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Performance Management Performance Planning
This document discusses performance planning, including the process, contents, and evaluation. It describes the planning process as a future-oriented discussion between individuals and managers to define expectations, measures, skills, objectives and support. Performance agreements and plans are prepared and periodically reviewed. Key aspects include defining work to be done through key result areas and tasks, drawing up performance and development plans, and evaluating whether objectives are met and improvements can be made.
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Performance Management Performance Planning
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- 2. Lecture Outline Performance planningprocess Contents of performance agreements Focus of performance measure Defining work to be done Drawing up the plans Evaluating the Performance Planning Process
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- 4. The Planning Process Future-orientedjoint discussion between individuals and managers. Explores: 1. What individuals are expected to do. 2. How they are expected to behave to meet role requirements 3. How to develop skills and capabilities 4. How mangers will provide support and guidance An agreement plan will be made on performance will be measured and what. Evidence that will be used to establish levels of competence.
- 5. Periodical review meetings. Performance agreementsand plans are prepared Compare past performance with objectives and make new plans in light of previous outcomes. Initial meeting is largely about defining goals, roles and standards. Recording the plans and discussions for reference is helpful. Forms as basis for progress and revision.
- 6. The Planning Process PersonalDevelopment Plan: A learning action plan for individuals within an organization. Can include formal training Incorporates a wider set of development activities such as self-managed learning, coaching, mentoring, project work, job enlargement, and job enrichment.
- 7. Performance Agreements: Content Corporate core valuesor requirements Performance measures and indicators Knowledge, skills and capabilities Objectives and standards of performance Role requirements
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- 9. Defining the work tobe done Overall purpose of the work Defining what the role exists for How it contributes to the achievement of the objectives of the team or department, and organization. Key result areas What role holders are expected to achieve in clear terms and goals. Can be quantified as targets or according to completion of project. Non-quantifiable areas can also be measured in terms of outcomes or levels of performance. For higher-level jobs Accountable for achieving objectives in demanding & changing conditions Main tasks In some organizations, key result areas and main tasks are considered the same. Defined in the same way as key result area. Lower-level jobs carrying out work activities to a certain standard.
- 10. Key result area format The definition of a key result area starts with an active verb and expresses specifically and succinctly (in one sentence) what has to be achieved. It does not try to explain how the work is carried out. Good examples are: Prepare marketing plans that support the achievement of corporate targets for profit and sales revenue. Control manufacturing operations to achieve output targets, quality specifications and delivery to time requirements within cost budgets. Maintain a stock control system that optimizes inventory levels. Plan and provide training programmes that meet defined needs.
- 11. Drawing up the Plans Performanceand development plans Workplans
- 12. Drawing up the Plans Each performance and development plan should provide answers to the following questions, which can be discussed with job holders: What areas of your performance do you feel are in need of development? What do you think you need to do to develop your performance in any particular areas? Do you think you need further training in any aspect of your work? What help or support can I (a manager) give to improve your performance? What development and training actions should we agree (on the basis of the answers to the earlier questions)?
- 13. Drawing up the Plans The aim of work plans is to ensure that the meaning of the objectives and performance standards as they apply to everyday work is understood. They define: programmes of work for achieving targets, improving performance or Completion of projects.
- 14. Evaluating the Performance Planning Process Checkingthe whether or not tasks are performed correctly. And what improvements can be made in the future. To evaluate effectiveness of performance planning, check if: Plans are based on past performance and future demands Managers encourage individuals to make own personal development plan. Plans are jointly made between manager and individual Clear objectives without too much detail (so that more scope is given to individuals) Success criteria defined Individuals are empowered Methods for monitoring of progress is defined without disturbance Managers are prepared to provide any support if required.
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Editor's Notes
- #4 The framework for performance management is provided by the performance and development plan (or agreement), which is the outcome of performance planning.
- #5 1. Analysis of performance in the immediate past may provide guidance on areas for improvement or development 2. The performance aspect of the plan obtains agreement on what has to be done to achieve objectives, raise standards and improve performance. It also establishes priorities the key aspects of the job to which attention has to be given. This could be described as a work plan.
- #7 This plan therefore contributes to the achievement of a policy of continuous development that is predicated on the belief that everyone is capable of learning more and doing better in their jobs. But the plan will also contribute to enhancing the potential of individuals to carry out higher-level jobs.
- #9 1. Their performance will be measured by what they do to get results; how they do it will be less important, so long as they avoid upsetting shareholders 2.