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Managing performance requires us to reconcile caring for and developing our people with ensuring that departmental and organisational aims are achieved. Managing performance requires us to strike a balance between compassion and accountability.
Good modern managers strive to balance these two areas according to the situations in which performance needs managing. This involves judging each different situation on merit and deciding a course of action and management style that is right for the situation.
It’s important to recognise a fundamental fact: that everyone is capable of exceptional effort, productivity, output, and performance. There is actually no such thing as a person who is in themselves a ‘poor performer’. Where people fail to perform in any respect it is generally because of poor management or a flawed organisation.
The following goals of the Performance Management Process will be dealt with in-depth during this workshop:
- Focus the entire organization on business goals, create alignment to these goals at all levels of the organization, and provide a direct linkage for every personal’s individual work to those goals.
- Serve as a tool for translating the organization’s vision, values, and guiding principles into defined principle-driven behaviour at all levels.
- Enhance performance results by providing clarity regarding purpose, responsibilities, goals and measures and the requisite freedom of action (empowerment) to achieve these goals.
- Build ongoing feedback, coaching and counseling as an integral part of the relationship between leader and employee.
- Provide a basis for measuring performance and improving the performance review process.
- Serve as a basis for improving each employee’s performance and contribution to the organization for current and future business requirements and individual employee professional and career growth.
- Establish a communications linkage with the organization’s compensation system so that rewards and recognition can be tied to performance.
Principles of Performance Management:
- Reinforcement and creation of the mutual success of both the employee and the company
- Driving compensation decisions
- Employees should know what is expected of them at all times
- Expectations must be based on an employee’s real work – their purpose in the organization
- he key outcome of the performance management process must be improved performance (effectiveness) and professional growth for each employee every year in his/her current work assignment.
- Performance criteria are not the same for each person in the same job title or role
- The process is two-way between the employee and his/her leader
- Performance management is a yearly cycle that typically ends with a formal evaluation
- The organization’s recognition and reward systems must be loosely tied or linked to the performance management process
- The process must be simplified to ensure effectiveness
The Performance Curve
The performance curve may be one of the most useful diagrams a leader can use with an employee to come to a common understanding of that employee’s current level of performance, and the need for continued development in a position.
Developing a Performance Management model specific to your organisation
- defining the task or opportunity
- deciding the methods, or for larger projects, creating the project plan
- deciding the responsibilities and who owns them
- deciding the aims and measures and timescales
- creating and owning the processes
- deciding on the tools and systems
- deciding the inter-departmental interfaces and communications requirements
- implementing (and managing) the activities
- reporting and checking and completing
- following up, evaluating and getting feedback
- identifying future improvements for next time
- and looking for further related opportunities if at all possible and appropriate
The Performance Review
Individual Performance Review
- Weight and score KPAs
- Conduct the Performance Review Meeting
- Identify development areas for Personal Development Plans
Organisational Goals and Teams
- Improve Performance with plan-do-review meetings
- Recognise and reward good performance
- Trigger action to improve performance
Critical Success Factors
- Identify CSFs and avoid common pitfalls
- Balanced Scorecard
- Managing Change
- Dispute resolution and the law
Who Should Attend:
- HR Managers
- HR Practitioners
- Line Managers
- SMME Owners and Directors