10. THE 5 C’S OF EFFECTIVE PM
 Clarify (roles and expectations)
 Communicate
 Contract
 Coach
 Counsel

11. PERFORMANCE MANAGEMENT
CYCLE
 Step 1: Performance Planning
 Step 2: Performance Appraisal/Review
 Step 3: Performance Feedback/Interview
 Step 4: Performance Development
 Step 5: Performance Reward

12. PERFORMANCE PLANNING
 Clarifying performance expectations
 Setting of performance
goal/objectives, standards and criteria
(KRA’s and KPI’s)
 Action Planning (Individual Performance
Work-plans)
 Contracting Performance Agreements

13. PERFORMANCE APPRAISSAL
 Monitoring, Measuring/Evaluating
performance against the pre-determined
performance goals/objectives and standards
and criteria
 Identification of performance and skills gaps
 Objective and accurate allocation of
assessment ratings

14. PERFORMANCE FEEDBACK
 Step 1: Control the environment
 Step 2: State the purpose of the discussion
 Step 3: Ask for the employee’s opinion
 Step 4: Present your assessment
 Step 5: Build on employee’s strengths
 Step 6: Ask for employee’s reaction to your assessment
 Step 7: Set specific goals
 Step 8: Close the discussion

15. PERFORMANCE DEVELOPMENT
 Implementing training and development
and other people performance
improvement initiatives
 The adoption of the 5 pivotal roles of
people development-focused managers
(people capitalism)

16. PERFORMANCE REWARD
 Principles
 Reward Options
 Financial
 Non-financial

17. LEARNING ACTIVITY
Refer to pages 20-21
Provide feedback of the
summary of your group
discussion

18. MANAGEMENT OF POOR
PERFORMANCE
 Performance Matrix
 Performance Improvement Strategy
 Diagnosis
 Examination
 Remedy
 Follow-up
 Guidelines for managing poor
performance – pro-active and reactive

19. LEARNING ACTIVITY
Refer to page 24
Provide feedback of the
summary of your group
discussion

20. INCAPACITY PROCEDURE
 Differentiate between misconduct and
poor performance – relevant examples
 Schedule 8: Code of Good Practice (LRA):
 Fair reasons for dismissal
 Disciplinary measures short of dismissal
 Incapacity: Poor work performance

21. INCAPACITY: POOR
PERFORMANCE
 Given the employee appropriate
evaluation, instruction, training, guidance or
counseling and
 After a reasonable period of time for
improvement, the employee continues to perform
unsatisfactorily
 Conducting an investigation
 The employee should have the right to be heard
and to be assisted by a trade union representative
or a fellow employee.

22. GUIDELINES IN CASES OF DISMISSAL FOR
POOR WORK PERFORMANCE
 Whether or not the employee failed to meet a
performance standard and
 If the employee did not meet a required performance
standard whether or not
 The employee was aware, or could reasonably be
expected to have been aware, of the required
performance standard;
 The employee was given a fair opportunity to meet the
required performance standard; and
 Dismissal was an appropriate sanction for not meeting
the required performance standard

23. SUMMARY
 Key points
 Questions
 Contact details:
 Charles Cotter
 084 562 9446
 charlescot@polka.co.za
 Linked In
 Twitter: @Charles_Cotter