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PerformanceManagement
Training
Manua
CorporateTrainingMaterials
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TABLEOFCONTENTS
ModuleOne:
Getting
Started
...............................................................................................................
4
WorkshopObjectives................................................................................................................................ 4
ModuleTwo:TheBasics(I)..................................................................................................................5
WhatisPerformanceManagement?....................................................................................................... 5
HowDoesPerformanceManagementWork?.......................................................................................... 5
Tools.......................................................................................................................................................... 6
CaseStudy
.................................................................................................................................................
7
ModuleTwo:ReviewQuestions................................................................................................................ 9
ModuleThree:TheBasics(II).............................................................................................................11
ThreePhaseProcess............................................................................................................................... 11
Assessments............................................................................................................................................ 12
PerformanceReviews............................................................................................................................. 12
Case
Study
...............................................................................................................................................
13
ModuleThree:ReviewQuestions........................................................................................................... 14
ModuleFour: GoalSetting................................................................................................................16
SMARTGoalSetting................................................................................................................................ 16
SpecificGoals.......................................................................................................................................... 17
MeasureableGoals................................................................................................................................. 17
AttainableGoals..................................................................................................................................... 17
RealisticGoals......................................................................................................................................... 18
TimelyGoals........................................................................................................................................... 18
MonitoringResults.................................................................................................................................. 18
CaseStudy............................................................................................................................................... 19
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ModuleFour:ReviewQuestions............................................................................................................. 20
ModuleFive: EstablishingPerformanceGoals...................................................................................23
StrategicPlanning................................................................................................................................... 23
JobAnalysis
.............................................................................................................................................
24
SettingGoals........................................................................................................................................... 24
Motivation.............................................................................................................................................. 25
CaseStudy............................................................................................................................................... 25
ModuleFive:ReviewQuestions.............................................................................................................. 26
ModuleSix:360DegreeFeedback......................................................................................................28
Whatis
360
Degree
Feedback?
..............................................................................................................
28
Vs.TraditionalPerformanceReviews..................................................................................................... 28
TheComponents..................................................................................................................................... 29
CaseStudy............................................................................................................................................... 29
ModuleSix:ReviewQuestions................................................................................................................ 30
ModuleSeven:CompetencyAssessments..........................................................................................32
Competency
Assessment
Defined
...........................................................................................................
32
Implementation...................................................................................................................................... 33
FinalDestination..................................................................................................................................... 33
CaseStudy............................................................................................................................................... 33
ModuleSeven:ReviewQuestions........................................................................................................... 34
ModuleEight:Kolb'sLearningCycle...................................................................................................36
Experience............................................................................................................................................... 36
Observation............................................................................................................................................ 36
Conceptualization................................................................................................................................... 37
Experimentation..................................................................................................................................... 37
CaseStudy............................................................................................................................................... 37
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ModuleEight:ReviewQuestions............................................................................................................ 38
ModuleNine: Motivation..................................................................................................................40
KeyFactors.............................................................................................................................................. 40
TheMotivation
Organization..................................................................................................................
41
IdentifyingPersonalMotivators............................................................................................................. 41
EvaluatingandAdapting........................................................................................................................ 41
CaseStudy............................................................................................................................................... 42
ModuleNine:ReviewQuestions............................................................................................................. 43
ModuleTen:ThePerformanceJournal...............................................................................................45
RecordGoals
and
Accomplishments
.......................................................................................................
45
LinkingwithYourEmployeesorManagers............................................................................................ 46
ImplementingaPerformanceCoach...................................................................................................... 46
KeepingTrack......................................................................................................................................... 46
CaseStudy............................................................................................................................................... 47
ModuleTen:ReviewQuestions.............................................................................................................. 48
ModuleEleven:
Creating
aPerformance
Plan
.....................................................................................
50
Goals....................................................................................................................................................... 50
DesiredResults........................................................................................................................................ 50
Prioritization........................................................................................................................................... 51
Measure.................................................................................................................................................. 51
Evaluation............................................................................................................................................... 51
Case
Study
...............................................................................................................................................
52
ModuleEleven:ReviewQuestions.......................................................................................................... 53
ModuleTwelve:WrappingUp............................................................................................................55
WordsfromtheWise.............................................................................................................................. 55
LessonsLearned...................................................................................................................................... 55
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Module
One:
Getting
Started
PerformanceManagementisnotacompanyswayofemploying
micromanagingtechniquesthatstunttheprofessionalgrowthof
itsemployees.Butrather,itisastrategicapproachtoensuringthe
efficiencyandeffectivenessofanorganization.Whetheratthe
organizational,departmentaloremployeelevel,thegoalof
performancemanagementistomakesureallbusinessgoalsare
beingmetinasatisfactorilymanner.
WorkshopObjectives
Researchhasconsistentlydemonstratedthatwhencleargoalsareassociatedwith
learning,itoccursmoreeasilyandrapidly.
Theobjectivesforthiscourseareasfollows:
Defineperformancemanagement.
Understandhowperformancemanagementworksandthetoolstomakeitwork.
Learnthethreephasesofprojectmanagementandhowtoassessit.
Discusseffectivegoalsetting.
Learnhowtogivefeedbackonperformancemanagement.
IdentifyKolbsLearningCycle.
Recognizetheimportanceofmotivation.
Developaperformancejournalandperformanceplan.
Itismuchmoredifficulttomeasurenon
performancethanperformance.
HaroldS.Geneen
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Module
Two:
The
Basics
(I)
Theeffectivenessofanorganizationintermsofwhetherornotitis
meetingitsmissionorgoalscanbedeterminedbyengagingin
performancemanagement.AccordingtotheU.S.OfficeofPersonnel
Management,performancemanagementconsistsoffive
components:Planningworkandsettingexpectations,continually
monitoringperformance,developingthecapacitytoperform,
periodicallyratingperformanceinasummaryfashion,and
rewarding.
WhatisPerformanceManagement?
ThephrasePerformanceManagementwascoinedinthe1970sbyDr.Aubrey
Daniels,aclinicalpsychologist.Atthetime,heusedittodescribetechnology
andtheimportanceofmanagingbehaviorandtheresultofthebehavior.
Effectivemanagementwouldensureproperbehaviorsarebeingexecuted,
whichwouldinturnproducefavorableresults.Helaterassociatedthisapproachtotheinteractionsof
peoplewhetherinaformalorinformalsetting.
Withthepropertraining,managementcanmanipulatetheconditionsoftheworkplace(e.g.policiesand
procedures,availableskillstotrainandmotivateemployees)inordertomeasurethetruesuccessofthe
businessthatisthefinancialstandingofacompanyaswellastheindividualsuccessofitsemployees.
HowDoesPerformanceManagementWork?
Thedrive
to
implement
aperformance
management
system
is
not
sufficient.
Managementaswellasemployeesmustputforththeeffortnecessaryto
makeithappen.Withallhandsondeckandtheobservationofthe
following,organizationscanbuildasuccessfulprogram.
Clearlyidentifythejobspurposeaswellasthedutiesassociated
withit.
Managementisdoingthingsright;leadership
isdoingtherightthings.
PeterF.Drucker
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Determinegoalsandhowtomeasureoutcomes.
Rankjobpriority.
Characterizethestandardofperformanceforcriticalaspectsoftheposition.
Discussemployee
performance
and
provide
feedback.
This
should
at
least
be
done
on
a
quarterlybasis.
Keeptrackofperformancerecords.
Ifnecessary,createanimprovementplantobetteremployeesperformance.
Tools
Itisunrealistictoexpectemployeestoperformatanoptimallevelwithout
providingthemwiththetoolstosucceed.Thefollowingtoolsarecrucialtothe
achievementofthesystem.
Modelofstandards:Creatingamodelthatclearlydefinesemployee
performancestandardshelpsthecompanyandemployeesavoidambiguitiesin
whatisexpected.Italsoenablesemployerstoprovidetheiremployeeswith
specificfeedback,whichisgreatlybeneficialbecauseitpotentiallyincreasesjobsatisfaction.
