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Performance management manager training


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Performance management manager training

  1. 1. Performance Management • Manager Training
  2. 2. Objectives of Training1. Understand Performance Management2. Clear purpose & goal for undertaking Performance Management3. Have a feeling it is worth doing well and has a clear benefit to all4. Agreed Manager Guidelines5. Know how to use the system 2
  3. 3. What is performance Management?•The process of managing people to do the right thing;driving constant and continuous improvement ofpeople in your organisation and work unit.•Goal = Improve the performance and the abilities ofour employees to contribute to the company goals andthe goals of their work unit.Right things Right way Contribution 3
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  5. 5. Why Performance Management?• Performance Management is part of a line managers everyday job.• A System formalises that process.• It helps to: • Align employees goals & objectives to the companies goals & objectives • Make the process Equitable and Fair – Legal issue • Drive employee engagement – they feel like they are contributing • Drive a culture of values and continuous improvement • Increase the companies overall skills • Recognise stars and improve or weed out non-performers • Improve employee turnover 5
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  7. 7. Why a Performance Management system?•Mainly it addresses Legal issues:• Fair and equitable• Consistent process for all• We all sing from the same song sheet 7
  8. 8. Benefits and pitfalls of a formalised process? Formal Informal Appearance of Fair and Objective  Intimate and personal More accurate  Flexible Less personal bias  High Personal bias Can assist inexperienced managers  Harder to police More control  Lacks comprehensive reporting Systematic process  Perceived as being unfair May become to cumbersome  Record keeping more difficult 8
  9. 9. Factors effecting job attitudes Leading to Leading to Dissatisfaction Satisfaction • Company policy • Achievement • Supervision • Recognition • Relationship with boss • Work itself • Work conditions • Responsibility • Salary • Advancement • Relationship with peers • GrowthAccording to Herzberg’s theory - 1959 9
  10. 10. Four key steps1. Define Business Goals and Objectives• Identify a clear set of business goals and objectives. 2. Plan Performance • Set clear performance goals for a given period. 3. Coach Performance • Coach the person to achieve the goals within the given time period. 4. Review Performance • Formally review the performance for a given period against the performance goals. 10
  11. 11. Contribution 11
  12. 12. Stages of Performance Management Problem “not doing what they should be doing” or “doing Awareness something that they are not supposed to be doing” Problem How serious? Is it worth your time?Assessment Problem What is the root cause? It could be you.IdentificationPerformance Ensure they understand what is needed. Planning Sense of direction, benchmark and confidence.Performance Ongoing feedback, reinforcement, encouragement. CoachingPerformance No surprises meeting. Review Planning for the following period. 12
  13. 13. Coaching Steps Stage 1 Stage 2 Stage 3 Feedback Stage 4 Monitor Further Feedback Stage 5 Identify, agree, performance Monitor Congratulate or Warningdiscuss, action plan, performance Follow up, identify, clarify, supported encourage document accountability 13
  14. 14. Causes of Inflated RatingsThe belief that accurate ratings would have a damaging effect on thesubordinate’s motivation and performanceThe desire to improve an employee’s eligibility for meritThe desire to avoid airing the department’s dirty laundryThe wish to avoid creating a negative permanent record of poor performancethat might hound the employee in the futureThe need to protect good performers whose performance was sufferingbecause of personal problemsThe wish to reward employees displaying great effort even thoughcontributions are relatively lowThe need to avoid confrontation with certain hard-to-manage employeesThe desire to promote a poor or disliked employee up and out of thedepartment 14
  15. 15. Lowered RatingsTo scare better performance out of an employeeTo punish a difficult or rebellious employeeTo encourage a problem employee to quitTo create a strong record to justify a planned firingTo minimize the amount of the merit increase asubordinate receivesTo comply with an organization edict that discouragesmanagers from giving high ratings 15
  16. 16. Legal1. Documentation for legal protection • used to protect against unfair dismissal claims2. Possibility of condoning poor performance by inaction • Employee can argue that this is the behaviour expected3. Employer’s duty to the poor performer • Give an employee an opportunity to rectify poor performance4. Adequate warning before dismissal • Document and make clear the consequences of poor performance5. Effects of Equal Employment Opportunity (EEO) • This can be avoided by making sure the appraisal criteria are work related, the criteria have been checked and appraising managers have been trained to do appraisals.6. Termination • Sufficient notice, fairness and grounds for the termination 16
