Performance management start

Performance management

Why should we do

performance management?

• Define goals for member and leader

• Track progress of organisation and person

• Evaluate performance

• ”Manage” performance

• Reward and recogniton

• Ensure members are doing what they are suppose to

Lc vision

LC goals

Functional goals

Team goals

KPIs

Actions

What we discussed at JulyCo

Set KPIs/Goals

Track KPIs

Evaluate (Appraisal) Track KPIs

Review

Classic performance

management model

6 months cycle

Set KPIs/Goals

Track KPIs

Appraisal Track KPIs

Review

Month 0

3 months

6 months

6 months cycle

• Each role (besides EB) should not be more than 6 months – JD, myaiesec.net and review

• Enhances the variety of experiences members have

• Increases productivity

• Boost our numbers

6 months cycle

Set KPIs/Goals

Track KPIs

Appraisal Track KPIs

Review

Month 0

3 months

6 months

Role assignment on myaiesec.net

What is needed?

1. Assign role on myaiesec.net

2. Set goals/KPIs

3. Track KPIs

4. Evaluate/Appraisal

5. Track KPIs

6. Final review

Lc vision

LC goals

Functional goals

Team goals

KPIs

Actions

How is this done in practice?

• Understand the context

• Define KPIs (set goals) for performance

• Define the development the member wants to go through

Remember: Always connect the KPIs/goals to what the Team, LC, Entity and Organization wants to do!

Understand the context

• How is the team’s performance related to the LC’s performance?

• How is the member’s performance related to the team’s performance?

In numbers, but also in terms of vision for the team, LC, Entity etc.

1. Set goals

• Job Description

• Measurable KPIs (e.g. #of RA and not #successful flyer design)

• Personal KPIs connected to team’s MoS

• Expectations towards personal development

Finalize goal setting

• Verify the goal setting by putting it to writing

• Quanfity the measurable KPIs

• Qualitify the personal developmental goals

2. Track KPIs

• Weekly or monthly depending on the JD/time of year

• Ongoing process

• Not defined as TM’s job

What do you do now?

3. Evaluate/Appraisal

• Halfway through the role’s duration

• Review the goal setting

• Is the member developing as expected?

• Is the member performing as expected?

• Does anything need to be changed?

• This should be TM’s job to do appraisals in a good manner with the members

4. Review

• At the end of the role’s duration

• Review the performance of the entire duration with emphasis after the evaluation

• Figure out what the next step is going to be

• Is a new role needed?

• Does the member stay in the organisation?

PM booklet

• Released now! (Find it below)

• Stop being that random cat in the dryer