Whetherinwritingordeliveredverbally,performancestandardsareenforceable.Itis,however
advisablethattheyarecapturedinwritingtoavoidquestionsinthefuture.
Thereshouldbeasetstandardforeveryaspectofonesposition.Forexample,anemployeewhoisa
CustomerService/SalesRepresentativemaybeexpectedtotakeandsufficientlyanswertheservice
questionsof10customersanhour.Thisemployeemayalsoberequiredtoupsellproductsto50%ofthe
clientshetalksto.
Thereareseveralfactorstokeepinmindwhendevelopingthismodel.Performancestandardsshould:
Berealisticintermsofwhetherornotitcanbeattainedaswellaswhetherornotemployees
haveadequatetraining.
Be
measurable
with
regard
to
quantity,
quality,
time,
etc.
Beclearindefiningthepropermethodforgatheringperformanceinformationandhowit
measuresagainstthestandard.
AnnualEmployeeAppraisalDocument:Whileemployersmonitoremployeesperformancethroughout
theyearandprovidefeedbackandcoachingduringthatinterval,employersarealsoresponsiblefor
conductinganemployeeappraisal,whichisgenerallydoneonanannualbasis.Theappraisalallowsthe
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employertosummarizetheemployeesperformance,gaugejobsatisfaction,aswellasprepareforthe
future.
Coaching:Oncethestandardhasbeensetandperformancefeedbackhasbeenprovidedtothe
employee,itiscriticalthattheemployeroffersometypeofcoaching.Thepurposeofcoachingisto
strengthenareas
of
improvement
as
well
as
enhance
areas
where
the
employee
is
currently
successful.
Inordertoaccomplishthis,coachingmustbedoneinapositivemanner.Thewordsusedmustbuildand
notdestroy.Diplomacyisimportantwhenprovidingcoaching.Coachingpromotesemployeemotivation
aswellascontinuedsuccess.
CaseStudy
SinclairKnightMerz(SKM),oneoftheleadingprofessionalservicescompaniesin
theAsiaPacificregion,waslookingforwaystoincreaseitsabilitytomanageand
growits
workforce
capabilities.
In
this
industry,
companies
compete
largely
on
thebasisoftheirpeopletheirskills,theirabilitytoprovideexcellentclient
service,andthereforetheabilityofthecompany'sHRfunctiontoeffectively
acquire,developandretaintoptalent.Inpartbecauseitisemployeeowned,the
companyisintenselyfocusedonitspeople,emphasizinganopenand
independentculture.
Yetitisthisindependencethatposedachallenge.SKMknewthatitmustkeepafingeronthepulseof
itscultureatalltimes.Whatcouldthecompanydobetter?Howcoulditidentifyandretainitsbest
people?Howcouldworkforceplanningbedoneeffectivelysotherightworkforceskillscouldbe
developedandmarketedtoclients?SKMhadalwaysbeenaleaderinitsindustry,butcompany
executivesknewthatmaintainingthatpositionwouldtakeconstantvigilance.
SKMaskedAccenturetoimplementtheAccentureHumanCapitalDevelopmentFrameworktohelpits
HRfunctionidentifywaystoenhancehumancapitalcapabilities.Theframeworkisanassessmentand
analytictoolthatdrawsonbestpracticesandAccentureexperienceinthefieldsofhumanresource
development,learning,andknowledgemanagement,alongwithstateoftheartmeasurement
techniques.
TheAccentureanalysisaffirmedthestrengthofmanyofSKM'shumancapitalprocesses.Sevenofthe
thirteenhumancapitalprocessesscoredinthetopquartileofresults.Thecompanyalsoexhibited
strongfinancial
results:
its
capital
efficiency
and
return
on
invested
capital
were
among
the
highest
of
thecompaniesthathavethusfarusedtheframework.
However,theAccentureanalysisdidmorethanjustconfirmexistingstrengths.Italsoidentifieda
numberofareasinwhichfurtherimprovementscouldprovidethecompanywithvitalcompetitive
advantagesintermsofworkforceperformance.
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AlthoughtheHRfunctionhadmanybestpracticesinplace,therewereanumberofimportant
discoveriesforcontinualimprovementofHR'simpactonthebusiness.Onewastheimportanceof
workforceplanningandrecruitment.Datacollectedfromtheframeworkrevealed,forexample,that
thoseorganizationswithmoreeffectiverecruitingcapabilitieshavesuperiorworkforceperformance
andemployeeengagement.AsaresultofworkingwithAccentureonthisinitiative,theHRdepartment
furtherreviewed
its
methods
of
recruiting
top
talent,
and
put
in
place
an
internal
capability
in
key
geographies.Theinitiativehasbeenimmediatelyeffective;ithasreducedtimetorecruitkeystaff,
increasedthefirm'sabilitytohandlelargerecruitingassignments,andsignificantlyincreasedthe
satisfactionofmanagerswiththeHRrecruitingservice.Theinitialpilotprogramhasbeenexpandedto
moregeography.
Theemployeeengagementresultsfromtheframeworkimplementationechoedanumberofthingsthe
companyhadfoundinitsowninternalsurveys.Leadershipdevelopmentcontinuestobeafocusitemto
improveemployeeengagement,asdoesrewardsandrecognition.
AccordingtoSKM'svicepresidentofHR,"TheAccentureHumanCapitalDevelopmentFrameworkhas
deliveredimportantinsightsaboutaligninghumancapitalprocesseswithbusinessresults.The
frameworkprovidedusaneffectivemethodofdeterminingwhereweshouldmostfocusourresources
andenergytohavethebestimpactonthebusiness."
Casestudyfrom: http://www.accenture.com/usen/Pages/insightemployeeperformance
management.aspx
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ModuleTwo:ReviewQuestions
1. WhenthephrasePerformanceManagementwascoinedbyDr.AubreyDaniels,whatdidit
initiallyreferto?
a) Medicine
b)
Technology
c)
Education
d) Law
2. AccordingtoDr.Daniels,performancemanagementanalyzeswhat?
a)
Behavioronly
b) Theresultofbehavioronly
c) Behaviorandtheresultofbehavior
d) Attitude
3.
Ifan
employee
meets
all
of
their
performance
goals,
a) Itisnotnecessarytocreateanimprovementplantoenhancetheemployeesskills
b) Itisstillnecessarytocreateanimprovementplantoenhancetheemployeesskills
c)
Theyshouldbereprimandedfornotexceedingtheexpectations
d) Theemployeeshouldautomaticallybepromoted
4. Ataminimum,feedbackshouldbeprovidedtoemployeesona_____basis.
a)
Weekly
b)
Monthly
c)
Annually
d) Quarterly
5. Performancestandardscanbebeneficialto:
a) Theorganizationonly
b) Theorganizationanddepartmentonly
c)
Theorganization,departmentandindividualemployees
d)
Noone
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6. Coachingismosteffective:
a)
Beforetheemployeeunderstandstheperformancestandards
b)
Never
c) Oncetheemployeeleavesthecompany.
d)
Once
the
employee
understands
the
performance
standards.
7. Whatisthenameofthecompanythatwasbeingassessed?
a) SinclairKnightMerz
b) Accenture
c) KnightSinclairMerz
d)
MerzSinclairKnight
8. Aftertheassessment,itwasdiscoveredthatwhatarea(s)requiredimprovement?
a) Financialresults
b)
Workforceplanning
and
recruitment
c) Financialresultsandrecruitment
d) Workforceplanningandfinancialresults
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Module
Three:
The
Basics
(II)
APerformanceManagementsystemisonlyasgoodasitsevaluation
process.Itisnotenoughtoimplementaneffectiveprogramthatcovers
allthebasics,butyoumustbeabletomeasureitssuccessvia
assessmentsandperformancereviews.Thiswillinturnallowyouto
seewheremodificationsneedtotakeplace(e.g.intheperformance
managementsystem
itself,
performance
of
the
company
as
awhole
or
specificemployeeperformance).
