Performance Management

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performance management

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Performance Discrepancy

“what is” “what

should be”

Training

Practice

Feedback

Remove Punishment

Install Rewards

Make it Matter

Remove Obstacles

From “Analyzing performance problems: Or you really oughta wanna”

by Mager and Pipe.

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THE

ACHIEVE MODEL

From “A situational approach to Performance Planning” by Hersey and Goldsmith.

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Ability

Clarity & Confidence

Help & Support

Incentive & Motivation

Evaluation

Validity

Environment

The model identifies the seven

key factors that influence

performance.

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It helps to:

Evaluate how each factor affects or will affect the performance of a person on a given task and then select the solution that better fits the causes.

Determine possible causes of performance problems.

Develop solutions.

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•  Performance planning: Setting goals and directions for VPs, OCPs, Team Leaders and Members at the beginning of a planned period and developing plans for achieving these goals.

•  Coaching: Day-to-day feedback and development activities aimed at enhancing performance.

•  Performance review: Overall evaluation of performance for the specific planned period.

Performance management, in terms of this model, includes three major functions:

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Possible Causes Possible Solutions Knowledge and transferable skills to complete the task successfully; experience; aptitudes.

Ability

Education and training; transition; conferences; coaching; shadowing; reassignment of responsibilities; guided practice.

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Possible Causes Possible Solutions Understanding; knowledge of what, when, how; role clarity (job description). Goals or objectives. Standards. Priorities. Self-assuredness.

Clarity & Confidence

Performance-planning talks and agreements; revised JD. Review goals and objectives. Review standards. Discussions; manuals; internal or external experts. Coaching; positive reinforcement.

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Possible Causes Possible Solutions To get the job done (too little or too much). From: Manager, other functional areas, peers, team members or people under his/her leadership.

Help & Support

More time, adequate budget, equipment, facilities, people, information, management training, coaching, supervision (less or more), focused meetings, cooperation, support, revised objectives.

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Possible Causes Possible Solutions Rewards (“What is in it for me?”); willingness to complete specific tasks successfully. Positive reinforcement; commitment.

Incentive & Motivation

Understand what motivates each person; how or do rewards relate to consequences? Positive reinforcement; appreciation; better use of rewards; eliminate undesirable consequences of good work.

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Possible Causes Possible Solutions

Performance feedback and coaching (none, negative, rare). Clear performance criteria and methods of measurement.

Evaluation

Plan regular feedback, informal as well as formal; coaching; reinforce positive behavior. Establish criteria for success and methods to measure.

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Possible Causes Possible Solutions

Fair practices. Perceived fairness; established criteria. Task legitimacy. Results orientation; JD. Appropriate and consistent leadership behavior.

Validity

Policies regarding selection, training, evaluation & recognition. Establish performance-oriented criteria; written evaluation; review standards or results to be achieved. Leaders decisions checked against guidelines and policies.

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Possible Causes Possible Solutions (Internal): appropriate JD; reward system; leadership style; organizational culture; office. (External): Market conditions, competition, legal framework, potential customers and marketability of activity.

Environment

Openly discuss implications and co-create with your people.

Take into consideration when planning; always define market value and then value proposition. Reassess standards and goals.

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NOW

What to do with this

information?