1. A new approach to performance management:1. Inconsistent application2. Lack of development focus3. Inflexible4. Unclear alignment with business

priorities5. No clear linkage to other HR

process (e.g. coaching)

2. Goal of performance management1. An ongoing two way

communication process2. A classification of expectation3. A sincere discussion of

opportunities for skill development4. A way to focus on behavior that

will have the most impact on organizational results

5. The fostering of improved performance in the current job

6. Working smarter- not harder

3. A change in focus

Performance appraisal

Performance management

1. Tender to emphasize either results or traits

2. Traits are subjectively identified after the fact or ignored completely

3. Is a human resource department procedure

4. Threatening5. Focus is on

1. Includes both results & behavioral skills equally

2. Behavioral skills expectations are linked to results & objectively established in advance

3. Is a line management process

4. Motivating

judging sfter the fact

6. Emphasizes the form

7. Fault finding8. Evaluation

factors are subjectively identified

9. Win lose

5. Focus is on planning & managing

6. Emphasizes the process

7. Problem solving

8. Performance expectations are linked to the business plan

9. Win- win

4. Guiding principle of performance management1. Creating a win- win environment2. Mutual understanding & clarity of

expectations at the outset3. Proactive employee participation

throughout all phases of the process

4. Balanced & constructive feedback to facilitate employee development

5. Shared ownership & commitment to success. Employees- Managers

6. Focus maximizing contribution in current role

5. Challenges of performance management1. Focus on management process that

build a motivating climate2. Reduce reliance on forms &

procedure3. Emphasizes management skills &

continuous process4. Promote self management in

achieving total quality & customer service

5. Use flexible frequently updated planning & regular feedback

6. Recognize & provide rewards that count

7. Role in performance management

The manager The employee1. Shared

accountability2. Coach &

mentor3. Clarify business

director4. Provide

resources5. Identify

obstacle

1. Shared accountability

2. Proactively provide input

3. Continual self assessment

4. Take personal ownership for development

8. The performance management model1. Performance planning

o Goal planningo Competency assessment

2. Performance coachingo Informal coaching throughout

yearo Optional mid-year performance

review3. Performance review

o Formal end of year meeting

9. Three types of objectives at performance planning (Lafayette)1. Fulfillment of job requirements2. Demonstration of core values3. Achievement of annual goals

10. Elements of good performance planning. (Clarify job requirements & goal)1. Represent WHAT the employee

should focus on2. Critical targets and priorities

3. Linkage to departmental goals and college strategy(Understand core values)

4. Represent HOW the employee should accomplish critical goals

5. Knowledge, skills and behavioral required for success

11. Planning summary1. Define performance expectations

Results Competencies

2. Links individual efforts to college strategy, vision & values

3. Wins employee commitment to achieving expectations

4. The behavioral links to college values

12. The S M A R T objectiveS- Specific, think micro, more action steps than are effectiveM- Measurable, monitor the progress in objective termsA- Attainable, be realistic & consider

obstacle, resources needed

R- Relevant, objective should relate directly to objective

T- Time bound, achieve specified timeframe.

Employee Compensation & Benefits

1. Employee Satisfaction way:1. Salary:

Pay Overtime

2. Benefits: Health plans Retirement plans Vacation time off Paid training Working hours

3. Rewards: Bonus Salary increase Promotion Equity offering Awards Recognition New job assignment

2. What factors determine weight of payment1. Where employers compete for

talent – local/ national2. What talent employers get – skill/

knowledge3. How strongly the employers want

to compete – Lead the market Meet the market Lag the market

4. Exempt employees: Typical executive, professional,

administrative position Minimum hours meet & not

count overtime Meet salary test & duties test

5. Non- exempt employees:

Must record time of work Eligible for overtime

3. Employer challenges for determining employees benefits:1. Number of employees (large/

small)2. Type of company (private/ public)3. Structured employee benefit

package that meet the need of diverse employees (one package does not meet all employees need)

4. The benefits that attract recruiting & retention effort

5. Helping existing employees understanding the values & their benefits

6. Count revenue, cost and profit margin that meet employees salary & other benefits

7. Government restriction, legislation, public policy.

8. Public traded companies will trend to offer stock option benefits, bonus tide to company performance.

9. Non public companies will offers non cash incentives

10.Large organization may offers more

4. Health benefits1. Medical2. Prescription drugs3. Dental4. Vision

5. Wellness programs:

1. Disease management2. Health risk management3. Fitness programs

4. On site clinics & pharmacies Pretension Vs payment Improve productivity/ reduce

absence/ presentersPerformance Management

A systematic process for improving organizational performance by developing the performance of individual and teams

1. Performance management objectives1. Align individual & organizational

objective2. Improve organizational

performance3. Improve individual performance4. Basis for personal development5. Develop a performance culture6. Inform pay decisions

2. Performance management system/ cycle1. Performance & development

planning Role definition Objectives Competencies Performance improvement Personal development

2. Act/ action Carry out role Implement performance Improvement plan Implement personal

development plan3. Manage performance throughout

the year Monitor performance Provide continuous feedback Provide coaching Deal with under performer

4. Review performance

Dialogue & feedback Agree strengths & any areas

for improvement Build on strengths –

particularly strong at a area and use this strength

3. Characteristics of performance management1. Planning2. Measurement3. Dialogue4. Feedback

4. Assessing performance/ Methods

1. Visual (Matrix)

2. Rating

3. 360 degree feedback

4. Balanced scorecard

5. Developing Performance management Skills

1. Communicating2. Briefing3. Self development4. Training5. Coaching6. Mentoring

6. Managing performance (Improving individual performance) Seven Steps-

1. Select the goal (define priority are)2. Define expectation (define standards)3. Define performance measures (monitor goal achievement & program of performance)4. Plan (achieving the objectives step by steps)5. Act (implement the improvement program)

6. Monitor (review progress & analysis the feedback to ensure the target)7. Extend the process (continue the development programmed as required)

7. Dealing with under performance1. Identify & agree the problem

2. Establish the reasons for shortfall- Did not receive adequate

support from manager Did not understand what was

expected from employee Lac of ability Lack of skill Problem in attitude

3. Decide & agree on the action required

4. Resource the action

5. Monitor & provide feedback

8. Performance management (Performance driver)

1. Positive performance driver

Fair & accurate feedback Employee understanding of

performance standard Focus on strengths in review Culture of internal communication

2. Negative performance driver

Focus on weaknesses in review

9. Introducing Performance management:

1. Define purpose

2. Enlist support

3. Communicate & involve

4. Develop Process

5. Train

6. Pilot test & re-train