ThreePhaseProcess
KurtLewin,alsoknownasthefounderofsocialpsychology,introducedathree
phasetheoryofchangethatgoeshandinhandwithperformancemanagement.The
processincludesthefollowing:
PhaseOne:Unfreezing:Thisphaseisextremelyimportantasyouaimtounderstand
changeandhowittakesplace.Thisphaseiscrucialbecauseitincludescomingtothe
realizationthatchangeneedstohappen.Italsorequiresonetoleavethatwhichhasbeencomfortable
inordertomakethischangepossible.
Inorderforsomeonetodecidewhetherornottheyarewillingtochange,theymustweighthe
advantagesanddisadvantagesofthisbeingdone.ThisconceptiswhatForceFieldAnalysisisbasedon.
ForceFieldAnalysisconsidersthedifferentfactorsthatworkforandagainstthechangethatonemust
understandinordertomakeadecision.
PhaseTwo:Change:InLewinsmodel,hepointedoutthatchangeisnotaonetimeeventthattakes
place,butrathertheinnertransitionthattakesplaceasaresponsetotheoutwardchangesthatare
takingplace.
Duetotheuncertaintiesofwhatwillhappennext,thisphaseisconsideredoneofthemoredifficult
onestoachieve.Andbecauseofthis,itisimportantforemployeestohaveaccesstotrainingand
coachingtohelpeasethetransition.
Thegreaterdangerformostofusliesnotin
settingouraimtoohighandfallingshort;
butinsettingouraimtoolowandachieving
ourmark.
Michelangelo
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PhaseThree:Freezing:Alsoknownasrefreezing,thisphaseistheestablishmentofnewnormsand
gainingstabilityaftertheinstitutionofchange.Thisphasecansometimesbemisleading.Itseemstobe
alongtermstate,wheninfactitisonethatcanchangetoUnfreezingwithinamatterofdays.So,
althoughthisstagecannotbeviewedasthelast,havingtheabilitytosuccessfullymakeittothispoint
isagreataccomplishment.Thiscouldalludetothefactthatitisbecomingeasierforsomeonetoadjust
tochange,
which
is
crucial
because
it
happens
regularly.
Assessments
Thereareavarietyofassessmentsthatcanbeutilizedtodetermineskill,
knowledge,andability.Theseassessmentscanbeadministeredwhenthe
individualisaprospectiveemployeeoranactualemployee.
TypesofAssessments
PreScreening:APreScreeningAssessmentcanbeusedtofindoutinformationonaprospective
employeesskillsandknowledgebeforecommittingtohirethemandthiscansavetheemployercostly
mistakesdowntheroad.
360DegreeReview:Asitsnameimplies,thistypeofassessmenttakesacomprehensivelookatan
employeewithregardtotheirworkperformance.Thisinformationcanbeattainedbyinvolvinga
diversepoolofindividuals,withvaryinglevelsofinteractionwiththeemployee(e.g.supervisor,peers,
clients,etc.)
Knowledge:Thistypeofassessmentgenerallytakesonaquestionnaireformat.Itallowstheemployer
toask
specific
questions
on
topics
relating
to
the
business,
usually
in
the
form
of
multiple
choice
questions.
PerformanceReviews
AccordingtoEntrepreneur.com,aperformancereviewisdefinedasAnanalysisof
anemployeesworkhabitsundertakenatafixedpointintimetodeterminethe
degreetowhichstatedobjectivesandexpectationshavebeenreached.
While
each
company
has
its
own
ideas
of
what
a
performance
review
should
include,herearestepsthatshouldbetakenwithregardtoallperformance
reviews:
Preparation:Boththeemployerandemployeemustbeadequatelygroomedforthereview.
Thismayinvolvereviewinganynotes,engaginginaoneononediscussionwiththeemployee
beforehandorsimplymakingtheemployeeawareofthereviewinadvance.
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Prioritizethemeeting:Toshowtheemployeethatthisreviewisatoppriority,thereshouldbe
aformalagendathatisadheredto.Thereshouldalsobeasfewinterruptionsaspossible.
Encouragepositivity:Whenspeakingtotheemployee,invokepositiveresponsesby
communicatinginapositivemanner.
Clarity:Besurethepurposeofthemeetingisclearfromthebeginning.
Expectations:Reviewthejobdescription,whyitisneeded,andthestandardsofperformance.
Explainemployeesperformance:Discusstheemployeesactualperformance,whetheritfell
below,metorexceededexpectations.Givespecificexamples.
Employeefeedback:Allowtheemployeetoexpresstheirconcernsorsuggestions.
Goalsetting:Discussgoalsforareasthatrequireimprovement.Iftherearenoareasfor
improvement,creategoalstoenhancetheknowledgeandskillsoftheemployeeforpersonal
developmentaswellasbetteringthedepartment/companyasawhole.
Followup: Determinetheappropriatemethodandortimeforfollowup.
Closing:Themeetingshouldendpositively.Reviewthecontributionstheemployeeismakingto
thecompany.Informemployeethatyouarewillingtohelpinanywaynecessary.
CaseStudy
XYZ
Paper
Company
commenced
operation
with
10
employees
in
January
2009.
At
itsfirstyearmark,CEO,JaneDavisdecideditwasnecessarytoevaluatethe
performanceoftheemployeestoensureeveryoneisontargetforreaching
companygoalsforthefiscalyear.
Aftercarefulconsideration,Janerealizedthatunlesschangeinemployeeperformancewas
implemented,thecompanywouldfall20%belowitsprojectedsaleslevel.Janeemployedanincentive
programinwhichemployeesreceivedapercentageofeverysalemade.
Aftertheincentiveprogramwasinplaceforayear,Janeexecutedassessmentsandperformance
reviewsforeachemployee.Theyrevealedthatthecompanywasontracktonotonlymakeupthe20%
pitfallfrom
the
previous
year,
but
also
secure
a10%
increase
in
sales.
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ModuleThree:ReviewQuestions
1. Whatistheorderofthethreephasechangemanagementmodel?
a. Unfreezing,change,freezing
b. Change,freezing,unfreezing
c.
Unfreezing,freezing,
change
d.
Freezing,change,unfreezing
2. Thethreephasemodeltaughtinthislessonwasdevelopedbywhom?
a.
JohnP.Kotter
b.
KurtLewin
c. TomPeters
d. RobertWaterman
3. Whattypeofemployeeperformanceassessmentengagestheopinionsofavarietyofpeople
whointeract
with
the
employee
in
question?
a. Knowledge
b. 360Degree
c.
PreScreening
d. ProgramEvaluation
4. WhendoPreScreeningAssessmentsgenerallytakeplace?
a.
Ontheemployeesfirstdayofwork
b.
Beforetheprospectiveemployeeishired
c.
Afterthe
employee
is
fired
/resigns
but
before
they
begin
aposition
with
anew
company
d. Eachdayanemployeecomestowork
5. Whichofthefollowingistrueaboutaperformancereview?
a. Itisonlynecessarytodiscusstheperformancestandardsthattheemployeedidnotmeet
b. Itisonlynecessarytodiscusstheperformancestandardsthattheemployeeexceeded
c.
Itisonlynecessarytodiscusstheperformancestandardsthattheemployeebarelymet
d.
Itisnecessarytodiscusstheperformancestandardsthatwerenotmet,metandexceeded
6. Whatmethodoffollowupshouldbeusedafteraperformancereview?
a.
b. Oneonone,facetofacemeeting
c.
Theemployeespreferredmethod
d.
Phonecall
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7. WhatdidXYZPaperCompanydecidetoimplementtohelpincreasesales?
a.
Incentiveprogram
b.
Masslayoff
c.
Additionaltraining
d. Oneononecoaching
8. Ontopofmakingupthe20%thatthecompanywasbehind,bywhatpercentagediditincrease
sales?
a.
5%
b. 10%
c. 15%
d. 20%
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Module
Four:
Goal
Setting
Everysuccessfulbusinessplanrequiresgoalsandobjectives.Goals
showthestrengthsandweaknessesofplansandprocedures.
