February 2013

Performance ManagementHow to Make it Work

Performance ManagementPerformance Management

Why?Why?

Expectation?Expectation?

Cost Saving Performance Improvement CustomersBoss

A Typical Day

their accountabilitydeliverables expectedbehaviors they should

demonstratemeasures of their individual

performance future individual developmentconnection to the business

strategy/objectiveswhat they will be rewarded for

What’s in it for – Associates

A tool for associates to identify:

provide clear direction. align people and activities. improve performance. develop people. evaluate results and

reward performance. assist in making

promotion decisions and career development

What’s in it for – Managers

A tool for line managers to:

Overall

Performance Management Cycle

Performance Planning & Objectives SettingYear-end Performance

Review

Mid-year Performance Review

Provide ongoing feedback and coaching on

performance

Jan.

Feb.

Jun.Jul.

Nov.

Dec.13

2

Objectives Setting 1Jan. – Feb.

Quest.

Objectives Setting Questionnaire

Page 3

Leaders

Great Leaders

A critical and common trait of great leaders is their vision. Their vision is shared through

well-defined and clearly communicated goals and objectives.

What are

What are Objectives?

Clear descriptions of: Where you want to go or what you want to achieve. Desired results“A clearly defined destination”

Align

Aligning Objectives

Individual DestinationTeam

Vision Strategic Objectives

Function Objectives

Basis

Basis for Objectives

Increased sales volume Increased market share Major projects New initiatives Increasing productivity Improving product positioning against competitors during sales calls Strengthening skills and competencies (Development) Improve work process

Think - ASPIRE – team - process

Aligning Objectives

think

Become comfortable articulating the organization's vision and strategic direction.

Ask yourself what that means for you and your team.

Then help individuals develop their own goals also linked to team, function and the organization's vision and strategic direction.

Prioritize those objectives that will have the greatest impact.

SMART

SMAT?

Specific: Clearly stated1

Measurable: Outputs defined2

Attainable: Achievable with stretch but still realistic3

Relevant: To the business needs and the goalsof the department4

Time-bound: Within a clear time-frame5examples

Development Objectives

Example Development Objective: Improve ability to handle multiple

priorities & activities

Broaden your skills and expertise

Improve presentation & communication skills

Better Example:

1Jan. – Feb.

Roles

Take project management workshop and create a revised work plan for the year based on the learning

Organize 2 day job-shadowing with experts in the following areas....

Work with an assigned mentor/coach for Q1 in department meeting presentations

You As A Manager

Achievement /Skills , Knowledge /

Competencies

Assessing People Performance

Identify the Gap

Action Plan

Select the Appropriate

Describe exactly what your

associate can’t do (TM)

Development Method(s)

Identify the Gap

In groups 15 minutes Discuss with your group some of the different real examples of your

direct reporters performance gap 2 Examples of each group Please describe them carefully and in behavioral terms

Types of development methods

FULL JOB CHANGE : Usually not recommend as a first option DEVELOPMENT IN ROLE: Includes projects, task force, temporary

assignment. FEEDBACK & COACHING: Coaching is a powerful way to learn for

both coach and coachee ROLE MODELING: Identify colleagues within the organization who

excel at the skill or behavior that the individual wishes to develop TRAINING & READING : These address specific needs of knowledge

transfer. Alone, it is the least effective.

Development Tools Impact

Training/ Workshops/ Reading/ Videos

Feedback/ Coaching

Development Impact

Less

10%

More

70-85%

Role Modeling Full Job ChangeDevelopment in Role

Relationship BasedEducation Based Experience Based

20%

Setting Quality Objectives With the Team (contd.)

Both parties agree on measures of success and a timetable for review.

The manager ensures that each objective is SMART.

Objectives are dynamic: recognize when the environment changes.

Include development objectives that support success in current role and/or for next role

Shared/cross-functional objectives should be aligned with others for expected outcomes and measure.

Barriers

1Jan. – Feb.

Barriers to Achieving Objectives

Managers excluding associates from the objectives setting process, (not having a shared understanding of what is expected)

Ability and skills required. Everyone scores the same.

Collection of info.

Make Collection Of Information Ongoing

Create an incident log for each associate; achievements, incidents, reports etc.

Include good and bad examples. Give regular feedback.

Feedback

Feedback

How Much Do You Appreciate?

Research shows that 88% of people in the work environment do not feel appreciated.

Power of Appreciation – Improves job satisfaction.– Increases employee productivity.– Enhances the image of the supervisor which leads to increased

perceived power.

