Various methods to evaluate performance at Individual & Team Levels , Team Performance, Performance of Learning Organizations and Virtual Teams: Team Performance Management.

1. Various methods to evaluate performance at Individual & Team Levels , Team
Performance, Performance of Learning Organizations and Virtual Teams: Team
Performance Management.
PERFORMANCE MANAGEMENT

2. Measurement & Evaluation of Performance
• Measuring Performance
As Armstrong and Baron (1998) point out:
Measurement is an important concept in performance management. It is the basis for
providing and generating feedback, it identifies where things are going well to provide
the foundations for building further success, and it indicates where things are not going
so well, so that corrective action can be taken.
In general, it provides the basis for answering two fundamental questions: Is what is
being done worth doing? and Has it been done well?
•

3. • Performance measurement is the ongoing monitoring and reporting of
program accomplishments, particularly progress towards pre-established
goals. It is typically conducted by program or agency management
• The result of a performance measurement is a performance indicator, which
is generally expressed by a number and a unit of measurement.
• The number gives a magnitude (how much) and the unit gives a meaning
(what).

9. Enhancing performance at Individual, Team and Organisational levels
Improving Individual Performance
1. Analyze performance metrics
2. Be purposeful when you communicate
Managers who communicate ineffectively can lead employees to experience heightened confusion and disengagement from
their roles. Therefore, to avoid such challenges, you'll want to make it your duty to communicate efficiently, regardless of what you're
communicating.
When employees understand their jobs, duties and purpose, they're more likely to reach the goals you set for them.
3. Stay goal-oriented
If employees have clear expectations set out for them, they can more easily meet or exceed those expectations.
4. Manage your expectations
When setting goals for your team, you need to manage your expectations and maintain a realistic perspective.
5. Make accountability a priority
Keeping your team accountable for meeting specific standards is an important part of improving employee performance.
6. Encourage feedback
7. Offer incentives
8. Train and development
9. Build a culture of well-being and support

10. Improving Team Performance
• A team is a cohesive coalition of people working together to achieve the team
agenda (i.e., teamwork).
• A team is a small number of people with complementary skills who are
committed to a common purpose, performance goals, and approach for which
they are mutually accountable.
• The purpose of assembling a team is to accomplish bigger goals that would
not be possible for the individual working alone or the simple sum of many
individuals’ independent work.

11. 10 ways to empower your teams to be more
productive:
• 1. Give your team members ownership
• The best leaders in the business understand the power of ownership.
Giving ownership to the team members means nothing but letting
them make their own decisions and making them accountable for their
work.
• Making a team member accountable for his work induces a sense of
responsibility in him regarding his work. He starts to see his work
differently so that his decisions can impact the performance of the
entire team.

12. • 2. Ensure proper communication
• Communication plays a significant role in helping team members to understand
their job responsibilities. And, if there is any communication gap, it can lead to
multiple confusions within a team, which will undoubtedly impact the overall
productivity of a team
• 3. Identify your team’s strengths and weaknesses
• It becomes the duty of a manager or a team lead to discover their teammates’
talents and skills and keep them in mind while allocating tasks. Knowing their skill-
set is the backbone of producing a productive team.
• 4. Team building exercises
• Team productivity depends big-time upon the camaraderie between the team
members. If the team members get along and are aware of their strengths and
weaknesses, the workplace automatically becomes a happier place. If the team
members are happy from within, the team productivity and efficiency will
automatically shoot up. It will add some fun elements and wash away any
grudges or miscommunications between the team members.

13. • Wholesome work environment
• The work environment and infrastructure are essential contributors in
improving team efficiency and productivity. According to a recent study, the
physical environment dramatically affects how employees feel, think and
perform at the workplace.
• 7. Reward your employees
• Employees work best when given a reason to do so – probably a monetary
one. They want their efforts to be appreciated and prefer to have a little more
than a ‘virtual pat on the back from their bosses. That’s why many employers
choose to implement incentive programs to keep their employees motivated.
• 8. Give them room to work
• Every employee or team member works best when given an environment
where they are allowed to do the things ‘their way’. Most employees tend to
lose interest as soon as they are being micromanaged by their bosses or
managers.

14. • 9. Praise a job well done
• While for different employees, different things work in boosting their
productivity and efficiency at work. But for many of them, it is
something as simple as being acknowledged for their efforts.
• 10. Give constructive feedback
• Getting to know about the areas of opportunities will motivate the team
members to make some changes in their working style.

15. Team performance reviews
Team performance review meetings analyse and assess feedback and control information on
their joint achievements against objectives and work plans.
• The agenda for such a meeting could be as follows:
1. General review of the progress of the team as a whole.
2. Work review – the results obtained by the team and how well it has
worked together.
3. Group problem-solving – an analysis of reasons for any major
problems and agreement of steps to be taken to solve them or to avoid
their reoccurrence in the future.
4. Updating of objectives and work plans – review of new requirements,
and amendment and updating of objectives and work plans.

16. Improving Organisational Performance
The process of performance management at the organizational level is modelled in Figure

17. • Mission statements
The start of the performance management process is the formulation of a mission statement.
This is a succinct definition of the overall purpose of the organization, setting out clearly what it is
there to do and achieve.
Mission statements:
• l focus attention on purpose – what the organization exists to do;
• l convey top management’s vision about the organization;
• l provide a foundation upon which critical success factors can be determined
• and strategic plans can be built;
• l lead to the development of explicit statements defining the core values of
• the organization;
• l act as levers for change – indicating the starting points for programmes for development,
innovation and performance improvement.

18. • Value statements
• The purpose of a value statement is to help develop a value-driven and committed
organization that conducts its business successfully by reference to shared beliefs and an
understanding of what is best for the enterprise.
• Value statements set out how the organization intends to achieve its mission
• Critical success factors
• Critical success factors indicate those areas of corporate performance that are vital to the
successful accomplishment of the organization’s mission.
• They describe the key issues to which attention must be given if the organization is to thrive
and grow. They could be described as the drivers of organizational performance
• Eg: product development, market development, process innovation, customer service, human
resources

19. • Strategies
Strategies are declarations of intent.
They define the direction in which the organization is going in order to achieve its mission. At
corporate level they are means of expressing the vision of top management about where they
want to be in the longer term and, broadly, how they want to get there.
To sum up, strategies are about vision and direction.
Strategies may be
corporate strategies, marketing, operations, research and development etc

20. • Objectives
Objectives can be set out under the following headings:
l financial – targets for profit, added value, sales revenue, overhead rates, return on capital employed,
economic value added, earnings per share etc;
• l product/market development – projects for new or improved products or services or new markets;
• l operational development – projects for the development of new systems and processes;
• l performance improvement – targets for productivity, cost reduction, stock turn etc;
• l growth – acquisitions, mergers, joint ventures etc;
• l people – strategies for making the organization a compelling place to work.
• Plan, action, measurement and review
• Performance management is a matter of developing plans to achieve objectives,
• putting them into action, measuring and obtaining feedback on
• results and reviewing achievements in order to modify plans or take
• corrective action as necessary.

21. Measurement of performance at Organisational
Level
• Three most important things you need to measure in a business are
customer satisfaction, employee satisfaction and cash flow.
• The different approaches to measuring organizational performance are
generally recognized as:
balanced scorecard;
 the European Foundation for Quality Management (EFQM)
model;
 economic value added (EVA) and other economic
measures of value;
 traditional financial ratios.