Implementingregularlyevaluatedgoalsallowsleaderstounderstand
whereperformanceisandwhatneedstobeimproved.When
managingperformance,makesurethatyouimplementSMART
goals.
SMARTGoalSetting
Peopleoftenfailtoreachtheirgoals.Thisusuallyindicatesthatthewronggoalsare
beingchosen.SMARTgoalswillimprovethechancesofachievingbothpersonaland
businessgoals.
SMARTgoals:
Specific:Goals
should
have
specific
instructions.
Measurable:Itshouldbeclearwhengoalsandobjectivesaremet.
Attainable:Impossiblegoalsarenotmotivating.
Realistic:Goalsneedtobesomethingpeopleareabletoworktowards.
Timely:Goalsneedspecifictimeframes.
Bethechangeyouwanttoseeintheworld.
MahatmaGandhi
Ifyoudontknowwhereyouaregoing,
howcanyouexpecttogetthere?
BasilS.Walsh
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SpecificGoals
Goalsneedtobespecific.Employeesneedtounderstandexactlywhattheyare
expectedtodo.Itisnotenoughtosimplyaskforimprovement.Thisisageneralgoal.
Specificgoalsexplainwhoisinvolvedandwhatgoalshouldbeachieved.Itcanalso
identify
a
location,
requirements,
and
reasoning
behind
the
goal.
Example:
Generalgoal:Improveperformance.
Specificgoal:Meetwithyourmentoronceaweek.
MeasureableGoals
Goals
need
to
be
measurable
in
order
to
be
effective.
They
specify
how
much
or
how
many.Measurablegoalsallowemployeestoidentifywhentheyhaveaccomplishedtheir
goals.
Example:
Generalgoal:Increasesales.
Measureablegoal:Increasesales7percentoverlastyears.
Attainable
Goals
Goalsmustalwaysbeattainable.Employeesneedgoalsthatchallengethembutmust
stillbewithinreach.Whengoalsareseenasunattainable,employeeswillgiveupon
themwithouteventrying.Themeasureofagoalshouldalwaysbewithinreach.
Unattainablegoal:Reduceturnoverby60percent.
Attainablegoal:Reduceturnoverby10percent.
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RealisticGoals
Employeesneedrealisticgoals.Itisimportantthatemployeesareabletoachieve
theirgoals.Thegoalsneedtorelatedirectlytoemployeeabilities,anditisimportant
tomakesurethattheyhavethetoolsnecessarytomeetthem.Breakinglargergoals
down
to
smaller
achievements
will
make
them
more
realistic.
Example:
RealisticGoal:Theproductiondepartmentcurrentlymakes200carsaweek.Withnewtraining,
theywillcreate225aweek.
TimelyGoals
Goalsshouldalwayshaveatimeframe.Generalgoalsdonotestablishatimeframe.
Timeframes
encourage
employees
to
move
forward.
Having
specific
dates
will
also
determinewhengoalsarereevaluated.
Example:
Generalgoal:Increasesales.
Timelygoal:Increasesaleswithinsixmonths.
MonitoringResults
Oncegoalsareestablished,itisimportanttomonitortheirresults.Thiswill
determinehoweffectiveaplanorstrategyis.Useabasicevaluationtodetermine
whatchangesneedtobemadeinaplanandreevaluateyourgoals.
Whattoevaluate:
Werethegoalsandobjectivesachieved?
Weretheyachievedintheestablishedtimeframe?
What
is
the
feedback
from
employees
and
leadership?
Whatarethefinancialgainsorlosses?
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CaseStudy
AstartupITcompanyneededtoincreaseprofitsandproductivity.The
managementteamcreatedasetofgoalstomotivateemployees.Onegoalwasto
doublesaleswithinamonth.Ratherthanachievingthegoal,salesactually
slipped.
The
goal
was
reset
to
increase
sales
10
percent
within
a
month.
The
sales
teammanagedtoincreasesalesby12percent.
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ModuleFour:ReviewQuestions
1. WhatdoesSstandforinSMARTgoals?
a) Special
b) Specific
c)
Safe
d)
Scientific
2. WhatdoesTstandforinSMARTgoals?
a)
Trackable
b)
Tangible
c) Timely
d) Tasks
3. WhatdoesaSpecificgoalnotestablish?
a) Evaluation
b) Location
c)
Requirements
d)
Whoisresponsible
4. Sellmoreisa___________.
a)
Specificgoal
b)
Measurablegoal
c) Timelygoal
d)
Generalgoal
5. Whichtypeofgoalanswershowmuch?
a) Attainable
b) Measureable
c) General
d)
Realistic
6. Whatisameasurablegoal?
a) Decreaseturnover
b)
Decreaseturnoverinamonth
c) Decreaseturnoverby10percent
d) Decreaseturnoverinproduction
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7. Whattypeofgoalwillcauseemployeestogiveup?
a)
Unattainable
b)
Realistic
c) Attainable
d)
General
8. Whatisanattainablegoal?
a) Reduceturnoverby80percent
b) Reduceturnoverby60percent
c) Reduceturnoverby40percent
d)
Reduceturnover10percent
9. Whatdorealisticgoalsrelateto?
a) Turnover
b)
Measurability
c) Employeeabilities
d) General
10.Whatwillmakeagoalmorerealistic?
a) Makethemchallenging
b) Breaklargegoalsintosmallerones
c) Compilesmallgoalsintoalargeone
d)
Makethemeasy
11.
Timelygoals
do
which
of
the
following?
a) Encourageemployeestoworktowardstheirgoals
b)
Provideinstructions
c)
Makegoalsmoreachievable
d) Explainresponsibilities
12.Whatisatimelygoal?
a) Reduceturnover
b) Reduceturnoverin6months
c)
Reduceturnover
in
production
d)
Reduceturnover10percent
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13.Whatwillevaluatingresultsofgoalestablish?
a)
Reviews
b)
Employeeengagement
c) Talentreviews
d)
Necessary
changes
14.Feedbackfrom_________isimportanttoevaluategoals.
a) HR
b) Employees
c) Employeesandmanagement
d)
Management
15.Whatdidthecompanyresetthesalesgoalto?
a) 10percent
b)
12percent
c) 15percent
d) 20percent
16.Howmuchdidsalesincrease?
a) 10percent
b) 12percent
c) 15percent
d)
20percent
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Module
Five:
Establishing
Performance
Goals
Performancegoalsrequirestrategicaction.Tobeeffective,these
goalsshouldnotbehandeddowntoemployees.Itisimportantto
includeemployeesinthegoalsettingprocessandencouragethemto
meettheirindividualperformancegoals.Thiswillimproveindividual
andcompanyperformance.
StrategicPlanning
Astrategicplandetermineswhereemployeesare,wheretheywanttobe,and
howtheywillgetthere.Itshouldembracethevaluesoftheorganizationand
alignwiththefollowingcompanyinformation.Theorganizationmustcreatea
strategicplan
before
creating
performance
goals.
CompanyStrategicPlan:
Vision
Mission
Philosophy
Goals
Objectives
Employeeperformancegoalsneedtoconsiderthecompanysstrategicplan.Individualperformance
goalsmustbeSMARTgoalsthatincludestrategiesandactionsforemployeestotake.
ExampleGoal:Stayinformedaboutinnovationsintheindustry,itcanhelpimproveproductivityby10
percentthisyear.
Performanceisyourreality.Forget
everythingelse.
HaroldS.Green
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ExamplesofActions:
Attendtrainingclasses
Meetwithamentor
Communicateconsistently
JobAnalysis
Ajobanalysisdetermineswhatisrequiredtodoaspecificjob.Itwillhelpdetermine
whichskillsandattributesanemployeeneedstocompleteajobsuccessfully.Ajob
analysiswillhelpdeterminewhotohire,howtotrain,andwhatcompensationajob
shouldreceive.Jobanalysesareinstrumentalindeterminingperformance.Research
apositiontodeterminethefollowinginformation:
JobAnalysis:
JobRequirements:
Responsibilities
Toolsorsystemsused
Reportingrequirements
EmployeeRequirements:
Training/Education
Skills
Aptitudes
Necessarycertification
SettingGoals
PerformancegoalsneedtobeSMARTgoals.Theyneedtoaddressbehavior,
competency,andresults.Remembertoinvolveemployeesintheirperformance
goals.
