Transcript
All you wanted to know about performance management
by Toronto Training and HR
September 2015
CONTENTS3-4 Introduction5-6 Definition7-8 Myths around performance management9-10 What should performance management incorporate?11-12 Tools of performance management13-14 Performance standards15-16 Observations and feedback on performance17-19 Performance measures20-21 Making performance management effective22-23 A governing philosophy for performance management24-25 Steps involved in a performance management system26-27 Principal concerns about performance management systems28-29 Mitigating barriers to implementation of a performance management system30-31 Stages of change for performance management32-33 Formal methods of performance management 34-36 Coaching and performance management37-38 Total contribution planning and performance management39-40 Sustainable organization performance41-42 Team performance43-44 Performance development plans (PDPs)45-46 Managing unsatisfactory performance47-49 Best practices around performance management50-51 Conclusion, summary and questions
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Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR are:
Training event design
Training event delivery
HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale
Services for job seekers
Page 5
Definition
Definition • Performance management
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Page 7
Myths around performance management
Myths around performance management
• Numbers are objective
• Data is accurate
• More measures add more value
• Everyone should be aligned
• Incentives do the trick
• Performance measures foster change
• Control leads to improvements
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What should performance management incorporate?
What should performance management incorporate?
• Performance improvement
• Development
• Managing behaviour
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Tools of performance management
Tools of performance management
• Performance reviews
• 360 feedback
• Learning & development
• Objectives and performance standards
• Measurement
• Pay
Page 12
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Performance standards
Performance standards
• Five grades
• Documents needed
• Benefits of collaboration
• Steps to take
• Level descriptions
• Examples
• Guidelines
• Checking standards
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Page 15
Observation and feedback on performance
Observation and feedback on performance
• Observation techniques when you are unavailable
• Definition of feedback
• Behavioural feedback
Page 16
Page 17
Performance measures
Performance measures 1 of 2
• Definition
• Types of performance measures
• Characteristics of good performance measures
• What do measures have to be?
• Writing a performance measure
• Examples
• Times to make changes
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Performance measures 2 of 2
Setting meaningful targets
1. Understand the current (as-is) performance
2. Gather information about ideal (should-be) performance
3. Compare the results of 1 and 2
4. Strategic priorities and resource allocation questions
5. Set the improvement target level
Page 20
Making performance management effective
Making performance management effective
• Keep it simple
• Communicate clearly
• Set the tone at the top
• Ensure accountability from employees and managers
• Set cascading goals
• Link pay to performance
• Provide training
• Ensure fairness and objectivity
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A governing philosophy for performance management
A governing philosophy for performance management
• Embedded in every employment relationship is the explicit requirement to show up and do your job
• In the absence of a job description employees are still expected to show up and do the job
• No one is obligated to warn anybody about anything
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Steps involved in a performance management
system
Steps involved in a performance management system
• Clear objectives and benchmarks
• Identify suitable performance measures
• Stable flow of information between parties
• Compare actual performance to desired
• Implementation
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Principal concerns about performance management
systems
Principal concerns about performance management systems
• Commitment
• Subjectivity, consistency and fairness
• Time
• Platforms and systems
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Mitigating barriers to implementation of a
performance management system
Mitigating barriers to implementation of a performance management system
• Minimize ambiguity in the objectives
• Hire specialized evaluators
• Establish and promote a dedicated means of anonymous reporting
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Stages of change for performance management
Stages of change for performance management
• Pre-contemplation
• Contemplation
• Preparation
• Action
• Maintenance
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Page 32
Formal methods of performance management
Formal methods of performance management
• Management by objectives
• 360 degree appraisal
• Self assessment
• Competency based assessments
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Coaching and performance management
Coaching and performance management 1 of 2
Essential coaching skills
• Active listening
• Powerful questioning
• Messaging
• Acknowledging
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Coaching and performance management 2 of 2
The coaching conversation
• Establish agreement on the issue to be addressed
• Discuss potential solutions
• Define actions to be taken
• Follow-up to acknowledge progress
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Total contribution planning and performance
management
Total contribution planning and performance management
• What is total contribution planning?
• AIMS
• Focus on the conversation
• Tight/loose
• Aligned
• Developmental and supportive
• Streamlined and user-friendly
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Page 39
Sustainable organization performance
Sustainable organization performance
• Definition
• High performance working practices
• High performing individuals
• Leadership, employee engagement and OD
• Themes important for sustainable organization performance
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Team performance
Team performance
• Questions to ask
• Example
• Observation and feedback
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Page 43
Performance development plans (PDPs)
Performance development plans (PDPs)
• Instances where preparation of a PDP may be considered
• Documentation needed
• Factors to decide whether an employee’s participation in a particular activity is appropriate
• Responsibilities of the performance manager
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Page 45
Managing unsatisfactory performance
Managing unsatisfactory performance
Steps involved
• Decision on whether to commence unsatisfactory performance procedure and advice about unsatisfactory performance
• Formal counselling session
• Formal written warning
• Final written warning
• Preparation of a report
• Decision on unsatisfactory work performance outcomes
Page 47
Best practices around performance management
Best practices around performance management 1 of 2
• Include developmental plans for the future
• Providing training to managers
• Measuring the quality of performance reviews
• Resolving poor performance
• Getting beyond the judgment of managers
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Best practices around performance management 2 of 2
• Making it consistent across the organization
• Ensuring that feedback happens regularly
• Using 360 reviews to support the performance evaluation process
• Including ongoing review and feedback
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Conclusion, summary and questions
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Conclusion, summary and questions
Conclusion
Summary
Videos
Questions
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