Copyright © 2014
Derek Hendrikz Consulting
www.derekhendrikz.com
Performance management: planning, improvement and review
Plan Do Check
PERFORMANCEPLANNING
Performancepriorities
PERFORMANCE IMPROVEMENT
Continuousimprovement
Re-engineering
PERFORMANCEREVIEW
Performancemeasurement
Stablepart
Temporarypart
Performanceevaluation
EXTERNAL REQUIREMENTSVisionStrategies
Stakeholders- Customers- Authorities- etc.
PERFORMANCEREFERENCE
Comparative benchmarkingExternal audit
Customer surveyCompetitor analysis
SELF-AUDIT
Key processreview
Act Performance gap
Performance Management:
The design, development, implementation,
management and monitoring of systems and
processes that are aimed at maximising human
performance in the workplace.
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IMPORTANCE OF PM
• Employees know and understand what is expected
from them
• Have skills and ability to deliver on expectations
• Individuals take responsibility for their own
development
• Management takes responsibility for improvement of
business processes through development of people07/18/07 4
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PLACE OF PM IN HR
07/18/07
Recruitment & Placement
Induction:
Expectations Culture
Performance Management
Identify gapsTrain & Develop
Reward/Punish
Service Termination
Change placement
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Role of the individual to ensure organizational performance
• An organisation is a lifeless entity
• It requires people (individuals and teams)
• People are required to perform certain inter-related/
dependent functions, just like a system
• Organisation effectiveness is a team effort
07/18/07www.derekhendrikz.com
SYSTEMS APPROACH
• System consists of different parts
• Each is dependent on the other
• The whole is more than the sum of
its parts
• All the parts must have shared
understanding of what is to be
achieved07/18/07
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PERFORMANCE MANAGEMENT PROCESS
• Strategic:
about long term goals and plans
• Improvement:
aimed at improving performance of individuals and
teams
• Development:
continuous development of individuals and teams
so they can remain up to standard www.derekhendrikz.com
PERSONNEL DEVELOPMENT
TRAINING AND
DEVELOPMENT
ON THE JOB:IN SERVICE FORMAL: OWN STUDYCOURSES
WORSHOPSCoachingMentoring
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STARTING the PM Process
1. Develop a job description
1. Describes what an employee will do
2. Describes required knowledge, skills and attitude
3. Specifies relevant equipment/ tools to support the
employee
2. Each job is divided into a number of functions and
tasks
3. Performance management tool is then developedwww.derekhendrikz.com
PERFORMANCE MANAGEMENT TOOL
• Key Performance Area (KPA): functions that
include tasks which an employee is required to perform
• Outputs: products and services that must be
produced
• Key Performance Indicators: shows that tasks
have been executed and meet specific standards: time,
quality, quantity and use of resources
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MANAGEMENT OF PM
• Monitor behavior and objectives
• Reinforce desired behaviors and objective attainment
• Redirect inappropriate behaviors
• Provide control
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APPRAISAL: REVIEW AND ASSESSMENT
• Formal meeting of employee and supervisor
• Both employee and supervisor rate achievement
• Identify areas that require development
• Develop a plan (PDP)
• Determine how it will be achieved
• Record agreements and commitments
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Why does Performance Management often not work?
• Failure to implement.
• Ineffective communication.
• No monitoring systems in place.
• Ineffective corporate policy governing performance
management issues.
• Ineffective criteria, and measurement tools.
• Not tied to reward or punishment.
• Not directly linked to organisational strategy.www.derekhendrikz.com
Corner Stones of Performance Management
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Planning:
• Establish performance targets.
• Identify job behaviours.
• Identify basis for measuring performance.
• Provide direction, initial energising of behaviour.
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Managing:
• Monitor behaviour & objectives.
• Reinforce desired behaviours and objective
attainment.
• Redirect inappropriate behaviours.
• Provide control.
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Appraising:
• Formal meeting of employee and manager.
• Written record.
• Focus on future and employees development.
• Provide for re-planning and new objective
establishment.
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Direct:
• Key result areas.
• Performance indicators.
• Required behaviours.
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Reward:
• Evaluate.
• Reinforce.
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