Performance management September 2015

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

Page 2

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

Page 6

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

Page 8

Page 9

What should performance management incorporate?

What should performance management incorporate?

• Performance improvement

• Development

• Managing behaviour

Page 10

Page 11

Tools of performance management

Tools of performance management

• Performance reviews

• 360 feedback

• Learning & development

• Objectives and performance standards

• Measurement

• Pay

Page 12

Page 13

Performance standards

Performance standards

• Five grades

• Documents needed

• Benefits of collaboration

• Steps to take

• Level descriptions

• Examples

• Guidelines

• Checking standards

Page 14

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

Page 17

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

Page 21

Page 22

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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Page 24

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

Page 25

Page 26

Principal concerns about performance management

systems

Principal concerns about performance management systems

• Commitment

• Subjectivity, consistency and fairness

• Time

• Platforms and systems

Page 27

Page 28

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

Page 29

Page 30

Stages of change for performance management

Stages of change for performance management

• Pre-contemplation

• Contemplation

• Preparation

• Action

• Maintenance

Page 31

Page 32

Formal methods of performance management

Formal methods of performance management

• Management by objectives

• 360 degree appraisal

• Self assessment

• Competency based assessments

Page 33

Page 34

Coaching and performance management

Coaching and performance management 1 of 2

Essential coaching skills

• Active listening

• Powerful questioning

• Messaging

• Acknowledging

Page 35

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

Page 36

Page 37

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

Page 38

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

Page 40

Page 41

Team performance

Team performance

• Questions to ask

• Example

• Observation and feedback

Page 42

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

Page 44

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

Page 48

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

Page 49

Page 50

Conclusion, summary and questions

Page 51

Conclusion, summary and questions

Conclusion

Summary

Videos

Questions