Understand the process of performance management and how it helps employees in their professional development.

Outcome

Objectives

Plan and analyse work activities using appropriate objective setting techniques and processes. Review development needs and evaluate the effectiveness of activities. Use suitable methods with clearly defined and relevant criteria and objective, to assess the performance of colleagues. Identify factors affecting the quality of performance and use these to provide clear and constructive feedback on performance to colleagues. Incorporate results of assessment into personal development plans and other organisational procedures for dealing with performance issues.

Controlled performance
Planning objectives & targets

Establishing standards of performance

Compare deviations

Monitoring actual performance

Take corrective action

Performance Management: is a means of getting better results by managing performance within an agreed framework of goals, standards and competence requirements. It is a process to establish a shared understanding about what is to be achieved, and an approach to managing and developing people
Line management- business devise it and not the HR managers Specific- According to the customised requirements of the organisation and its people Future-based- future oriented to work for what the organisation future needs are and how the individuals should satisfy them

Business plan: identify the competence required to carry it out

Draw up a performance agreement, expectations, performance standards, performance indicators and the skills and competence people need Draw up a performance and development plantraining needs Manage performance constantly, appraise and reinforce Performance review, compare performance results at the end of the period with the planned

Goals and objectives of individuals influence:

What they perceive What they learn What they do How they are motivated

People need to know what their objectives are and that enables them to do the following
Plan and direct their effort Monitor their performance Reward of achievement Tasks have meaning and purpose Motivation of a challenge Avoid the de-motivation

Benchmarking is a continuous, systematic, process for evaluating the products, services, and work processes of organisations that are recognised as representing best practices for the purpose of organisational improvement Internal benchmarking Competitive benchmarking Process or activity benchmarks

Feedback is communication, which offers information to an individual or group about how their performance, results or behaviours are perceived or assessed by others Types of feedback
Motivational feedback Developmental feedback Constructive feedback

Positive feedback acts as a reinforcer or reward so helps in motivation and commitment Negative feedback delivered constructively provides information for learning Feedback on performance enriches work adding to employee satisfaction Feedback on progress helps employees manage their performance Ongoing contributes to an effective management style

Assertiveness Respect for others Requires skills Choose the right time Start with positives Focus on the behaviour Be accurate Dont tackle everything at once Close with encouragement

Performance appraisal
Is the process whereby an individuals performance is reviewed against previously agreed goals, and where new goals are agreed which will develop the individual and improve performance over the forthcoming review period

Purpose of appraisal
Reward review Performance review Potential review

Uses of appraisal
Identify current performance to determine training needs Identify areas of improvement to meet acceptable standards of performance Identify high performers for promotions Measuring performance to provide basis for reward above the basic salaries Measuring performance of new recruits to evaluate selection procedures Improve task related communication between levels The process of defining performance helps establish expected standards, which must be reached to achieve planned objectives

Why have a system

To help managers get a coherent, complete and objective picture of their subordinates performance For them to give due time and attention to their subordinates shortcomings as to improve performance Performance reviews should be justified in writing and face to face with the subordinate For all managers to use same set of criteria for assessing performance and appraisals can be compared objectively Managers could regularly provide feedback even if it is a difficult situation for them to handle

The process of appraisal

Identify criteria for assessment Prepare appraisal report An appraisal interview- for an exchange of results of assessment, targets for improvement and solutions to problems etc Prepare and implement action plans- to achieve improvement and changes agreed Monitoring the progress of action plan
Choosing assessment criteria
Job analysis Job description Departmental or team plans, performance, standards and targets

What should be monitored and assessed

Monitoring and reporting

Overall assessment Guided assessment Grading Result oriented schemes

Correcting under performance

Identify areas of under-performance Give the individual opportunity to explain reasons for underperformance Ensure the individual is aware of acceptable level/standard of performance Set time period for improvement

Who does the appraising

Current or previous boss (temporary supervisors) Peers & co-workers Subordinates External customer Self appraisal

360 degree feedback

Highlights every aspect of individuals performance, and allows comparisons with individuals self-assessment with the views of others Feedback tends to be balanced- strengths and weaknesses so less discouraging Assessment is based on real work, so feedback is felt to be more fairer and relevant, making it easier for individuals to accept need for change and development

Upward appraisal

Subordinates know their (one) superiors better than the superiors know their (many) subordinates Instead of the possible bias of an individuals manager rating, the various ratings of several employees may reflect a rounded view Subordinates rating have more impact, feedback about managers coming from people who are being managed Upward appraisal encourages employees to raise any issues they may have

The appraisal interview

Tell and sell method Tell and listen method Problem solving approach

Follow up

Inform employee the results of appraisal Carry out agreed actions on training or promotion Monitor employees progress and check if s(he) is following improvement plan Provide guidance and support to the employee for improvement and development

Assessing potential

Strengths and weaknesses in employees existing skills and qualities Possibilities and strategies for improvement and development Employees goals and aspirations to career progression Opportunities available in the organisation

Interpersonal behaviour Coaching Mentoring Counselling

Discipline

Types of disciplinary situations Disciplinary action

Negative & Positive disciplines

Poor timekeeping, excessive absenteeism, defective/ inadequate work performance, breaking rules and etc
Informal talk, verbal warning, written warning, disciplinary layoff/ suspension, demotion, discharge Immediacy, advance warning, consistency, impersonality & privacy

Relationship management in disciplinary situations

Disciplinary interviews

Gather the facts, determine the organisations position, identify aims of the interview and ensure organisations disciplinary procedures have been followed

Grievance procedures
Grades of the employee Rights of the employee Procedures for pursuing a grievance

Grievance interviews
Exploration Consideration reply

Termination of employment Dismissal Provisions of unfair dismissal Prevent discrimination and value diversity