ExamplesofGoals:
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Behavior:Employeeshavecomplainedaboutdistance.Communicatewithemployeesinperson
everyweek,ratherthanjustsendingemails.
Competency:Newequipmentisbeinginstalled.Performallthetrainingwithinthreeweeks.
Results:Salesaredown.Increasesalesby5percentthisquarter.
Motivation
Performanceisrelatedtomotivation.Motivationisthejobofeveryleader.Thereis
notasinglemethodformotivatingemployees.Peoplehavedifferentpersonal
motives,andleadersmustmeettheneedsofindividuals.
MotivatingTips:
Lead
by
example:Motivate
yourself
before
you
can
motivate
others.
Meetwithindividuals:Communicatewithemployeesdirectlytofindoutwhatmotivatesthem.
Rewardemployees:Findmotivatingrewardsforindividuals.
Delegate:Donotmicromanageemployees.
Inform:Informpeopleabouthowtheyaremakingadifferenceintheorganization.
Celebrate:Payattentiontoachievementsandcelebratewithemployees.
CaseStudy
Aretailchaincreatedindividualsalesgoalsforeachemployee.Theefforttoincrease
saleswascounter productive.Uponevaluation,employeefeedbackcomplainedthat
theywerenotprovidedwithanynewsalesstrategiesordirection.Thecompany
trainedemployees,andsharednewsalestechniqueseverymonth.Employeesbegan
toreachandexceedtheirdailygoals.Profitsincreasedby8percentsixmonthsafter
adaptingtheperformancegoals.
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ModuleFive:ReviewQuestions
1. Individualstrategicplansreflect_________.
a) Valuesofthecompany
b) Themarket
c)
Individualmotivation
d)
Peerreviews
2. Whatisnotanexampleofastrategicaction?
a)
Meetwithsupervisoronceaweek
b)
Attendtrainingclasses
c) Improvesales10percent
d) Practicespeakingskills
3. Whatisajobrequirement?
a) Training
b) Responsibilities
c)
Skills
d)
Certification
4. Whatisanemployeerequirement?
a)
Tools
b)
Reporting
c) Responsibilities
d)
Education
5. Performancegoalsneedtobe_________.
a) General
b) Specific
c) Timely
d)
SMART
6. Whatdoperformancegoalsnotneedtoaddress?
a) Behavior
b)
Competency
c) Time
d) Results
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7. Howshouldmanagersnotmotivateemployees?
a)
Threats
b)
Example
c) Rewards
d)
Meeting
with
individuals
8. Whodomanagersneedtomotivate?
a) Customers
b) Teams
c) Clients
d)
Themselves
9. Whatdidthecompanyunsuccessfullyimplement?
a) Turnovergoals
b)
Productiongoals
c) Individualsalesgoals
d) Newpolicies
10.Howmuchdidprofitabilityimproveafterstrategieswereimplemented?
a) 5percent
b) 8percent
c) 10percent
d)
12percent
.
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Module
Six:
360
Degree
Feedback
360degreefeedbackisusefulforevaluatingperformance.Itprovides
evaluationsfromdifferentsourcestopaintaclearpictureofhowwell
anindividualperforms.Identifyingstrengthsandweaknesseswill
allowemployeestocontinuallyimprovehowtheyperform.
Whatis360DegreeFeedback?
360degreefeedbackisanalternativemethodofreviewingemployees.Ratherthana
traditionalreview,employeesaregivenanonymousfeedbackfromsupervisorsand
peers.Managersfeedbackalsoincludesdirectreportsandreviewsfromemployees.
Individualsalsoevaluatethemselvesin360degreefeedback.Together,these
evaluationswillhelpimproveperformanceby:
Identifyingand
enhancing
strengths
Identifyingareasthatneeddevelopment
HelpingEmployeessetgoals
Creatingactionplans
Vs.TraditionalPerformanceReviews
360degree
feedback
provides
abetter
picture
of
performance
than
traditionalreviews.Supervisorsperformtraditionalperformancereviews.
Traditionalreviewcanhaveanegativeimpactonperformance,if
employeesfeelitisnotfair.Thiscandamagetrustbetweenmanagersand
employees.Traditionalperformancereviewsalsodolittletoencourage
cooperationbetweenemployeesbecausecoworkersdonotinfluence
scoresontraditionalreviews.Peopleinpositionsofauthorityalsobenefitfrom360degreefeedback.
Feedbackisthebreakfastofchampions.
KenBlanchard
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Traditionalperformancereviewsdonotalwaysgiveanaccuratedescriptionofemployer/employee
relationships.
TheComponents
360degreefeedbackevaluationformsaretypicallydoneonascaleof1to10.There
isaplace
for
comments
on
the
evaluation
form.
The
scores
from
supervisors,
peers,
employees,anddirectreportsareaveragedandcomparedwithaveragecompany
scores.HRtypicallyhandlesthereportingtomakesurethatthefeedbackremains
confidential.
Example:
ComputerSkills
1________2________3________4________5________6________7________8 ________9________10
Comments:
_____________________________________________________________________________________
_____________________________________________________________________________________
CaseStudy
Adepartmentmanagerofalargeproductioncompanyhadaproblemwith
productivityandmorale.Hisemployeereviewsseemedunsuccessful,andemployees
continuedto
argue
amongst
themselves.
He
threatened
jobs
and
disciplined,
but
it
didnotwork.Thecompanyinstitutedanew360degreefeedbacksystem.The
managerlearnedthathisemployeesfeltthathewasnotsupportive,andhefocused
onmotivatingpeopleinthefuture.Asemployeeslearnedtorelyoneachotherfor
performance,theystoppedarguingandproductivityincreased12percentthatquarter.
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ModuleSix:ReviewQuestions
1. 360degreefeedbackisnormally________.
a) General
b) Signed
c)
Anonymous
d)
Personal
2. Whatdoesamanagersfeedbackincludethatothersdonot?
a)
Directreports
b)
Peerreviews
c) Customerreviews
d) Supervisorreview
3. Whotypicallyperformsatraditionalreview?
a) Employees
b) Supervisors
c)
Peers
d)
Customers
4. Whatprovidesabettersenseofsupervisorandexecutiveperformance?
a)
SMARTgoals
b)
Generalreviews
c) Traditionalreviews
d)
360degree
performance
5. Howarethescoresfromdifferentsourcesgraded?
a) Added
b) Averaged
c) Multiplied
d)
Individually
6. Howdoesfeedbackremainconfidential?
a) Supervisorshandleit
b)
Employeessignit
c) HRhandlesit
d) Customershandleit
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7. Howdidthemanagercommunicatewithemployeesaboutperformance?
a)
Calmly
b)
Motivation
c) Threats
d)
Directly
8. Howmuchdidproductivityincrease?
a) 5percent
b) 8percent
c) 10percent
d)
12percent
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ModuleSeven:CompetencyAssessments
Competencyassessmentsareessentialtoperformance
management.Theseassessmentsmakeiteasiertohireand
promotetherightpeople.Theyalsohelpassessperformanceand
thedifferentcompetenciesthatemployeesneedtoimprove.Itwill
alsoidentifythetopperformers.
CompetencyAssessmentDefined
Competenciesareasetofskillsandessentialknowledgethatarenecessaryto
performajobwell.Thecompetenciesforeverypositionshouldbedefinedbefore
hiring.Theyareimportanttothehiringandguidetheinterviewprocess.A
competencyassessmentassessestheskillsofemployeesandcomparesthemwith
previouslyestablishedcorecompetencies.AsupervisororHRprofessionaldecides
thescore
of
each
assessment.
