Performance Management

Post on 21-Sep-2014

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The presentation from my Performance Management Webinar.

Transcript of Performance Management

...................  Dey Dos

performance management

...................  Dey Dos

Performance Discrepancy

“what is” “what

should be”

Training

Practice

Feedback

Remove Punishment

Install Rewards

Make it Matter

Remove Obstacles

From “Analyzing performance problems: Or you really oughta wanna”

by Mager and Pipe.

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THE

ACHIEVE MODEL

From “A situational approach to Performance Planning” by Hersey and Goldsmith.

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Ability

Clarity & Confidence

Help & Support

Incentive & Motivation

Evaluation

Validity

Environment

The model identifies the seven

key factors that influence

performance.

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It helps to:

Evaluate how each factor affects or will affect the performance of a person on a given task and then select the solution that better fits the causes.

Determine possible causes of performance problems.

Develop solutions.

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•  Performance planning: Setting goals and directions for VPs, OCPs, Team Leaders and Members at the beginning of a planned period and developing plans for achieving these goals.

•  Coaching: Day-to-day feedback and development activities aimed at enhancing performance.

•  Performance review: Overall evaluation of performance for the specific planned period.

Performance management, in terms of this model, includes three major functions:

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Possible Causes Possible Solutions Knowledge and transferable skills to complete the task successfully; experience; aptitudes.

Ability

Education and training; transition; conferences; coaching; shadowing; reassignment of responsibilities; guided practice.

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Possible Causes Possible Solutions Understanding; knowledge of what, when, how; role clarity (job description). Goals or objectives. Standards. Priorities. Self-assuredness.

Clarity & Confidence

Performance-planning talks and agreements; revised JD. Review goals and objectives. Review standards. Discussions; manuals; internal or external experts. Coaching; positive reinforcement.

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Possible Causes Possible Solutions To get the job done (too little or too much). From: Manager, other functional areas, peers, team members or people under his/her leadership.

Help & Support

More time, adequate budget, equipment, facilities, people, information, management training, coaching, supervision (less or more), focused meetings, cooperation, support, revised objectives.

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Possible Causes Possible Solutions Rewards (“What is in it for me?”); willingness to complete specific tasks successfully. Positive reinforcement; commitment.

Incentive & Motivation

Understand what motivates each person; how or do rewards relate to consequences? Positive reinforcement; appreciation; better use of rewards; eliminate undesirable consequences of good work.

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Possible Causes Possible Solutions

Performance feedback and coaching (none, negative, rare). Clear performance criteria and methods of measurement.

Evaluation

Plan regular feedback, informal as well as formal; coaching; reinforce positive behavior. Establish criteria for success and methods to measure.

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Possible Causes Possible Solutions

Fair practices. Perceived fairness; established criteria. Task legitimacy. Results orientation; JD. Appropriate and consistent leadership behavior.

Validity

Policies regarding selection, training, evaluation & recognition. Establish performance-oriented criteria; written evaluation; review standards or results to be achieved. Leaders decisions checked against guidelines and policies.

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Possible Causes Possible Solutions (Internal): appropriate JD; reward system; leadership style; organizational culture; office. (External): Market conditions, competition, legal framework, potential customers and marketability of activity.

Environment

Openly discuss implications and co-create with your people.

Take into consideration when planning; always define market value and then value proposition. Reassess standards and goals.

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NOW

What to do with this

information?