Performance management

Performance management

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  Prepared By: Ruquia Batool LubnaMueen Arbi Sabuha Ghazi Sehreen Khalid
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  “ continuous processof identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization ”
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  Strategic: It linksthe organization’s goals with individual goals, thereby reinforcing behaviors consistent with the attainment of organizational goals. Administrative: It is a source of valid and useful information for making decisions about employees, including salary adjustments, promotions, employee retention or termination, recognition of superior performance, identification of poor performers, layoffs, and merit increases. Communication: It allows employees to be informed about how well they are doing, to receive information on specific areas that may need improvement, and to learn about the organization’s and the supervisor’s expectations and what aspects of work the supervisor believes are most important.
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  continued.. Developmental: It includesfeedback, which allows managers to coach employees and help them improve performance on an ongoing basis. Organizational maintenance: It yields information about skills, abilities, promotional potential, and assignment histories of current employees to be used in workforce planning as well as assessing future training needs, evaluating performance achievements at the organizational level, and evaluating the effectiveness of human resource interventions (for example, whether employees perform at higher levels after participating in a training program). Documentation: It yields data that can be used to assess the predictive accuracy of newly proposed selection instruments as well as important administrative decisions. This information can be especially useful in the case of litigation.
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  Performance planning To reviewwith employees their performance expectations, including both the behaviors employees are expected to exhibit and the results they are expected to achieve  Ongoing Feedback Performance should be discussed and feedback will be provided on an ongoing basis about day-to-day accomplishments and contributions.  Employee Input: The form of asking employees to provide self-ratings on performance standards, which are then compared with the manager’s ratings and discussed. 
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  Performance evaluation Performance evaluationor performance appraisal is the process of assessing an employee’s job performance and productivity. The assessment is conducted based on some pre-established criteria that align with the goals of the organization. methods: objective production, personnel, judgmental evaluation   Performance review: Assuming that feedback has been provided on an ongoing basis, the formal performance review session should simply be a recap of what has occurred throughout the rating period.
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  1 INCLUDING DEVELOPMENTALPLANS FOR THE FUTURE Feedback alone won’t get people to where they need to be. The performance management system should ensure that a development goal (preferably one) is identified for each individual, and a forward-looking action plan is documented for how to get there 2 PROVIDING TRAINING TO MANAGERS  The key skills which are required in managers to achieve the goals throughout the performance:  - Goal setting  - Giving feedback  - Listening & conflict resolution skills  - Coaching skills  - Career management skills  - Holding performance appraisals  All of these skills can be gained though training.
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  3. MEASURING THEQUALITY OF PERFORMANCE APPRAISALS ADDING COACHING AS A CORE COMPETENCY 360 FEEDBACK QUESTIONS EMPLOYEE SURVEYS 4. RESOLVING POOR PERFORMANCE  The best weapon in resolving poor performance is ensuring that managers provide regular and constructive feedback, and hold conversations about goals and careers.  5. GETTING BEYOND THE JUDGMENT OF MANAGERS  The “judgement” of the manager in evaluating performance is very often the reason for stress and negativity surrounding the performance management process. One should keep in mind that the manager only has one view of an employee Others may experience something different.  6. MAKING IT CONSISTENT ACROSS THE ORGANIZATION  Consistency matters. Any senior leader that does not endorse the performance management system will tend to result in an entire department that does not endorse it.
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     7. ENSURING THATFEEDBACK HAPPENS REGULARLY The once a year review, while good for evaluation, is unlikely to improve performance in any meaningful way. Institutionalize quarterly or midyear reviews. Hold managers accountable for coaching regularly 8. USING 360 REVIEWS TO SUPPORT THE PERFORMANCE EVALUATION PROCESS 360-feedback is not a replacement for the essential manager – employee conversations. However it does add a powerful element of objectivity to the process that makes employees better understand their strengths and blind spots. 9. INCLUDING ONGOING GOAL REVIEW AND FEEDBAC Too many performance management systems make the incorrect assumption that relevant goals can be set once a year and measured 12 months later. The reality is that the business environment is fluid. The performance management process should ensure that goals are continuously reviewed and updated.