Elements of employee performance management

There are a number of elements of performance management that organizations

should focus on when establishing an employee performance management policy
and process. These elements include:
Alignment of employee performance objectives to organizational goals

While job descriptions establish the activities that need to get done in order
to deliver the services of the organization, performance objectives define the
qualitative and quantitative standards for each of the key activities.
Employees at all levels in the organization should be able to clearly
understand how their job activities and the level of their performance directly
contribute to the success of the organization

Supervisor - employee collaboration

Employee performance management provides an opportunity to build trust

and foster constructive and productive working relationships, particularly
between employees and their supervisors. A performance management
process that encourages collaboration in setting performance objectives and
evaluation results is more effective in motivating employees than a top-down
process.

Cycles of performance management

Most organizations establish an annual performance management cycle,

however, it may be more appropriate for the organization as a whole, or
specific functions within the organization to have shorter (perhaps project
based) performance management cycles. Regardless of the length of the
performance management cycle, it should encompass the following steps:

Performance planning - Typically a collaborative process between supervisors

and employees, reviewing the job activities and establishing performance standards
and expected results; the performance plan should be documented, including any
training or development plans required by the employee to meet job performance
objectives.
Performance feedback - Informal feedback should be on-going; there should be
periodic formal feedback prior to the final performance appraisal (particularly in
long performance cycles, such as annual).
Performance management - In addition to providing feedback, supervisors
should be providing coaching and other resources to assist employees who are not
achieving performance standards. Employees who are unable to meet performance
standards over the long term (after training and coaching) may be placed on
probation, offered a more appropriate role for their competencies, or
terminated(refer to Discipline and Termination). Any change of position must be
fairly negotiated with the employee to avoid any claim of constructive dismissal.

Performance appraisal - A formal performance appraisal should be conducted at

the end of the performance management cycle. The performance appraisal should
be conducted in a one-on-one meeting with opportunity for discussion regarding
performance achievement. The performance appraisal should be documented and
kept in the employee file.
Performance appraisal ratings and forms

Organizations usually establish appraisal ratings to indicate the level of

performance achieved by employees. The current trend is to simplify rating
scales and move away from numeric scales to words descriptive of
performance.

The value of a rating system is that it provides a clear indicator to the

employee of the level of his or her performance achievement. However, overfocus on the performance rating minimizes the value of the on-going
performance development of the employee.

The conversation on all aspects of the performances should be emphasized

over and above communicating a rating, and should focus primarily on future
performance versus employee mistakes and past performance.

An appraisal form contributes to consistency in performance feedback and

management in the organization, and ensures performance management
activities are properly documented. Forms should be kept as simple and clear
as possible - the more complex the form the more opportunity for
misunderstanding and miscommunication.

ACTIVITY 1.
1) Definition of professional and what it means to be an HR professional
Professional it is define as
Acoording to CIPD being professional it means to respect the CIPD code of conduct, to have
the characteristics of an effective HR professional.
Armstrong define professionalism in HR as the conduct exhibited by people who are
providing advice and services that require expertise and which meet defined or generally
accepted standards of behavior. (Armstrong, 2012)
Fletcher in 2004 suggest that professionalism is about working in accordance with a
professional ethos, and it has some characteristic: autonomy, specialized knowledge and
skills, code of ethics, independence and judgement.
The CIPD human resources professional map was developed by CIPD in 2009 as a dynamic
and a self-assessment tool witch define and describe the required skills, behaviors that a HR
need to have to obtain performance, and identify what a HR professional know and do at

every single stage of their career. It is a great tool for starting, maintaining and updating the
continuous professional development and help HR professionals to become equipped with all
the skills needed for current of future growth.
The map architecture contains three key elements:

Professional areas describe what HR need to do and know for each area

Behaviours how to carry out activities, divided into four bands of competence from
beginner to leadership and they are described across four band of professional
competence.

Bands and transitions how to develop from one role to another, split into four bands
of competence which illustrate the hierarchy of the profession.

The band summaries are:

Band 1: Support administration and processes, is customer orientated.

Band2: Advises and manages HR issues

Band 3: Lead and consult, addressing key HR change at organisation level.

