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- 1. Module One: Getting Started PerformanceManagement is not a company’s way of employing “micro- managing” techniques that stunt the professional growth of its employees. Whether at the organizational, departmental or employee level, the goal of performance management is to make sure all business goals are being met in a satisfactorily manner. It is much more difficult to measure non- performance than performance. Harold S. Geneen
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- 3. Module Two: TheBasics (I) According to the U.S. Office of Personnel Management, performance management consists of five components: “Planning work and setting expectations, continually monitoring performance, developing the capacity to perform, periodically rating performance in a summary fashion, and rewarding.” Management is doing things right; leadership is doing the right things. Peter F. Drucker
- 4. What is Performance Management? Effective management Ensureproper behaviors With proper training
- 5. How Does Performance ManagementWork? Identify the job’s purpose Rank job priority Characterize the standard of performance Discuss employee performance and provide feedback
- 6. Tools Model of standards AnnualEmployee Appraisal Document Coaching
- 7. Case Study Sinclair KnightMerz was looking for ways to increase its workforce capabilities SKM knew that it must keep a finger on the pulse of its culture at all times SKM asked Accenture to implement the Accenture Human Capital Development Framework The framework provided SKM an effective method of determining where they should focus resources
- 8. Module Three: TheBasics (II) A Performance Management system is only as good as its evaluation process. It is not enough to implement an effective program that covers all the basics, but you must be able to measure its success via assessments and performance reviews. This will in turn allow you to see where modifications need to take place. The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low and achieving our mark. Michelangelo
- 9. Three Phase Process PhaseOne: Unfreezing Phase Two: Change Phase Three: Freezing
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- 11. Performance Reviews Prepare andPrioritize Clarity and Expectations Explain performance and provide feedback Goal setting and Follow-up
- 12. Case Study XYZ PaperCompany commenced operation with 10 employees At its first year mark, CEO, Jane Davis decided it was necessary to evaluate the performance Jane employed an incentive program in which employees received a percentage of every sale made The company was on track to increase in sales by 10%
- 13. Module Four: GoalSetting Every successful business plan requires goals and objectives. Goals show the strengths and weaknesses of plans and procedures. Implementing regularly evaluated goals allows leaders to understand where performance is and what needs to be improved. When managing performance, make sure that you implement SMART goals. If you don’t know where you are going, how can you expect to get there? Basil S. Walsh
- 14. SMART Goal Setting S•Specific M •Measurable A •Attainable R •Realistic T •Timely
- 15. Specific Goals General goal •Improve performance. Specific goal •Meetwith your mentor once a week.
- 16. Measurable Goals •Increase sales. General goal •Increasesales 7 percent over last year’s. Measurable goal
- 17. Attainable Goals Unattainable goal Reduce turnover by 90percent. Attainable goal Reduce turnover by 10 percent.
- 18. Realistic Goals With newtraining, they will create 225 a week. Realistic Goal The production department currently makes 200 cars a week.
- 19. Timely Goals General goal: Increasesales. Timely goal: Increase sales within six months.
- 20. Monitoring Results Were thegoals and objectives achieved? Were they achieved in the established time frame? What is the feedback from employees and leadership? What are the financial gains or losses?
- 21. Case Study A startupIT company needed to increase profits and productivity The management team created a set of goals to motivate employees One goal was to double sales within a month Rather than achieving the goal, sales actually slipped
- 22. Module Five: Establishing PerformanceGoals Performance goals require strategic action. To be effective, these goals should not be handed down to employees. It is important to include employees in the goal setting process and encourage them to meet their individual performance goals. This will improve individual and company performance. Performance is your reality. Forget everything else. Harold S. Green
- 23. Strategic Planning Plan before makinggoals Where you want to be How you will get there Values of the organization
- 24. Job Analysis Required skills Determinewho to hire How to train
- 25. Setting Goals Need tobe SMART Behavior Competency Results
- 26. Motivation Inform Celebrate Reward employees Delegate Lead byexample Meet with individuals
- 27. Case Study A retailchain created individual sales goals for each employee The effort to increase sales was counter- productive The company then trained employees, and shared new sales techniques Profits increased by 8 percent six months after adapting the performance goals.