  17. 17. Legal obligations can be met by: Transparent performance system, consistently applied Review is made against clearly specified criteria (for example a job description, performance plan and performance goals) Previous performance assessments are taken into account Systems to deal with counselling and warnings are in place Nature, reason and duration of the actions are clearly written and acknowledged. Understanding how performance could be improved & assessed Informed of the consequences of not improving performance and the procedures to be followed if this occurs 17
  18. 18. CRITERIA SHOULD BE:• objective rather than subjective• job-related or based on job analysis• based on behaviours rather than traits• within the control of the ratee• related to specific functions, not global assessments 18
  19. 19. Counselling• Vital skill as a manager• Worth your time and effort• Deal with personal problems only if they effect performance • Use a counselling service (Lifeline)• Focus on solving the problem let them take the lead 19
  20. 20. What can counselling achieve? Providing This is appropriate to work-related problems when there is a clear-cut solution. However, it is inappropriate in dealing with personal problems and advice emotional situations. Providing While this can give an employee encouragement or renew confidence, I t may fail to address the root cause of the problem. reassurance Facilitating The manager can gain insight into the employees thoughts and feelings and enhance two-way communication.communication. Releasing The manager can allow the employee to unburden by sharing worries/ emotional concerns. tension. Clarifying Sometimes merely by talking things over, a person can get a new perspective on the nature of a problem and begin to look at it more objectively. This will thinking. go a long way towards enabling the employee to work out solutions. Their goals, values or behaviour, especially if the problem is of a work-Encouraging a related nature. change in an If, however, the problem is a personal one, the manager may wish to refer individual the employee to a professional counsellor. 20
  21. 21. Counselling Guidelines• Talk early in day and week and in private• Be non-directive, non-judgemental, non-moralising and non- prying• Set a tone of working together as a team to resolve• Be patient, jumping to conclusions will not get to the source• Question and probe to help them clarify and resolve problem• Get them to recognise the consequences of not dealing with it• Assure confidentiality, encourage and engage in follow up• Close without rushing, make sure they are comfortable• Expecting an ideal outcome may be unrealistic• Consider writing it all down either during or after as a summary 21
  22. 22. Feedback • Tell them how well they are doingTell & Sell • Sell them on the idea • Flow is downward Tell & • • Tell them how well they are doing Strengths and areas of improvement needed • Listen to response to gauge attitude and feelings, then discuss Listen • Aim to increase job satisfactionProblem • • Open clear two-way communication Aim to solve for barriers to performance • Non-threatening, reduces hostility Solving • Recommended for most situations 22
  23. 23. Feed forward• Rather than feedback on what has gone wrong, give ideas for the future.• Much the same way we are focusing on what and how a person is contributing to the company, we focus on what the person can do better going forward• Let go of the past• Feedback usually means the other person is wrong• Nothing to be learnt from defending that you are right• More @ 23
  24. 24. Feed Forward top ten1. We can change the future2. More productive to help people learn to be “right”3. Who likes negative feedback, giving or receiving it4. Just requires have good ides to move forward5. Not as personally taken6. Feedback reinforces self fulfilling prophecy and failure. Feedforward reinforces the possibility of change7. Corrects mistakes not dwell on them8. “Here are 2 ideas, if you only use one you are ahead, please accept them in the positive spirit they are intended”9. Feedback is seen as judgemental10. Easier to listen to as you are not composing a reply in your head. 24
  25. 25. 1. Receiving Feedback Listen carefully2. Seek feedback - See it as an opportunity to learn something3. Don’t be reactive or let defenses build, mentally note questions or disagreements4. Summarise what you think you hear to check your perception for accuracy and understanding.5. Ask questions & for examples for clarification. Paraphrase answers again6. Carefully evaluate accuracy & potential value7. observing your own behaviour & others reactions to it8. Do not overreact to feedback, modify your behaviour & evaluate the outcomes. Avoid explaining or excuses. 25
  26. 26. Keys to success Focus on the contribution by employee, Pay attention to barriers to performanceCheck your bias, establish the habit of constantly gathering information about performance. Be aware of legal issues, main focus is on improvement Become a good counsellor, give feed forward, know how to take feedback 26