Band 4: Lead and Manage professional areas, developing and delivering HR strategy.
The HRPM is made up of 10 professional areas, 2 of these are the core of the map.

Working in Human resources field it means working in a competitive and demanding

environment. My role as a human resources manager is supporting the general manager as
an active member of the dynamic senior management team. I was establishing in 2007 the
human resources department as standalone. My current activities are to support the line
manager by giving them advice and guiding them on the best practice around HR issues as
the recruitment and selection, performance appraisal, workplace planning, employment low,
development and succession planning, training programs.
As I am currently in band 3 of professional competence, my activities are mainly focused on
planning and developing the methodologies for the principals process of human resources
field and also tracking and measuring progress of improvement . Below it is an overview of
my behaviors to featured within to CIPD map.
I am always show interest and curiosity about new ideas in areas that need to be improved
and I seek out innovative ways to add value to the organisation. I have the courage to
transform / to assume the ideas into action or to create inside the group the premises for

change, even if transition is difficult by showing persistence and resourcefulness and I try to
find new ways to deliver the best results. I am a role model in relationship with internal or
external client I act with integrity and impartiality, and I try to promote a role model for all
the other partner or colleagues even in most difficult circumstances. I try to collaborate with
all stakeholders and I always try to understand their point of view, diversity of their views
and concerns. I try to deliver the best results and for that I continuously build and
consolidate strong relationship to gain support, confidence and respect for futures
challenges.
I want to be specialized in human resources design, to develop and maintain a high level of
human resources where all the employees have the support and environment to perform at
high level. I try to develop myself as HR person more in business approach, because I
always try to understand the employees and sometimes it is very difficult to act because I
empathize very much with the employees.

Task 2.What a group dynamics is?

Kurt Lewin pioneered action research of groups and how to work with them and he has
coined (1951: 146) the term of group dynamics and defines the term as a group that is
based on interdependence in the goals of group members, the way that the groups and
individuals act and react to changing circumstances. From Allport (1924), point of view a
group is working in the presence of others tends to raise performance.
Bruce Tuckman (1956) proposes the four stage model for group dynamics, and define an
ideal group in the process of decision has 4 stage of development: forming, storming,
norming, performing. Later he added a fifth stage adjourning (Tuckman and Jensen 1977).
2.1 Conflict resolution
Defined by the oxford dictionary conflict is a term, which is to be in a state of opposition or a
clashing of opposed interests. The notes in the conflict resolution workbook it states conflict
is a difference in opinion between two or more persons or groups that causes each to
influence a situation affecting all parties concerned.
Conflict is inevitable in any work environment due to inherent differences in goals, needs,
desires, responsibilities, perceptions, and ideas. According to Danna & Griffin (1999),
persistent conflict at work is detrimental to the work climate and negatively affects
individuals physical and psychological wellbeing, resulting in increased turnover and
absenteeism, reduced co-ordination and collaboration, and lower efficiency. However, the
most common triggers of situations of conflict are: communication problems, organizational

structure, role disputes, lack of resources, misunderstandings, and lack of professional

commitment among others (Santiago et al. 2009).
Conflict resolution is the process by which two or more parties engaged in a disagreement,
dispute, or debate reach an agreement resolving it. According to Bolman and Deal (1997),
conflict happens because of a variety of factors. Individual differences in goals, expectations,
values, and suggestions about how to best manage a situation are unavoidable. (Walker,
1986). Van Slyke (1999) claimed that conflict and its resolution are complicated issues
because there are many factors, influencing it, and these may include the nature and
magnitude of the conflict.
Peter T. Coleman, see the power as the principal reason that generate the conflicts and he
seeks to identify which aspects of persons and of situations are most relevant to power.
How to resolve the conflict?
Conflict resolution leads to the reduction of the conflict. There are 3 ways to resolve a
conflict: negotiation, mediation and arbitrage. There are five types of conflict: namely
relationship, data, interest, structural and value.
A workplace scenario conflict.
The conflict process is comprised of five steps that alleviate friction, disagreement, problems
or fighting.
The five steps are potential opposition and incompatibility, cognition and personalization,
intentions, behavior and. (Lombardo 2003-2004).
First step: involves communications, structure and personal perception. Since all that three
of these areas of incompatibly match Carmen actions and behaviors, make it obvious that
there are issues with Carmen; carmen is the type of employee that is a very competitive and
anger to well perform, but she is very proud and sometimes she is not a good listener and
usually interpret the message and she think that is good to communicate with others
employees personal problems in order to create a professional relationship.
The second step is the identification of the conflict. Step two is about on cognition and
personalization. The department has low performance and the teams managers are starting
to make overtime to accomplish their rapport. Also the team has a very low connection and
has lost her group cohesion, and s a lot of tension and stess .
Step 3 is about recognizing that is a conflict and witch types of action can be taken.
Step 4 is about behavior and on this step conflict can become violent.