The
performance
is
based
on
chosen
indicators
and
separatelevelforeachrating.Eachcompanyhasitsowncompetencyassessmentlevels,butmost
assessmentsincludethefollowingratings:
SampleRating:
Excellent
Meetsexpectations
Needsimprovement
Notapplicable
Haveopportunitiestoadvance
Competence,liketruth,beauty,andcontact
lenses,
is
in
the
eye
of
the
beholder.
Dr.LaurenceJ.Peter
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Implementation
Thereareseveralstepsthatyouneedtotakebeforeyouimplementcompetency
assessments.Successfulimplementationrequiresyoutocompleteallofthesteps.
Steps:
IdentifyCompetencies:Ascertainwhichcompetenciesareneededto
performajobandtheskilllevelofeachcompetency.
DevelopAssessments:Createafairmethodofassessmentthatconcentratesontargets.
Companygoalswilldeterminethetargets.
PracticeAssessments:Practiceusingassessments,justlikeanyotherskill.
AssessEmployees:Usethestandardsandassessmentstoreviewemployees.
Plan:Use
action
plans
to
help
employees
develop.
FinalDestination
Thefinaldestinationwillprovideapooloftrainedprofessionalswithstrong
performance.Eachcompanywillhaveitsownfinaldestinationthatdepends
onthegoalsandneeds.Reachingthestageoffinaldestinationmaymean
completelyoverhaulingthecompetencyprogram.Itcouldalsomeanplacing
moreattentiononactionplansandtraining.Italldependsonthe
competenciesrequired
for
each
role.
Identifying
the
goals
of
the
organization
andthecompetenciesofeachpositionwillallowyourorganizationtoreachthefinaldestination.
CaseStudy
Yearlycompetencyassessmentsatalocalmarketingfirmarenotsuccessful.TheCEO
encouragesfeedback,butimprovementsareslow.Theoverallgoalistodoublethe
numberofhighperformingemployeeswhoexceedexpectations.
Thecompetencyassessmentswerealteredtoincludeactionplansalongwiththe
evaluations.Overthenextyear,manyemployeesbegantoshowimprovement.
Overall,thescoresimprovedalevelonaverage.
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ModuleSeven:ReviewQuestions
1. Whoassessescompetenciesbesidessupervisors?
a) HR
b) Coworkers
c)
Peers
d)
CEO
2. Whataremostassessmentratings?
a)
Stages
b)
Evaluations
c) Levels
d) Steps
3. Whatpartofthecompetencyassessmenthelpsemployeesimprove?
a) Actionplan
b) Direction
c)
Peerreviews
d)
Goals
4. Managersneedto_______usingcompetencyassessments?
a)
Explain
b)
Practice
c) Rewardemployees
d)
Promote
5. Whatwilldeterminethefinaldestinationforeachcompany?
a) Goalsandneeds
b) Productivity
c) Profitability
d)
Feedbackandcompetencies
6. Goalsand______mustbeidentifiedforthefinaldestination.
a) Expectations
b)
Talent
c) Competencies
d) Motivation
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7. WhatwasthegoaloftheCEO?
a)
Increasehighperformance
b)
Doublehighperformance
c) Triplehighperformance
d)
Reduce
high
performance
8. Howdidthecompetencyscoresimproveonaverage?
a) Onelevel
b) Twolevels
c) Threelevels
d)
Fourlevels
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Module
Eight:
Kolb's
Learning
Cycle
KolbsLearningCyclestatesthatlearningisbasedonexperience.The
learningcyclehasfourbasicelements:experience,observation,
conceptualization,andexperimentation.Itisimportanttobefamiliarwith
thelearningcycletoeffectivelymanageperformance,andguide
employeestogreaterachievements.
Experience
Kolbdescribestheimportanceofconcreteexperience.Concreteexperienceis
directexperiencethatinvolvesthesenses.Itisnotsimplyknowledgeabouta
subject.Handsontrainingisanexampleofconcreteexperiencethatemployees
learnatwork.Experienceandconceptualizationarethetwowaysthatemployees
takeinknowledge.
Observation
Kolbdefinesobservationasreflectiveobservation.Itiswhattheconcrete
experiencemeanstothepersonlearning.Watchingisthewaythatknowledgeis
transformedintomeaningforanindividual.Thisiswheretheconnotationsare
createdaslearnersseedifferentperspectives.Anexamplewouldbewatchinga
trainerperformataskagainorconsideringataskrecentlyperformed.
Experimentationis
another
way
to
transform
knowledge.
Nothingisawasteoftimeifyouuse
experience
wisely.
AugusteRodin
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Conceptualization
Abstractconceptualizationisawaytogatherknowledgeonasubjectwithoutdirect
experience.Thisinvolvesabasicunderstandingofasituationbyapplyinglogic.An
exampleofthiswouldbereadingatrainingmanual.Abstractconceptualizationis
having
the
knowledge
about
something.
Experimentation
ActiveexperimentationisthefinalpartofKolbsLearningCycle.Here,people
learnbydoing.Theytransformknowledgebyactingonit.Anexampleofthis
wouldbeusinganewcomputerprogram.Activeexperimentationinvolvestaking
risksbasedontheknowledgepeoplehavegathered.Itisimportantthat
employeesbe
allowed
to
take
risks
when
learning.
CaseStudy
Anewhirewastrainedatasoftwarecompany.Hewasshownhisworkspace,anda
trainerwalkedhimthroughtheprogramshewoulduseinthejob.Hethenwatched
otherpeopleperformdifferenttasks.Thetrainergavethenewhireamanualfor
eachprogram.
After
training,
the
employee
was
still
very
uncomfortable
with
the
programs.Hewasafraidofmakingamistake.Hisproductivitywasbelowaverage.
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ModuleEight:ReviewQuestions
1. Whatisamethodforgainingknowledge?
a) Learning
b) Observation
c)
Experience
d)
Experimentation
2. Concreteexperienceinvolves________.
a)
Observation
b)
Books
c) Feelings
d) Senses
3. Whatisamethodfortransformingknowledge?
a) Reflectiveobservation
b) Senses
c)
Books
d)
Concreteexperience
4. Knowledgeistransferredto_______.
a)
Feelings
b)
Meaning
c) Senses
d)
Experience
5. Whatisawaytogainknowledgewithoutdirectexperience?
a) Reflectiveobservation
b) Concreteconceptualization
c) Abstractconceptualization
d)
Abstractobservation
6. Howdoesabstractconceptualizationwork?
a) Feelingsinterpret
b)
Watchinginterprets
c) Experienceinterprets
d) Logicinterprets
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7. Whatisactingonknowledgegathered?
a)
Reflectiveobservation
b)
Activeexperimentation
c) Activeconceptualization
d)
Direct
experience
8. Whichofthefollowingincludestakingrisks?
a) Activeexperimentation
b) Abstractconceptualization
c) Concreteexperience
d)
Reflectiveobservation
9. Whatstageoflearningdidthenewhirenotexperience?
a) Reflectiveobservation
b)
Concreteexperience
c) Abstractconceptualization
d) Activeexperimentation
10.Whatwastheresultofthetraining?
a) Poorattitude
b) Toomanymistakes
c) Poorproductivity
d)
Theresultswerepositive
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Module
Nine:
Motivation
Everyemployeeneedstobemotivatedinorderforperformance
managementtobesuccessful.Whileemployeesmusttakesome
responsibilityinmotivatingthemselves,managementcanhelp
motivateanddevelopindividuals.Practicingbasicmotivational
techniqueswillimproveperformanceasitboostsmorale.
KeyFactors
Motivationismorethanbeingsatisfied.Motivationiswhatcausesemployees
togotheextramileandcommittoaprojectorcompany.FredrickHerzberg
identifiedthekeyfactorsthatdrivemotivationinemployeesacrossdifferent
fields.Payandworkconditionsweretiedtosatisfaction.Poorpayandwork
conditionsadversely
affect
productivity,
but
positive
pay
and
work
conditions
dolittletoincreasemotivation.