- 28. Module Six: 360Degree Feedback 360 degree feedback is useful for evaluating performance. It provides evaluations from different sources to paint a clear picture of how well an individual performs. Identifying strengths and weaknesses will allow employees to continually improve how they perform. Feedback is the breakfast of champions. Ken Blanchard
- 29. What is 360Degree Feedback? Anonymous Peers and management Self-evaluate
- 30. Vs. Traditional Performance Reviews Betterpicture of performance 360 seems more fair Encourages cooperation
- 31. The Components Scale of1 to 10 Comments Scores are averaged
- 32. Case Study A departmentmanager had a problem with productivity and morale His employee reviews seemed unsuccessful, and employees continued to argue The company instituted a new 360 degree feedback system Employees learned to rely on each other for performance, they stopped arguing and productivity increased
- 33. Module Seven: Competency Assessments Competencyassessments are essential to performance management. These assessments make it easier to hire and promote the right people. They also help assess performance and the different competencies that employees need to improve. It will also identify the top performers. Competence, like truth, beauty, and contact lenses, is in the eye of the beholder. Dr. Laurence J. Peter
- 34. Competency Assessment Defined Skills Essentialknowledge Necessary to preform a job well
- 35. Implementation Identify Competencies Develop Assessments PracticeAssessments Assess Employees Plan
- 36. Final Destination Trained professionals Strongperformance Unique for your company
- 37. Case Study Yearly competencyassessments at a local marketing firm are not successful The overall goal is to double the number of high performing employees The competency assessments were altered to include action plans Over the next year, many employees began to show improvement.
- 38. Module Eight: Kolb's LearningCycle Kolb’s Learning Cycle states that learning is based on experience. The learning cycle has four basic elements: experience, observation, conceptualization, and experimentation. It is important to be familiar with the learning cycle to effectively manage performance, and guide employees to greater achievements. Nothing is a waste of time if you use experience wisely. Auguste Rodin
- 39. Experience Direct experience Involves senses Notsimply knowledge Hands-on training
- 40. Observation What the experiencemeans Knowledge is transferred into meaning Way to transform knowledge
- 41. Conceptualization Gather knowledge Without direct experience Apply logicto a basic understanding
- 42. Experimentation Learn by doing Acton knowledge Taking risks
- 43. Case Study A newhire was trained at a software company and shown his workspace A trainer walked him through the programs he would use in the job He then watched other people perform different tasks His productivity was below average
- 44. Module Nine: Motivation Everyemployee needs to be motivated in order for performance management to be successful. While employees must take some responsibility in motivating themselves, management can help motivate and develop individuals. Practicing basic motivational techniques will improve performance as it boosts morale. Build upon strengths and weaknesses will gradually take care of themselves. Joyce C. Locke
- 45. Key Factors Responsibility Nature ofthe work Recognition Achievement
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- 47. Identifying Personal Motivators Eachperson is different Observe Communicate Survey
- 48. Evaluating and Adapting Surveyswill show the level of engagement Compare the mission, policies, and procedures to internal motivators Examine the number of employees who have advanced Whether or not company goals are met
- 49. Case Study A printingcompany had a problem with high turnover and low productivity A survey revealed that employees were not satisfied with the long hours Managers assumed that the pay and environment made up for these expectations Policies were changed to better promote work and life balance – turnover dropped 15%
- 50. Module Ten: The PerformanceJournal Performance journals create evaluations that are more accurate by allowing employees and manager to keep track of performance throughout the year. This will help guide and develop employees who challenge themselves and improve performance. The best way to predict the future is to create it. Peter Drucker
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- 52. Linking with YourEmployees or Managers Needs to be done to be effective Remain professional Accurate evaluations
- 53. Implementing a Performance Coach Assessskills and knowledge Assess the tools Assess the processes Assess motivation
- 54. Keeping Track Traditional Evaluations 360Feedback Journals Performance log
- 55. Case Study A retailmanager always hated giving reviews The last couple months were all he could remember Sales always dropped 10 percent after reviews He set up a performance journal program
- 56. Module Eleven: Creatinga Performance Plan A performance plan is essential to performance management. It is a strategic plan that each individual needs to follow to become high performing employees. Managers must create a plan with every employee they work with. There is always room for improvement. He who fails to plan, plans to fail. Proverb
- 57. Goals Determine what employees needto accomplish Make SMART goals Allow employees to develop the goals with you
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- 59. Prioritization Top three goals Alignwith the company goals Make sure they do not conflict with each other
- 60. Measure Fair standards Make the measurements costspecific Create a rating scale
- 61. Evaluation Compare the measurements Againstperformance Goals achieved?
- 62. Case Study An expandingchain of bookstores was losing customers The company instituted a performance management program Each employee was given a personal goal to focus on that aligned with company goal After six months, most stores had reached their secret shopper goals
- 63. Words from theWise Harold S. Geneen • It is much more difficult to measure nonperformance than performance. Winston Churchill • However beautiful the strategy, you should occasionally look at the results. Dale Carnegie • The man who starts out going nowhere, generally gets there.