Step 5 is about the outcome of conflict. Brainstorm possible solutions that all parties
concerned could work with and air their views factually and objectively, high lighting the
core of the problem, and to suggest unbiased, objective targets which both parties
concerned would feel comfortable with or could adhere to.
This conflict could be classified as interpersonal and functional. According the Bruce
Tuckman (1956) the four stage model for group dynamics, this group is in the stag of
storming.
I have focus on both partys situation and interest to seek out mutual agreement and to
encourage the parties of conflict to meet their deadlines. The first approach was to schedule
a meeting in a neutral environment and relaxed atmosphere with the entire team managers
to gather informations about what are the facts that causes the conflict. I have found out
that they not collaborate and they not send the important message related to they work.
They constantly attract Carmen in conflict, and they transform her in the source of all theirs
problems or bad performance. Then I have scheduled a meeting with Carmen, to find out
why she thinks about this situation. She told me that she feels an enormous presser on her,
that also the colleges are very poor on giving her the information that she doesnt know.
She revealed that she has some problems with some reports but the rest of the teams dont
help her. After a couple of time she decides to perform as she knows to avoid the critique of
the teams. Also she said that his behavior is affecting her also, but it is a way to react.
The third step was to mediate the conflict between Carmen and the rest of the team, the
goal was to integrate her in this group and also to help them to perform as a team. I have
involved the entire team in a brainstorming session in order to define some solution to their
problems.
Solution:

Implement a process of team performance

Carmen was integrated in a training session on post where each of 6 members of

team leader had a task to be mentor for her by rotation.

A meeting session with each of them in order to help them to find solution for them

problems and to reinforce de process.

Implement a daily work rapport that must be send after each shift where each team
leader must complete.

After a couple of weeks, they had better results, Carmen stars to better understand and
perform the task, and he was able to control her emotions.
ACTIVITY 3

3.0 Project and general aspects of project

The implementation of a new performance management system for drive test department is
an important part of the HR design project. The performance management system is a tool
which will aid in the management of this projects human resource activities throughout the
project until closure. The human resources management plan includes:

Roles and Responsibilities of Team Members Throughout the Project

Project Organization Charts

Staffing Management Plan to Include:

o

How resources will be acquired

Timeline for resources/skill sets

Training required to develop skills

How performance reviews will be conducted

The purpose plan is to achieve project success by ensuring the appropriate human resources
are acquired with the necessary skills, resources are trained if any gaps in skills are
identified, team building strategies are clearly defining, and team activities are effectively
managed.
To identify areas requiring improvement in performance To identify training requirements
that may assist the employee's professional development To establish the employees
eligibility for a merit pay increase To establish goals and a work plan for the coming year

3.1 Objectives - SMART

1. By September 2017, implement review the job descriptions and performance
objectives that define the qualitative and quantitative standards for each of the key
activities system for drive test department, using clearly defined process and
guidelines so employees can more completely evaluate performance and develop
their careers.
2. Starting with 1 January 2015, each employee will receive rewards that recognize
individual and team contributions in order to improve the retention and motivation of
staff in the workplace
3. Appraisal Staff performance is taken into consideration when decisions are made
about retention of staff, starting with 1 January 2015.

SMART objective 1a: By September 2017, implement review the job

descriptions and performance objectives that define the qualitative and
quantitative standards for each of the key activities system for drive test
department, using clearly defined process and guidelines so employees can
more completely evaluate performance and develop their careers.
Key Component
Specific - What is the
specific task?

Objective
Implement the review of the job description and performance
objectives that define the qualitative and quantitative
standards for each of the key activities system for drive test
department using clearly defined process and guidelines so
employees can more completely evaluate performance and
develop their careers.

