Performance management by Toronto Training and HR May 2014
Performance management May 2014
Jan 19, 2015
Half day open training event on managing performance and performance reviews held in Toronto, Canada.
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Performance management
by Toronto Training and HR
May 2014
Page 2
CONTENTS3-4 Introduction5-6 Definitions7-8 A typical performance management process9-10 Who does what?11-12 Creating a culture of ownership13-14 Observing and documenting behaviour and outcomes15-16 Providing feedback17-18 Meetings around performance19-20 Defensive behaviour21-22 Performance planning23-27 Wellbeing and performance28-29 Coaching and performance management30-31 Action centred leadership32-33 Setting up your people for success34-35 Psychological contracts36-37 Having a critical mind set38-39 Clones or contributors?40-41 Organizational citizenship behaviours 42-43 Measuring performance44-45 Planning and implementing steps to improve performance 46-47 Example key performance indicators48 Case study 49-50 Conclusion, summary and questions
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 banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Definitions
Page 6
Definitions • Performance management
• Performance management system
• Performance review or appraisal
Page 7
A typical performance management process
A typical performance management process
• Objective setting• The individual• Resources• Feedback• Performance
monitoring• Recognition
Page 8
Page 9
Who does what?
Who does what?
• Line managers• HR professionals• Employees
Page 10
Page 11
Creating a culture of ownership
Creating a culture of ownership
• From accountability• To ownership
Page 12
Page 13
Observing and documenting behaviour
and outcomes
Observing and documenting behaviour and outcomes
• Constraints• Activities to improve
documentation• Reasons to document
performance• Recommendations for
documentation
Page 14
Page 15
Providing feedback
Providing feedback
• Main purposes• Potential costs of
failing to provide feedback
• What does effective feedback look like?
• Positive feedback• Negative feedback
Page 16
Page 17
Meetings around performance
Meetings around performance
• Types of formal meeting
• Preparation• Components of the
meeting
Page 18
Page 19
Defensive behaviours
Defensive behaviours
• Fight• Flight
• Preventing or reducing defensive behaviours
• When defensiveness is unavoidable…
Page 20
Page 21
Performance planning
Performance planning
• The contribution management process
• Why bother?• What can get in the
way?
Page 22
Page 23
Wellbeing and performance
Wellbeing and performance1 of 4
• Commitment• Trust• Engagement• Kinship
Page 24
Wellbeing and performance2 of 4
STRATEGIES• Prevention• Prevent deterioration• Restoration• Palliation• Next generation
Page 25
Wellbeing and performance3 of 4
ELEMENTS• Discovery• The culture• The leadership• The working
environment• The person
Page 26
Wellbeing and performance4 of 4
RESILIENCE• Corporate resilience• Personal resilience
Page 27
Page 28
Coaching and performance management
Coaching and performance management
• Definition of coaching• Major coaching
functions• Key coaching
behaviours• Questions to ask• Coaching styles• An adaptive coach• The coaching process
Page 29
Page 30
Action centred leadership
Action centred leadership
• Individual• Task• Team
Page 31
Page 32
Setting up your people for success
Setting up your people for success
• Start with a game plan discussion
• Collaborate on setting SMART objectives
• Properly diagnose the development level for the objective
• Help them obtain a grade ‘A’
Page 33
Page 34
Psychological contracts
Psychological contracts
• Exchange or transactional
• Relational• Ideological exchange
agreement
Page 35
Page 36
Having a critical mind set
Having a critical mind set
• Lead with behaviour• Eliminate judgement• Inquire with purpose• Be clear
Page 37
Page 38
Clones or contributors?
Clones or contributors?
• Clones• Contributors
Page 39
Page 40
Organizational citizenship behaviours
Organizational citizenship behaviours
• Altruism• Generalized
compliance
• Implications for organizational wellbeing
• How organizational effectiveness is influenced
• ‘Job embeddedness’
• CynicismPage 41
Page 42
Measuring performance
Measuring performance
• Accountability• Accuracy• Communications• Initiative• Innovation• Planning• Problem solving• Resource utilization
Page 43
Page 44
Planning and implementing steps to improve performance
Planning and implementing steps to improve performance
• Identify job duties• List and prioritize
obstacles• List and prioritize
changes• List actions• Create action plans• Implement action
plans and track progress
• Other considerations to ensure success
Page 45
Page 46
Example key performance indicators
Example key performance indicators
• Areas of structural knowledge
• Areas of human knowledge
• Areas of relational knowledge
Page 47
Page 48
Case study
Page 49
Conclusion, summary and questions
Page 50
Conclusion, summary and questions
ConclusionSummaryVideosQuestions
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