Motivators:
Responsibility:Employeesshouldhaveasenseofownershipintheirwork.
Natureofthework:Thenatureoftheworkcanhelpmotivatepeople.
Recognition:Employeeeffortsneedtoberecognized.
Achievement:People
need
to
feel
like
they
are
achieving
something
worthwhile.
Builduponstrengthsandweaknesseswill
graduallytakecareofthemselves.
JoyceC.Locke
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TheMotivationOrganization
Peopleperformbetterwhentheybelieveintheircompany.Whenthevaluesofan
organizationmatchthepersonalvaluesofemployees,anorganizationwillbe
highlymotivated.Thisiswhysociallyresponsiblecompaniesareabletoeasily
attract
talent.
They
speak
to
an
individuals
internal
motivators.
Businesses
that
addressinternalmotivationsaremorelikelytobehighperforming.
InternalMotivations:
Family
Environment
Success
Community
Personaltime
IdentifyingPersonalMotivators
Eachpersonhasadifferentsetofmotivators.Somepeoplerespondbetterto
verbalpraiseandothersneedrewards.Itisimportanttomotivateemployeesona
personallevel.Thisiseasiertodoinsmallorganizations.Largecompanieswill
havetorelyoneachmanagertoidentifypersonalmotivators.
Techniques
to
Identify
Personal
Motivators:
Observation:Observehowindividualsrespondtodifferentmotivatorsandtakenotes.
Communication:Gettoknoweachemployee,andidentifypersonalmotivators.
Surveys:Haveemployeesfilloutsurveysthatidentifywhatmotivatesthem.
EvaluatingandAdapting
Likeeverything
else,
it
is
essential
to
evaluate
and
adapt
motivation
techniques.
Thisshouldincludethefollowingsteps:
Surveys:Surveyswillshowthelevelofengagementandhowmotivated
employeesare.
Reviewmission:Comparethemission,policies,andprocedurestointernal
motivators.Aretheyaligned?
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Development:Examinethenumberofemployeeswhohaveadvancedwithinthecompany.
Goals:Whetherornotcompanygoalsaremetisanindicationofmotivation.
Adaptmotivationtechniquesasnecessarytoimproveperformanceandengageemployees.
CaseStudy
Aprintingcompanyhadaproblemwithhighturnoverandlowproductivity.The
salariesarecompetitiveandtheofficeswererecentlyredecoratedtocreatea
pleasantatmosphere.Peopleseemedsatisfiedatfirst,buttheydidnotstayforthe
longterm.Asurveyrevealedthatemployeeswerenotsatisfiedwiththelonghours
andnumberofweekendstheywereexpectedtosacrifice.Managersassumedthat
thepayandenvironmentmadeupfortheseexpectations.Policieswerechangedto
betterpromoteworkandlifebalance.Turnoverdropped15percentthatyearandproductivity
increased,evenwithfewerdemandedhoursofwork.
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ModuleNine:ReviewQuestions
1. PayInfluences________.
a) Satisfaction
b) Motivation
c)
Management
d)
Achievement
2. Whatisanotakeymotivator?
a)
Responsibility
b)
Workconditions
c) Recognition
d) Achievement
3. Peopleperformbetterwhenthey_____theircompany.
a) Areeducatedby
b) Arevestedin
c)
Believein
d)
Understand
4. Whatisnotaninternalmotivation?
a)
Personaltime
b)
Success
c) Family
d)
Pay
5. Whatwillnotidentifypersonalmotivators?
a) Age
b) Surveys
c) Observation
d)
Communication
6. Largeorganizationsrelyon________tounderstandwhatmotivatesindividuals.
a) Peers
b)
Customers
c) Managers
d) Policies
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7. Whatshouldbedoneifasurveyindicatesemployeesarenotmotivated?
a)
Hirenewemployees
b)
Adaptmotivationtechniques
c) Providemoretraining
d)
Ignore
the
results
8. Whatisnotanindicationofmotivation?
a) Age
b) Meetinggoals
c) Surveys
d)
Development
9. Theproblemwaswithturnoverand________.
a) Productivity
b)
Profits
c) Sales
d) Customerservice
10.Howmuchdidturnoverdecrease?
a) 8percent
b) 10percent
c) 12percent
d)
15percent
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ModuleTen:ThePerformanceJournal
Performancejournalscreateevaluationsthataremoreaccurateby
allowingemployeesandmanagertokeeptrackofperformance
throughouttheyear.Bothmanagersandemployeescankeep
journals.Thiswillhelpguideanddevelopemployeeswhochallenge
themselvesandimproveperformance.
RecordGoalsandAccomplishments
Itisimportanttorecordyourgoalsandaccomplishments.Evenminor
accomplishmentsneedtogointheperformancejournal.Seeingyour
accomplishmentswillencourageyou,andseeingyourgoalswillmotivateyouto
continueworkingtowardsthem.Comparinggoalsandaccomplishmentswillhelp
youfocusonwhatyouneedtodotoimproveperformance.
EmployeeRecords:
Accomplishments:Includerecognitionsandawards.
Challenges:Includerequestsfortrainingorotherhelptomeetgoals.
EmployerRecords:
Accomplishments:Detailsincludedocumentationandnotes.
Evaluation:Includeperformancegapsanddirectreports.
Thebestwaytopredictthefutureisto
create
it.
PeterDrucker
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LinkingwithYourEmployeesorManagers
Itisimportantthatemployeesandmanagersconnectforperformancemanagement
tobeeffective.Relationshipsoneverylevelmustremainprofessional.When
employeesandmanagersdonottrusteachother,performancesuffers.Itispossible
for
managers
to
link
to
employees
performance
journals
and
see
any
information
thatemployeeschoosetosharewiththem.Thishelpsmanagersseethingsfroman
employeesperspectiveandcreateaccurateevaluations.Italsomakesemployees
partoftheevaluationprocess.
ImplementingaPerformanceCoach
Aperformancecoachwillhelppeoplemeettheirneedstoimproveperformance.Inmost
organizations,managersactasperformancecoaches.Howwellmanagerscoach
performance
affects
the
quality
of
employee
performance.
Mangers
must
communicate
effectivelywitheachemployeeandmotivatethatpersontoexcel.Thisrequiresa
combinationofencouragement,praise,andcorrection.Assessandcoachemployeesin
thefollowingareas.
CoachingAssessments:
Assessskillsandknowledge:Provideanynecessarytraining.
Assessthetools:Makesurethattheindividualhaseverythingnecessarytocompletehisorher
job.
Assesstheprocesses:Improveprocedurestohelpemployees,orinstructtheminusingdifferent
procedures.
Assessmotivation:Motivatepeopleonapersonallevel.
KeepingTrack
Coachesneedtokeeptrackofemployeeprogress.Thiswillhelpthemcreate
strategiesthatwillchallengeemployeesandhelpthemgrow.Thereareseveralways
tokeep
track
of
performance.
TraditionalEvaluations
360Feedback
Journals
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Performancelog
Aperformancelogiswhereyoucanmakenotesofanyobservationsregardingperformance.Thiswill
helpyoubecomeabettercoach.
CaseStudy
Aretailmanageralwayshatedgivingreviews.Itwasalwaysdifficulttosumupa
yearsworthofwork.Thelastcouplemonthswereallhecouldremember.Employees
sometimesseemedshockedbytheirevaluations.Somepeopleaccusedhimofhaving
favorites,andotheremployeesclaimedhewasnotfair.Salesalwaysdropped10
percentafterreviews.Hesetupaperformancejournalprogram.
Atthenextroundofreviews,hediscoveredthathemayhavebeenalittleharshon
somepeople.Hewasalsoshockedtoseethatothersonlyperformedwellthemonthbeforethereview.
Hewasabletoprovidespecificfeedbackinthereviews.People,generally,consideredtheprocessfair,
andsalesimproved5percentafterthereviews.