Measurable - What
are the standards or
parameters?
Achievable - Is the
task feasible?
Realistic - Are
sufficient resources
available?

the system is operational by 1 September 2017

Time-Bound - What
are the start and end
dates?

September 2017 provides a time-bound deadline

Yes, when connected to the training initiatives and a skill set

exist to understand the nature of the goal .
the result of this goal is a process that allows employees and
managers to more competently evaluate performance and
develop their careers, not the individual activities and
actions that occur in order to make the goal a reality.

SMART objective 2a: Starting with 1 January 2015, each employee of test
drive department will receive rewards in direct correlation with appraisal
performance, that recognize individual and team contributions in order to
improve the retention and motivation of staff in the workplace
Key Component
Specific - What is the
specific task?
Measurable - What
are the standards or
parameters?
Achievable - Is the
task feasible?
Realistic - Are
sufficient resources
available?
Time-Bound - What
are the start and end
dates?

Objective
each employee of test drive department will receive rewards
that recognize individual and team contributions in order to
improve the retention and motivation of staff in the
workplace
The system of reward is operational with 1 January 2015
Yes, when connected to directly with the appraisal form of
performance
Yes
Starting with 2015

SMART

objective

3a:

Appraisal

Staff

performance

is

taken

into

consideration when decisions are made about retention of staff, starting

with 1 January 2015, in order to improve the retention and motivation of
staff in the workplace

Key Component

Objective

Specific - What is the

Appraisal

specific task?

consideration

Staff

performance

when

decisions

is
are

taken
made

into
about

retention of staff in order to improve the retention and

motivation of staff in the workplace
Measurable

What

are the standards or

parameters?

The system of reward is operational with 1 January 2015

Quantity - Must complete deadlines 80%-85% of the

time.

Achievable - Is the
task feasible?

3
4
5

Realistic
sufficient

Are

Does the employee have knowledge,

experience, and skills for the task? YES
Does the employee understand and know
the planning and steps it takes to get the
task done? YES
Can the employee manage the scope of
the task? YES
Does the employee have the necessary
resources for the task? YES
Is the task realistic enough to attain
success within the agreed upon time
frame? YES

Yes

resources

available?
Time-Bound

What

are the start and end

dates?

Starting with 2015

There

should

clear

be

timeframe,

deadline,

or

other

time-based
expectations

when

the action, activity or

behavior

will

take

place.

The roles and responsibilities for the performance management plan are essential to project
success. All team members must clearly understand their roles and responsibilities in order
to successfully perform their portion of the project. For the Software Upgrade Project the
following project team roles and responsibilities have been established:
Hr manager (hrm), (1 position): responsible for the overall success of the performance
project plan. The HRM is responsible for approving that work activities meet established
acceptability criteria and fall within acceptable variances. The hrm will be responsible for
reporting project status in accordance with the communications management plan. The hrm
will evaluate the performance of all project team members and communicate their
performance to functional managers.
Design Engineer (DE), (2 positions): responsible for gathering coding requirements for
the Software Upgrade Project. The DEs are responsible for all upgrade design, coding, and
testing of the upgraded software. The DEs will assist the implementation lead in the
distribution and monitoring of the software upgrades throughout the network infrastructure.
The DEs will be responsible for timely status reporting to the PM as required by the
communications management plan. The DEs may not authorize any project expenditures nor
allocate any resources without PM approval. DEs performance will be managed by the PM
and communicated to the Design Technology Group Manager (DEs Functional Manager). DEs
must be proficient in programming html, C++, and Java programming languages.
Implementation Manager (IM,) (1 position): The IM is responsible for the distribution,
implementation, and monitoring of the new software upgrade. The IM is responsible for
working with the DEs to ensure all coding on new software conforms with organizational
security regulations. The IM is responsible for coordination outage windows with each
department to facilitate the rollout of the software upgrades with minimal/no disturbance to
operations. The IM will report status to the PM in accordance with the projects
communications management plan. The IMs performance will be evaluated by the PM and

