Performance management September 2015
-
Upload
timothy-holden -
Category
Business
-
view
670 -
download
2
Transcript of Performance management September 2015
![Page 1: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/1.jpg)
All you wanted to know about performance management
by Toronto Training and HR
September 2015
![Page 2: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/2.jpg)
CONTENTS3-4 Introduction5-6 Definition7-8 Myths around performance management9-10 What should performance management incorporate?11-12 Tools of performance management13-14 Performance standards15-16 Observations and feedback on performance17-19 Performance measures20-21 Making performance management effective22-23 A governing philosophy for performance management24-25 Steps involved in a performance management system26-27 Principal concerns about performance management systems28-29 Mitigating barriers to implementation of a performance management system30-31 Stages of change for performance management32-33 Formal methods of performance management 34-36 Coaching and performance management37-38 Total contribution planning and performance management39-40 Sustainable organization performance41-42 Team performance43-44 Performance development plans (PDPs)45-46 Managing unsatisfactory performance47-49 Best practices around performance management50-51 Conclusion, summary and questions
Page 2
![Page 3: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/3.jpg)
Page 3
Introduction
![Page 4: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/4.jpg)
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR are:
Training event design
Training event delivery
HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale
Services for job seekers
![Page 5: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/5.jpg)
Page 5
Definition
![Page 6: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/6.jpg)
Definition • Performance management
Page 6
![Page 7: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/7.jpg)
Page 7
Myths around performance management
![Page 8: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/8.jpg)
Myths around performance management
• Numbers are objective
• Data is accurate
• More measures add more value
• Everyone should be aligned
• Incentives do the trick
• Performance measures foster change
• Control leads to improvements
Page 8
![Page 9: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/9.jpg)
Page 9
What should performance management incorporate?
![Page 10: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/10.jpg)
What should performance management incorporate?
• Performance improvement
• Development
• Managing behaviour
Page 10
![Page 11: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/11.jpg)
Page 11
Tools of performance management
![Page 12: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/12.jpg)
Tools of performance management
• Performance reviews
• 360 feedback
• Learning & development
• Objectives and performance standards
• Measurement
• Pay
Page 12
![Page 13: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/13.jpg)
Page 13
Performance standards
![Page 14: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/14.jpg)
Performance standards
• Five grades
• Documents needed
• Benefits of collaboration
• Steps to take
• Level descriptions
• Examples
• Guidelines
• Checking standards
Page 14
![Page 15: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/15.jpg)
Page 15
Observation and feedback on performance
![Page 16: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/16.jpg)
Observation and feedback on performance
• Observation techniques when you are unavailable
• Definition of feedback
• Behavioural feedback
Page 16
![Page 17: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/17.jpg)
Page 17
Performance measures
![Page 18: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/18.jpg)
Performance measures 1 of 2
• Definition
• Types of performance measures
• Characteristics of good performance measures
• What do measures have to be?
