Performance Management Best Practices by Gary Wheeler

Performance Management in Non-Profit
Linking People to Results
Gary Wheeler SPHR, GPHR, CCP, CBP

Objectives
2
• Understand performance management concepts
• Understand the benefits of a performance
management system
• Understand how to link organizational goals to
individual goals

Evaluation Systems
3
• Essays & Summaries
• Critical Incidents
• Behaviorally Anchored Rating Systems (BARS)
• Management By Objectives
• Key Performance Indicators (KPI’s)
• Balanced Score Card

Essays & Summaries
4
• An evaluation used to provide compelling
evidence supporting your opinion by using
logical reasoning to show that your evaluation is
correct
• Challenges
• Requires time
• Subjective

Critical Incidents
5
• The critical incident evaluation process involves
using a set of procedures to evaluate human
behavior through a series of observations
• A series of observations are used to evaluate
better than expected or less than expected
performance
• Challenges
• Requires time
• Subjective

Behaviorally Anchored Rating System
(BARS)
6
BARS
5 – Superior
4 – Exceeds Expectations
3 – Meets Expectations
2 – Needs Improvement
1 – Unsatisfactory Performance

TypicalBARS
• QUANTITY ................................................................................. 1 2 3 4 5
• Meets productivity standards ...................................................... 1 2 3 4 5
• Completes work in timely manner ................................................ 1 2 3 4 5
• QUALITY …................................................................................. 1 2 3 4 5
• Demonstrates accuracy and thoroughness .................................. 1 2 3 4 5
• Displays commitment to excellence ............................................. 1 2 3 4 5
• JOB KNOWLEDGE ...................................................................... 1 2 3 4 5
• Competent in required job skills and knowledge ......................... 1 2 3 4 5
• Challenge
• Subjective
7

Management By Objectives (MBO)
8
• MBO is the process of defining objectives/goals
within the organization where management and
employees agree with the objectives/goals and
understand what they need to do in the
organization
• Challenge
• Goals are not aligned to organization

Key Performance Indicators (KPI’s)
9
• KPI’s are used to evaluate organizational and/or
individual success using key metrics
• KPI’s should be relative to organization success
• Challenge
• Understanding what is important to the
organization and choosing the right KPI’s

Balanced Score Card
10
• Balances KPI’s into four organization perspectives
• Financial
• Customer
• Internal Business Processes
• Innovation and Learning
• Two to Four elements in each area
• Challenge
• Obtaining buy in of indirect elements from the
team

Best System For Non-Profit & Why?
11
• Key Performance Indicators (KPI)
• Balanced Score Card (BSC)

What is Performance Management?
12
• Performance management includes activities
which ensure individual goals are consistently
met in an effective and efficient manner and are
aligned with the department, division and
organizational goals
• Individual goals role up to the organization’s
goals and they support the organization’s
mission and strategic plan

Benefits of Performance Management
13
• Organization
• Outcomes are tied to the mission
• Outcomes are tied to strategy
• Outlines responsibility
• Manager
• Identifies expectations
• Creates an objective evaluation system
• Staff
• Let’s people know where they stand
• Greater chance of receiving recognition

Case Management
14
First Quarter Rating Second Quarter Rating Third Quarter Rating Fourth Quarter Rating YTD
Element
Area of
Responsibility
Plan Act % Eff Plan Act % Eff Plan Act % Eff Plan Act % Eff Plan Act % Eff
1
% Clients
transitioning to
stable housing
100% 100% 100% 100%
Element
Area of
Responsibility
2
% Clients stable
housing after 3
months
90% 90% 90% 90%
Element
Area of
Responsibility
3
% Clients stable
housing after 6
months
85% 85% 85% 85%

Intake
15
Element
Area of
Responsibility
1
# Clients
moved to
permanent
housing
15
clients
16
clients
15
clients
16
clients
Element
Area of
Responsibility
2
% Clients
Approved for
fin. assist. who
remain stable
3 mo.
90% 85% 80% 80%
Element
Area of
Responsibility
3
% Clients
Approved for
fin. assist. who
remain stable
6 mo.
85% 80% 75% 75%

Review of Examples
16
• Handouts
• Executive Director
• Finance Director
• Case Manager
• Intake Worker

GroupActivity
• Break into groups (5 to 10 per group)
• Articulate the organization mission
• Identify six to eight Key Performance Indicators (KPI)’s for your
Executive Director and their team
• Ten-minute activity
• Scribe
• Delegate someone to report back
• Two (2) minutes to report
17

Summary& Best Practices
• Establish a clear mission
• Create a strategic plan that is linked to the mission
• Identify organization goals (KPI’s)
• Identify goals (KPI’s) necessary to meet grant criteria
• The Executive Director’s Goals (KPI’s) are the organization’s
goal
18

Summary& Best Practicescont.
• The Executive Director’s performance incentives should be
tied to organization goals (KPI’s)
• Align individual goals (KPI’s) to organization goals
• Create a monthly dashboard
• Share goals and results with staff
• Recognize individuals for achieving their goals
19

Gary Wheeler
The Virtual HR Director, LLC
678-997-0017
gary@thevirtualhrdirector.com
http://www.thevirtualhrdirector.com
Thank You

Performance Management Best Practices by Gary Wheeler

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (20)

Similar a Performance Management Best Practices by Gary Wheeler

Similar a Performance Management Best Practices by Gary Wheeler (20)

Más de The Virtual HR Director, LLC

Más de The Virtual HR Director, LLC (20)

Último

Último (20)

Performance Management Best Practices by Gary Wheeler