Performance management by Toronto Training and HR September 2014 1
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1
Performance management
by Toronto Training and HR
September 2014
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CONTENTS5-6 Definition7-8 What does performance management support?9-10 Building the case for performance management11-12 Requirements for effective performance management
systems13-15 An effective performance management process16-17 Initiatives to improve performance management18-19 Potential barriers to performance management20-21 Unsatisfactory performance22-24 Mistakes which occur with performance management25-26 The ‘three conversation’ approach to performance
management 27-28 Competencies and competences29-30 The job characteristics model31-32 Success elements33-34 The performance management cycle35-36 Setting goals and objectives37-38 Employee development plans39-40 Types of reward41-42 Issues to consider in developing reward systems43-44 Performance measurement45-46 High-performing organizations47-48 Individuals with high potential 49-50 Conclusion, summary and questions
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Introduction
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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
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Definition
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Performance management
Purposes of performance managementJudgement of past performanceDevelopment of future performance
Definition
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What does performance management support?
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StrategyCommunicationData for future decisions and predictions Training needs analysisHelps in potential legal disputesFeedback Develops the manager and employee
What does performance management support?
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Building the case for performance management
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Identify your performance-related challengesSet implementation objectivesEstimate your anticipated return on investmentCommunicate the benefits
Building the case for performance management
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Requirements for effective performance management systems
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CongruenceThoroughPracticalMeaningfulSpecificDiscriminantReliable and validInclusiveFair and acceptable
Requirements for effective performance management systems
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An effective performance
management process
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Create the foundationFlawlessly execute what matters mostEstablish brand accountability
An effective performance management process 1 of 2
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Steps in the processPlanningInterim reviewAnnual performance reviewReview performance and resultsReview the process
An effective performance management process 2 of 2
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Initiatives to improve performance management
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Keep the process simpleHold a mirror up to each leaderSell them high performance at a rational and emotional levelShow them what poor and outstanding looks like
Initiatives to improve performance management
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Potential barriers to performance management
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OrganizationalPoliticalInterpersonal
Potential barriers to performance management
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Unsatisfactory performance
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KnowledgeSkillMind-setPhysiologyEnvironment
Unsatisfactory performance
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Mistakes which occur with performance
management
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Employees’ personal objectives don’t align with organizational objectivesFeedback is only given during performance review meetingsNot including customer recognition as part of employee feedback
Mistakes which occur with performance management 1 of 2
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Managers not taking personal responsibilityEmployees not having clear direction to meet expected goalsEmployees not having an insight into team expectationsEmployees not having a clear understanding of how performance is measured
Mistakes which occur with performance management 2 of 2
25
The ‘three conversation’ approach
to performance management
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Day-to-dayCheckpointDifficult
The ‘three conversation’ approach to performance management
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Competencies and competences
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Definition
Management and leadershipJob-specificCore
Competencies and competences
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The job characteristics model
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Skill varietyTask identityTask significanceAutonomyIndividualized feedback loops
The job characteristics model
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Success elements
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Success elements
• Definition• Job ‘what’ + culture
‘where’=success element ‘how’
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The performance management cycle
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The right hire
Performance
objectives
Performance
reviews
Employee
development plans
Reward
The performance management cycle
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Setting goals and objectives
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DefinitionsPurposesSocial learning (goal setting) theoryComponents of goal setting theoryManagement by objectivesEvaluation
Setting goals and objectives
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Employee development plans
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Consider your organization’s objectivesTalk to your employeesDecide what skills your employee needsCreate an action planApply the new skills in the workplace
Employee development plans
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Types of reward
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Base payIncentivesBenefitsPerquisitesAwards
Types of reward
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Issues to consider in developing reward
systems
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Pay secrecyEmployee participationFlexible systemAbility to payEconomic and labour market factorsImpact on organizational performanceExpatriate compensation
Issues to consider in developing reward systems
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Performance measurement
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Timing and frequency of evaluationsDetermining who reviews the performance of othersMeasurement proceduresStorage and distribution of informationRecording methods
Performance measurement
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High-performing organizations
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Better before cheaperRevenue before cost
High-performing organizations
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Individuals with high potential
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AbilityCommitment and valuesMotivation
Individuals with high potential
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Conclusion, summary and questions
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Conclusion, summary and questions
ConclusionSummaryVideosQuestions
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