• Writing a performance measure
• Examples
• Times to make changes
Page 17
![Page 19: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/19.jpg)
Performance measures 2 of 2
Setting meaningful targets
1. Understand the current (as-is) performance
2. Gather information about ideal (should-be) performance
3. Compare the results of 1 and 2
4. Strategic priorities and resource allocation questions
5. Set the improvement target level
![Page 20: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/20.jpg)
Page 20
Making performance management effective
![Page 21: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/21.jpg)
Making performance management effective
• Keep it simple
• Communicate clearly
• Set the tone at the top
• Ensure accountability from employees and managers
• Set cascading goals
• Link pay to performance
• Provide training
• Ensure fairness and objectivity
Page 21
![Page 22: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/22.jpg)
Page 22
A governing philosophy for performance management
![Page 23: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/23.jpg)
A governing philosophy for performance management
• Embedded in every employment relationship is the explicit requirement to show up and do your job
• In the absence of a job description employees are still expected to show up and do the job
• No one is obligated to warn anybody about anything
Page 23
![Page 24: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/24.jpg)
Page 24
Steps involved in a performance management
system
![Page 25: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/25.jpg)
Steps involved in a performance management system
• Clear objectives and benchmarks
• Identify suitable performance measures
• Stable flow of information between parties
• Compare actual performance to desired
• Implementation
Page 25
![Page 26: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/26.jpg)
Page 26
Principal concerns about performance management
systems
![Page 27: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/27.jpg)
Principal concerns about performance management systems
• Commitment
• Subjectivity, consistency and fairness
• Time
• Platforms and systems
Page 27
![Page 28: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/28.jpg)
Page 28
Mitigating barriers to implementation of a
performance management system
![Page 29: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/29.jpg)
Mitigating barriers to implementation of a performance management system
• Minimize ambiguity in the objectives
• Hire specialized evaluators
• Establish and promote a dedicated means of anonymous reporting
Page 29
![Page 30: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/30.jpg)
Page 30
Stages of change for performance management
![Page 31: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/31.jpg)
Stages of change for performance management
• Pre-contemplation
• Contemplation
• Preparation
• Action
• Maintenance
Page 31
![Page 32: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/32.jpg)
Page 32
Formal methods of performance management
![Page 33: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/33.jpg)
Formal methods of performance management
• Management by objectives
• 360 degree appraisal
• Self assessment
• Competency based assessments
Page 33
![Page 34: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/34.jpg)
Page 34
Coaching and performance management
![Page 35: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/35.jpg)
Coaching and performance management 1 of 2
Essential coaching skills
• Active listening
• Powerful questioning
• Messaging
• Acknowledging
Page 35
![Page 36: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/36.jpg)
Coaching and performance management 2 of 2
The coaching conversation
• Establish agreement on the issue to be addressed
• Discuss potential solutions
• Define actions to be taken
• Follow-up to acknowledge progress
Page 36
![Page 37: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/37.jpg)
Page 37
Total contribution planning and performance
management
![Page 38: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/38.jpg)
Total contribution planning and performance management
• What is total contribution planning?
• AIMS
• Focus on the conversation
• Tight/loose
• Aligned
• Developmental and supportive
• Streamlined and user-friendly
Page 38
![Page 39: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/39.jpg)
Page 39
Sustainable organization performance
![Page 40: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/40.jpg)
Sustainable organization performance
• Definition
• High performance working practices
• High performing individuals
• Leadership, employee engagement and OD
• Themes important for sustainable organization performance
Page 40
![Page 41: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/41.jpg)
Page 41
Team performance
![Page 42: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/42.jpg)
Team performance
• Questions to ask
• Example
• Observation and feedback
Page 42
![Page 43: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/43.jpg)
Page 43
Performance development plans (PDPs)
![Page 44: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/44.jpg)
Performance development plans (PDPs)
• Instances where preparation of a PDP may be considered
• Documentation needed
• Factors to decide whether an employee’s participation in a particular activity is appropriate
• Responsibilities of the performance manager
Page 44
![Page 45: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/45.jpg)
Page 45
Managing unsatisfactory performance
![Page 46: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/46.jpg)
Managing unsatisfactory performance
Steps involved
• Decision on whether to commence unsatisfactory performance procedure and advice about unsatisfactory performance
• Formal counselling session
• Formal written warning
• Final written warning
• Preparation of a report
• Decision on unsatisfactory work performance outcomes
![Page 47: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/47.jpg)
Page 47
Best practices around performance management
![Page 48: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/48.jpg)
Best practices around performance management 1 of 2
• Include developmental plans for the future
• Providing training to managers
• Measuring the quality of performance reviews
• Resolving poor performance
• Getting beyond the judgment of managers
Page 48
![Page 49: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/49.jpg)
Best practices around performance management 2 of 2
• Making it consistent across the organization
• Ensuring that feedback happens regularly
• Using 360 reviews to support the performance evaluation process
• Including ongoing review and feedback
Page 49
![Page 50: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/50.jpg)
Page 50
Conclusion, summary and questions
![Page 51: Performance management September 2015](https://reader034.fdocuments.in/reader034/viewer/2022051710/5a6db1207f8b9a22428b6025/html5/thumbnails/51.jpg)
Page 51
Conclusion, summary and questions
Conclusion
Summary
Videos
Questions