Performance Management - The six conditions for high performance

Future of Performance Management
The six conditions for high performance
Slides from : Zeinul Haleem

“Improve performance by improving the system not
blaming people” Edwards Deming
Slides from : Zeinul Haleem | G+ | Linkedin | Twitter | Slideshare

Performance is understood as achievement of the organization
in relation with its set goals. It includes outcomes achieved, or
accomplished through contribution of individuals or teams to
the organization’s strategic goals.
What Is “Good Performance”?
• hard and staying busy are not necessarily high performance
• attending training sessions and studying hard does not
necessarily lead to good performance
• Strong commitment may not lead to good performance
• Even accomplishing some goals may not be high performance
More than just activities, effort, good intentions, or results

“Performance management
is often seen as a bureaucratic
process forced by HR, which adds
little or no value to the business. If
you don’t have performance
management in place yet, or if you
are looking to improve your current
process”

“Our passion with performance management has reached high,
but our approaching methods are still misguided or Outdated.”
A performance appraisal
An annual review of an employee’s overall contributions to the
company by his/her manager.
This annual reviews, evaluate an employee’s skills, achievements
and growth, or lack thereof.

Why Performance Management fails
Lack of strategic focus
Lack of timely, meaningful feedback
Lack of leadership support
Lack of proper training and communication
Lack of appropriate recognition and rewards
Lack of simplicity

Who’s Responsible ?

In the traditional world of performance
management, primary responsibility lies with
the line manager and HR is chief enforcer
of the process.
Who’s Responsible ?
In the new world of focusing on the right conditions for high
performance, the employee plays a far more active part.
Manager and employee both have a role to play and they can
succeed only by acting in unison.
This gives employees much greater license to influence their
chances of success, while managers are prompted to focus on
setting their team members up to succeed.

Managers should focus more attention on
fixing problems
in the system than
‘fixing people’.
Improving Performance?

Debates about rankings, reviews, and performance pay miss the
point. The key to increasing (and sustaining) performance doesn’t
lie in a system that focuses on what’s happened in the past.
It lies in an embedded performance culture

“The variation in employee performance (from their worst day at
work to their best) was 5% down to the individual and 95%
down to the conditions in the environment” - Edwards Deming
Six “Conditions”
Managers should focus more attention on fixing problems in the
system than ‘fixing people’.
the key to creating a high performance culture is setting up and
maintaining the right psychological conditions.
Mind Gym’s psychologists have identified six ‘conditions’ which have
significant impact on building an environment where we’re all
performing at the top of our game.

Purpose
Task purpose :
Knowing our work counts and isn’t futile.
Collective purpose:
Seeing how our work combines with others’ to create
something none of us could achieve alone.
Social purpose:
Recognizing that our work makes a worthwhile
contribution beyond the success of our organization.

Just out of reach:
If you believe your goal is just about possible but can’t
currently see how you’d achieve it, it’s probably the
right level of stretch.
Aligned:
Individual goals that are aligned to strengths,
motivations as well as the organizational strategy.
Always up for review:
The world around us changes fast and so goals need
refreshing too.
Challenge: It’s demanding

Descriptive:
Saying what you see someone do has more impact than
evaluating it.
Informal:
Comments given frequently as part of conversations
are easier to digest and allow time for reflection.
Informed:
Managers have awareness of what everyone is doing.
Attention: You know how I’m doing

A growth mind-set – believing we can get better.
A role that plays to our strengths and skills.
Sight of better prospects. We can see that by getting
better now, we’re more likely to attain something that
matters to us in the future.
Growth: I am getting better

Fair :
Based on clear criteria and applied consistently across
the business.
About me :
Not the person giving it.
Differentiated :
The difference between how the best and worst are
recognized is proportionate and based on objective,
performance-related criteria.
Recognition: It’s worth the effort

Create support networks.
Building a strong network of technical, emotional and
practical support.
Adopt an optimistic outlook.
Interpreting challenges as short-term, specific and
insightful.
Focus on what’s in our control.
Drawing on inner strength and grit to maintain effort
and interest over time to sustain performance in spite
of setbacks.
Choice: I can decide

Together with leaders, managers can reflect on where it’s
possible to give people autonomy and ownership to maximize
their choices. When discussing plans they should explain the
choices people have in how to implement them and be open -
sharing mistakes, risks, successes, challenges, opportunities and
failing fast positively.
So put aside the discussions about rankings, annual reviews and
flashy new HR software, because creating the right conditions for
everyone to perform at the top of their game is the performance
management approach of the future. And key to it is
understanding the psychology of human behavior.
Conclusion

Performance Management - The six conditions for high performance

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