PERFORMANCE MANAGEMENT

AND DEVELOPMENT

Charles Cotter

Gauteng Provincial GovernmentDepartment of Health

20 March 2013

TRAINING OVERVIEW Introduction

Specific Outcomes

Learning methodology and approach

Key learning points and activities

Summary and Conclusion

SPECIFIC OUTCOMES Defining the fundamentals of Performance Management

Performance Management: Best Practice Criteria

Managerial Roles and Responsibilities

Building a business case for efficient and effective Performance Management practices – costs/consequences and benefits/advantages

  Applying the 5-step performance management and development

process:  Performance planning Performance assessment Performance feedback Performance development Performance reward

Effectively managing poor performance

INTRODUCTORY LEARNING ACTIVITY

As a Manager in the GPG DoH, my most critical challenge/constraint to effective performance management is …………………… (insert 1 word)

Jot down this word and find colleagues who have the same word as you.

Write this word down on the flip-chart

Each manager will have the opportunity to elaborate on their choice of word (i.e. challenge/constraint)

DEFINING THE FUNDAMENTALS

Performance Management (PM)

The key components of PM

Evaluation Development Relationships

Performance Counseling

THE CONTEXT OF PM Systems thinking perspective

Inputs Processing Outputs

External/macro environmental forces

Political Economical Socio-cultural Technological Ecological Legal

BUILDING A BUSINESS CASE FOR PM The need for PM

The purpose and objectives of PM

Critical success factors of PM

Refer to the Best Practice Criteria Scorecard

LEARNING ACTIVITY Group Discussion

By performing a cost-benefit analysis compare the advantages and consequences of efficient and effective performance management

Come to the conclusion as to whether PM is a viable business management process

MANAGERIAL ROLES AND RESPONSIBILITIES

Leader

Custodian – compliance to policy and procedure

Assessor

Guide/support - motivator

Communication conduit

Development agent – coach and counselor

Relationship-builder – employee engagement

THE 5 C’S OF EFFECTIVE PM

Clarify (roles and expectations)

Communicate

Contract

Coach

Counsel

PERFORMANCE MANAGEMENT CYCLE

Step 1: Performance Planning

Step 2: Performance Appraisal/Review  Step 3: Performance Feedback/Interview  Step 4: Performance Development  Step 5: Performance Reward

PERFORMANCE PLANNING

Clarifying performance expectations

Setting of performance goal/objectives, standards and criteria (KRA’s and KPI’s)

Action Planning (Individual Performance Work-plans)

Contracting Performance Agreements

PERFORMANCE APPRAISSAL

Monitoring, Measuring/Evaluating performance against the pre-determined performance goals/objectives and standards and criteria

Identification of performance and skills gaps

Objective and accurate allocation of assessment ratings

PERFORMANCE FEEDBACK

Step 1: Control the environment

Step 2: State the purpose of the discussion

Step 3: Ask for the employee’s opinion  Step 4: Present your assessment  Step 5: Build on employee’s strengths

Step 6: Ask for employee’s reaction to your assessment  Step 7: Set specific goals  Step 8: Close the discussion

PERFORMANCE DEVELOPMENT

Implementing training and development and other people performance improvement initiatives

The adoption of the 5 pivotal roles of people development-focused managers (people capitalism)

PERFORMANCE REWARD

Principles

Reward Options

Financial

Non-financial

LEARNING ACTIVITYRefer to pages 20-21

Provide feedback of the summary of your group discussion

MANAGEMENT OF POOR PERFORMANCE

Performance Matrix

Performance Improvement Strategy Diagnosis Examination Remedy Follow-up

Guidelines for managing poor performance – pro-active and reactive

LEARNING ACTIVITYRefer to page 24

Provide feedback of the summary of your group discussion

INCAPACITY PROCEDURE

Differentiate between misconduct and poor performance – relevant examples

Schedule 8: Code of Good Practice (LRA):

Fair reasons for dismissal Disciplinary measures short of

dismissal Incapacity: Poor work performance

INCAPACITY: POOR PERFORMANCE

Given the employee appropriate evaluation, instruction, training, guidance or counseling and

After a reasonable period of time for improvement, the employee continues to perform unsatisfactorily

Conducting an investigation

The employee should have the right to be heard and to be assisted by a trade union representative or a fellow employee.

GUIDELINES IN CASES OF DISMISSAL FOR POOR WORK PERFORMANCE

Whether or not the employee failed to meet a performance standard and

If the employee did not meet a required performance standard whether or not

The employee was aware, or could reasonably be expected to have been aware, of the required performance standard;

The employee was given a fair opportunity to meet the required performance standard; and

Dismissal was an appropriate sanction for not meeting the required performance standard

SUMMARY Key points

Questions

Contact details:

Charles Cotter 084 562 9446 charlescot@polka.co.za Linked In Twitter: @Charles_Cotter