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ModuleTen:ReviewQuestions
1. Whataccomplishmentsshouldemployeesrecord?
a) Encouragementandpraise
b) Praiseandrewards
c)
Awardsand
recognition
d)
Recognitionandencouragement
2. Whatdetailsdoemployersneedtorecord?
a)
Praiseandcomplaints
b)
Encouragementandnotes
c) Documentationandnotes
d) Recognitionanddocumentation
3. Whatwilldamageperformance?
a) Trustingmanagers
b) Distrustofmanagers
c)
Trustingemployees
d)
Journalentries
4. ______mayseeemployeejournalentriesiftheemployeesochooses.
a)
Investors
b)
Customers
c) Peers
d)
Managers
5. Whichofthefollowingisnotawayforcoachestocoachemployees?
a) Threats
b) Praise
c) Correction
d)
Encouragement
6. Whotypicallyservesasaperformancecoach?
a) CEOs
b)
Customers
c) Managers
d) Peers
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7. Wheredomanagersconsistentlyrecordtheirobservations?
a)
Performancelog
b)
Evaluations
c) 360Feedback
d)
Journal
entries
8. Whichisnotawaytokeeptrackofperformance?
a) Performancelog
b) Evaluations
c) 360Feedback
d)
Surveys
9. Whatalwayssufferedafterreviews?
a) Profitability
b)
Sales
c) Productivity
d) Labor
10.Howmuchdidsalesimprovewiththejournals?
a) 8percent
b) 20percent
c) 5percent
d)
10percent
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Module
Eleven:
Creating
a
Performance
Plan
Aperformanceplanisessentialtoperformancemanagement.Itisa
strategicplanthateachindividualneedstofollowtobecomehigh
performingemployees.Managersmustcreateaplanwithevery
employeetheyworkwith.Thereisalwaysroomforimprovement.
Goals
Establishprofessionalgoalsthatreflecttheneedsoftheorganizationandindividual.
Makesurethatemployeeshavethetoolstoreachthesegoalsandprovidethemif
theydonot.Thiswillimproveproductivityandperformance.
SettingGoals:
Determinewhatemployeesneedtoaccomplish.
MakeSMARTgoals.
Allowemployeestodevelopthegoalswithyou.
Example:
Enrollinaspeakingclasswithinthreemonthstofacilitatemeetingsbytheendoftheyear.
Desired
Results
Theresultsofaperformanceplanarenotstrategies.Theyarewhatemployeesare
expectedtoachieve,andthisshouldbemadeclearintheperformanceplan.
Employeesareresponsibleforachievingthedesiredresults.Forexample,adesired
resultmaybetoconsistentlymeetsalesgoals.Theabilityorinabilitytomeetdesired
resultsdeterminesthelevelofperformance.Anindividualwhocannotmeetdesired
resultswillneedcoachinginthatarea.
Hewhofailstoplan,planstofail.
Proverb
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Prioritization
Itisimportanttoprioritizegoals.Employeesshouldfocusonthetopthreegoals.
Thegoalsgivenpriorityneedtoalignwiththecompanygoalsandthetop
competenciesofeachposition.Theseusuallyinfluenceproductivityandcost.A
nonessential
goal
such
as
filing
at
the
end
of
each
day
does
not
take
priority.
Make
surethatgoalsdonotconflictwitheachother.
ExampleofPrioritizingGoals:
Traintousethenewsoftwarewithintwomonths.
Callclientseveryweektoincreasecustomersatisfaction.
Meetmonthlysalesgoalswithsocialnetworking,coldcalling,andscheduledmeetings.
Measure
Performancemustbemeasured.Thisisnotalwayseasybecausesometasksmaybe
subjective.Theremustbefairstandardsandmeasurementestablishedforeach
position.Youwillneedtoconsiderthejobrequirementsandemployee
competenciesthatyoupreviouslyestablished.Itisalsohelpfultomakethe
measurementscostspecific,whenpossible.Createaratingscaleforeachmeasure.
Itcanbenumberedornot.
MeasurementExample:
Thetotalnumberofcustomercomplaints.
Percentageofwastedproduct.
Metpersonalgoals
Evaluation
Comparethemeasurementsagainstperformancetoevaluateemployees.Itisalso
importantto
include
whether
or
not
employees
achieved
their
goals
and
met
desiredexpectations.Thisinformationisnormallyincludedinanemployee
evaluationform.Formalreviewsaretypicallydoneeveryyear,butfrequent
informalreviewsaremoreeffective.Meetwithemployeesregularlytoevaluate
performance.Usethesamecriteriaasaformalevaluationtohelpdirectand
improveperformance.
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CaseStudy
Anexpandingchainofbookstoreswaslosingcustomers.Thecompanyinstituted
aperformancemanagementprogramfocusingonproblemswithstore
management,andcustomerserviceemployees.Trainingfocusingondesired
results
and
coaching
to
achieve
the
results
was
given.
Thetasksandmeasurementofeachpositionwereredefined,andeach
employeewasgivenapersonalgoaltofocusonthatalignedwithcompanygoalofimprovingcustomer
service:
CompanyGoals:
Customerservice:Completetrainingandincreasesecretshopperscoresby10percentinsix
months.
Employeeswereconstantlyevaluatedandcoached.Aftersixmonths,moststoreshadreachedtheir
secretshoppergoals.
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ModuleEleven:ReviewQuestions
1. Whoshouldhelpdevelopgoals?
a) HR
b) Management
c)
Employees
d)
Employeesandmanagement
2. Employeesmusthavethe_______toreachtheirgoals?
a)
Feedback
b)
Communication
c) Tools
d) Management
3. Whoisresponsibleforachievingdesiredresults?
a) Mangers
b) Employees
c)
Peers
d)
CEOs
4. Whoneedscoaching?
a)
Someonewhodoesnotmeetdesiredresults
b)
Someonewhomeetdesiredresults
c) Someonewhoexceedsdesiredresults
d)
Someonewithout
desired
results
5. Howmanygoalsshouldbemadepriorities?
a) 3
b) 5
c) 7
d)
10
6. Goalsmustnot___________.
a) Bespecific
b)
Alignwithcompanyvalues
c) Conflictwitheachother
d) Beprioritized
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7. Whatwillneedtobeestablishedbeforemeasurements?
a)
Evaluations
b)
Competencies
c) Assessments
d)
Priorities
8. Whenpossible,measurementsshouldbe______.
a) New
b) General
c) Numbered
d)
Costspecific
9. Compareperformancewith________.
a) Priorities
b)
Measurements
c) Assessments
d) Plans
10.Whichevaluationsaremoreeffective?
a) Yearly
b) Formal
c) Annual
d)
Informal
11.
Whatwas
the
time
frame
of
the
goal?
a) 1month
b)
3months
c)
6months
d) oneyear
12.Howmuchwasthegoaltoimprovesecretshopperscores?
a) 10percent
b) 5percent
c)
15percent
d)
8percent
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Module
Twelve:
Wrapping
Up
Althoughthisworkshopiscomingtoaclose,wehopethatyour
journeytoimproveyourperformancemanagementskillsisjust
beginning.Pleasetakeamomenttoreviewandupdateyouraction
plan.Thiswillbeakeytooltoguideyourprogressinthedays,
weeks,months,andyearstocome.Wewishyouthebestofluckon
therestofyourtravels!
WordsfromtheWise
HaroldS.Geneen:Itismuchmoredifficulttomeasurenonperformancethan
performance.
WinstonChurchill:Howeverbeautifulthestrategy,youshouldoccasionallylookat
theresults.
DaleCarnegie:Themanwhostartsoutgoingnowhere,generallygetsthere.
LessonsLearned
Theobjectivesofthiscourseare:
Definedperformancemanagement.
Outlinedtheprocessoftalent.
Taughtwaystomotivateanddevelopemployees.
Exploredfeedbacktechniques.
Shared goal setting techniques
Ourchiefwantissomeonewhowillinspire
ustobewhatweknowwecouldbe.
RalphWaldoEmerson
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