Implementing and applying the 5-stage performance management cycle and the management of poor performance

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