communicated to the IMs functional manager (Network Manager). The IM must be proficient
in managing network architecture.
Training Lead (TL), (1 position): The TL is responsible for training all network users on
the features provided by the upgrades to the existing software. The TL will coordinate
training times/locations with each departments training advocate. The TL will provide
training status to the PM in accordance with the project communications management plan.
Functional Managers (FM), (2 positions): While not part of the project team, functional
managers are responsible for providing resources for the project in accordance with the
project staffing plan. Functional managers are responsible for working with the PM to
determine skill sets required and approving resource assignments. Functional managers are
also responsible for conducting performance appraisals of assigned resources based, in part,
on the PMs feedback regarding project performance.
Project Organizational Charts
In this section the Human Resource Plan provides a graphic display of the project tasks and
team members. The purpose of this is to illustrate the responsibilities of team members as
they relate to the project tasks. Tools such as responsible, accountable, consult, inform
(RACI) or responsibility assignment matrix (RAM) may be used to aid in communicating roles
and responsibilities for the project team. Additionally, organizational or resource breakdown
structures may be used to show how responsibilities are assigned by department or by type
of resource respectively. It should be noted that the level of detail may vary depending on
project complexity.
The following RACI chart shows the relationship between project tasks and team members.
Any proposed changes to project responsibilities must be reviewed and approved by the
project manager. Changes will be proposed in accordance with the projects change control
process. As changes are made all project documents will be updated and redistributed
accordingly.
Project Design
Implementatio Trainin Functional Department
Manager Engineer n Manager
g Leads Managers Managers
s
Requirements
Gathering

Coding Design

Coding Input

Software
Testing

Network
Preparation

Implementatio
n

Conduct
Training

Key:
R Responsible for completing the work
A Accountable for ensuring task completion/sign off
C Consulted before any decisions are made
I Informed of when an action/decision has been made
Staffing Management
This part of the Human Resource Plan contains information on several areas including: when
and how human resource requirements will be acquired, the timeline for when resources are
needed and may be released, training for any resources with identified gaps in skills
required, how performance reviews will be performed, and the rewards and recognition
system to be used. It is important to note that depending on the scope of the project there
may be other items included in staffing management (government and/or regulatory
compliance, organizational health and safety, etc).
Staff Acquisition:
For the Software Upgrade Project the project staff will consist entirely of internal resources.
There will be no outsourcing/contracting performed within the scope of this project. The
Project Manager will negotiate with functional and department managers in order to identify
and assign resources in accordance with the project organizational structure. All resources
must be approved by the appropriate functional/department manager before the resource
may begin any project work. The project team will not be co-located for this project and all
resources will remain in their current workspace.
Resource Calendars:
The Software Upgrade Project will last for five weeks. All resources are required before the
project can begin. The resource histogram below illustrates that design engineers are
required to perform 40 hours per week per engineer for the first three weeks of the project.
Their requirements are then scaled back to 5 hours per engineer in the fourth week. After
the fourth week the design engineers will be released from the project. The implementation
manager will also be released from the project after week 4. The training lead will be
required to perform 15 hours of work in the first week and a full 40 hours of training during
week 5.

Training:
There is currently no training scheduled with regards to the Software Upgrade Project since
the organization has adequate staff with required skill sets. However, if training
requirements are identified, funding will be provided from the project reserve.

Performance Reviews:
The project manager will review each team members assigned work activities at the onset
of the project and communicate all expectations of work to be performed. The project
manager will then evaluate each team member throughout the project to evaluate their
performance and how effectively they are completing their assigned work. Prior to releasing
project resources, the project manager will meet with the appropriate functional manager
and provide feedback on employee project performance. The functional managers will then
perform a formal performance review on each team member.
Recognition and Rewards:
Although the scope of this project does not allow for ample time to provide cross-training or
potential for monetary rewards there are several planned recognition and reward items for
project team members.

Upon successful completion of the Software Upgrade Project, a party will be held to
celebrate the success of each team member with the team members families present.

Upon successful completion of the project, any team member who satisfactorily
completed all assigned work packages on time will receive a certificate of thanks from
the CEO.

Team members who successfully complete all of their assigned tasks will have their
photo taken for inclusion in the company newsletter.

The company will provide free family movie tickets for the top two performers on
each project.
Blog
Copyright 2017
by Mark Piscopo

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