Quest. p5

How well do I Give Feedback?

Page 5

What is fdbk?

Jack Welch - Tell your employees

"You have no right to be a leader if someone who works for you doesn't know where they stand."

Four times a year at GE, honest appraisal.

"People think they're too busy (for performance reviews)," he says. "That's your number one job.

He says he devoted more than 60% of his time to human resources.

What is Performance Feedback?

Information designed to tell people where they stand Praise good performance or correct poor performance. Always be tied to the performance standards It may take many forms, e.g. verbally, in writing or nonverbally

through body language and facial expressions.

Without it

ongoing

What If We Do Not Receive Feedback?

Giving feedback is the only way to ensure behavior will change OR change people’s behaviour in a positive way.

And it can help focus others on the most important issues.

Many people are motivated or inspired by well-delivered feedback, and will perform at a higher level because of it.

What do you want to achieve by providing feedback?

OPEN BLIND

HIDDEN UNKNOWN

Known to Self

Known toOthers

Not Knownto Others

Source: Luft and Ingham 1955

Not Known to Self

examples

The Johari Window

Give me an Example

An employee receives praise from a supervisor during an annual evaluation. “You are doing a great job”, he says, “Keep up the good work”

“I just don’t like the way you arranged that display. Change it”. A manager hands in a report to her area director and waits for a

month without receiving a reaction. The manager wonders, “What did I do wrong?”

“Try to put a little more “oomph” in your presentation. It was weak”.

weak

ongoing

What Works and What Doesn’t?

One of the problems frequently experienced in providing performance assessments is weak feedback.

Weak feedback either is ambiguous and NOT helpful in clarifying desired behavioral change, or carries implications of personal failure.

Feedback that is most helpful is: Specific Descriptive About issues Neutral and Clear Developmental

example

•“You are doing a great job”, he says, “Keep up the good work”•“Your presentation was weak”

Can You Be More Specific Please

• “You don’t give off a lot of energy in meetings”

• “In the meeting with Tina yesterday, I noticed that you were using passive body language, your voice was …..”

• “I notice that the audience were disengaged”

• “I suggest in the future that you …….. “

• “Do you have any other suggestions?”

SpecificDescriptiveTough on ISSUESNeutralClear (impact)Future OrientedSeeks solutions

principles

ongoing

Be generous with your appreciation

Key Principles for Providing Quality Feedback

• Ask if your feedback was helpful ask for reaction – Respond

• Suggest concrete next steps – 1 or 2

• Balance positive and negative feedback

• It is genuinely intended to help improve performance – be supportive, not threatening

• Make feedback frequent & informal and be prepared to receive feedback yourself – Ask for it if not provided

• AND

Exercise

Feedback Exercise

In 2 groups, can you make this constructive? 5 minutes: “Pat, this report is not clear”. “Tim, your team seems to be doing nicely”.

Emotional Response

ongoing

Emotional Response to Unexpected Feedback

ShockANGER

REJECTIONACCEPTANCE

Guide to prepare

A Guide to Conducting the Performance Appraisal

Introduction: Relax the appraisee Open with a positive statement, smile, be warm and friendly - the

appraisee may well be terrified; it's your responsibility to create a calm and non-threatening atmosphere.

Set the scene - simply explain what will happen - encourage a discussion and as much input as possible from the appraisee

Tell him/her it’s his meeting not yours. Confirm the timings, especially finishing time. Begin with some general discussion about how things have been going,

but avoid getting into specifics, which are covered next.

Contd.

3Nov - Dec

2Jun - Jul

Conducting the Performance Appraisal (contd.)

Review Objective and Competencies Review the objectives and achievements

and competencies one by one. Be specific, give examples, concentrate

on hard facts and figures, solid evidence. Being objective is one of the greatest

challenges for the appraiser. Resist judging the appraisee, facts and

figures provide a good neutral basis for the discussion, free of bias and personal views.

For each item agree a rating as relevant.

Contd.

3Nov - Dec

2Jun - Jul

Feedback

Be honest with your assessment.

Be generous with your appreciation.

Be focused with your constructive feedback.

Begin Now

Sheet

3Nov - Dec

ongoing

2Jun - Jul

Roles and Responsibilities

Associate Manager Human Resources

Manager’s Manager

Performance Management

Is an evaluative process and a Communication Tool.

Focus on Conversation Rather than Process Action Plan

ongoing

DATE TAKESCENES

10 1

PRODUCTION

SUBJECT

The End

Thank You

Questions?Questions?