SlideShare una empresa de Scribd logo
1 de 56
Managing to perform by Toronto Training and HR  April 2011
Contents 3-4 Introduction to Toronto Training 		and HR 	5-6	Definition and setting the scene 	7-8	Drill 9-16	Performance appraisals 17-23	Performance management systems 	24-27	Case studies A & B 28-31	High performers 	32-33	Promises v performance 	34-35	Performance? You’re harassing me! 	36-39	Is the job a good fit? 40-41	Helping poor performers 42-43	Progressive discipline 44-46	Performance monitoring 47-48	Mistakes around accountability	 49-50	Benefits in admitting weaknesses 51-54	Case studies C & D 55-56	Conclusion and questions Page 2
Page 3 Introduction
Page 4 Introduction to Toronto Training and HR Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden  10 years in banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: ,[object Object]
Training course delivery-  Reducing costs ,[object Object]
Improving employee engagement & morale
Services for job seekers,[object Object]
Page 6 Definition and setting the scene What is performance management? Goals of performance management Organization drivers/what needs to be defined Align, adapt and achieve Financial and operational objectives Quantitative and qualitative measurements Performance management objectives Performance management cycle Seven deadly sins of measurement
Page 7 Drill
Page 8 Drill
Page 9 Performance appraisals
Page 10 Performance appraisals 1 of 7 APPRAISAL METHODS Category rating appraisal Comparison or comparative appraisal Narrative appraisal Special types of appraisal
Page 11 Performance appraisals 2 of 7 CATEGORY RATING APPRAISAL Graphic scale Checklist Forced choice
Page 12 Performance appraisals 3 of 7 COMPARISON OR COMPARATIVE APPRAISAL Ranking Paired comparison Forced distribution
Page 13 Performance appraisals 4 of 7 NARRATIVE APPRAISAL Essay Critical incidents Field review
Page 14 Performance appraisals 5 of 7 SPECIAL TYPES OF APPRAISAL Behaviourally anchored rating scale Behaviour observation scale 360 degree feedback
Page 15 Performance appraisals 6 of 7 WHAT IS TYPICALLY COVERED? HR information Summary of accomplishments Performance appraisal measures Rating scale Summary score Objectives Comments and signature
Page 16 Performance appraisals 7 of 7 PREPARATION Documentation Rater errors Planning for the discussion Promote two-way dialogue Setting the meeting
Page 17 Performance management systems
Page 18 Performance management systems 1 of 6 BUILDING A ROBUST PERFORMANCE MANAGEMENT SYSTEMDesign Implementation Capability enhancement
Page 19 Performance management systems 2 of 6 KEY SUCCESS CRITERIA The reality of the working relationships between individuals. How these relationships can be made more effective. How contemporary tools can be deployed to increase process effectiveness. How we can create an environment in which most individuals realise their true potential.
Page 20 Performance management systems 3 of 6 KEY SUCCESS CRITERIA How we can increase compliance with processes by those at whom those processes are aimed. You don’t need to design processes for the top performers-they will do the right thing despite you! How we can cope with the demands and expectations of members of the team as well as the managers. How we can optimise individual performance.   
Page 21 Performance management systems 4 of 6 EFFECTIVE PERFORMANCE MANAGEMENT SYSTEMS System contains useful measures Those useful measures are displayed in a usable manner
Page 22 Performance management systems 5 of 6 INSTALLING A MEANINGFUL SYSTEM Base the review on performance expectations Minimize the prominence and importance of numbers Reveal the form early Review performance often Train all team members on the process and how to deliver feedback
Page 23 Performance management systems 6 of 6 INSTALLING A MEANINGFUL SYSTEM Incorporate self-assessments Generate upward feedback Require follow-up meetings Consider separating reviews from evaluations Re-examine the system
Page 24 Case study A
Page 25 Case study A
Page 26 Case study B
Page 27 Case study B
Page 28 High performers
Page 29 High performers 1 of 3 CLUSTERS Business thinking (BT) People development (PD) Inspiring people (IP) Achieving success (AS)
Page 30 High performers 2 of 3 BEHAVIOURS BT-Information search (IS), Concept formation (CF) Conceptual flexibility (CX) PD-Empathy (EM), Teamwork (TW) Developing people (DP) IP-Influence (IN), Building confidence (BC), Presentation (PR) AS-Proactivity (PO), Continuous improvement (CI), Customer focus (Cfu).
Page 31 High performers 3 of 3 SELF-DESTRUCTION Pamper your pets in public, not in private Work golden geese like rented mules Affording challenging opportunities is not the same as demanding more
Page 32 Promises v performance
Page 33 Promises v performance What is capability? Set standards Provide regular feedback Provide early guidance and correction Focus on the facts Give time to improve
Page 34 Performance? You’re harassing me!
Page 35 Performance? You’re harassing me! Make sure that your dignity at work procedure points out that managers have a right and a duty to manage.  If a manager is seeking to help and encourage an employee to do his job, it does not constitute bullying or harassment. Provide evidence of poor work performance to support what you say. Ask why the employee thinks he is being bullied.  Ask ’Help me understand why you think I’m treating you less favourably than anyone else who performs at this level?’  By putting the onus back on the employee, you start to call him to account.
Page 36 Is the job a good fit?
Page 37 Is the job a good fit? 1 of 3 What are you best at doing? What do you like to do the most? What do you wish you were better at? What talents do you have that you haven’t developed? Which of your skills are you most proud of? What do others most often say are your greatest strengths? What have you gotten better at? What can you just not get better at no matter how hard you try?
Page 38 Is the job a good fit? 2 of 3 What do you most dislike doing?  Which skills need developing in order to perform your job? What sort of people do you work best/worst with? What sort of organizational culture brings out the best in you?  What were you doing when you were happiest in your work life?  What are your most cherished hopes for your future work life? How could your time be better used in your current job to add value to the organization?
Page 39 Is the job a good fit? 3 of 3 CYCLE OF EXCELLENCESelect Connect Play Grapple and grow Shine
Page 40 Helping poor performers
Page 41 Helping poor performers Say something Give it to them straight Check they understand Make a plan Have hope Avoid assumptions Share your vision Be there
Page 42 Progressive discipline
Page 43 Progressive discipline Strategies to avoid initiating progressive discipline What constitutes need for progressive discipline Types of behaviour that could result in progressive discipline or immediate termination Administration considerations Progressive discipline steps Facts and support Warnings Termination
Page 44 Performance monitoring
Page 45 Performance monitoring 1 of 2 OBJECTIVES OF SUPERVISORY MONITORING To ensure the task is performed as required To provide supervision with accurate data for organizational performance appraisals To motivate employees to work at peak performance even when the supervisor is not present  To motivate workers to display citizenship behaviours
Page 46 Performance monitoring 2 of 2 MONITORING TECHNIQUES Automated surveillance Direct observation Inspection of work Checklists Performance indices One-on-one reviews Follow-up conversations Reports Team meetings Presentations
Page 47 Mistakes around accountability
Page 48 Mistakes around accountability This too shall pass They know how I feel It will turn into an argument I made my expectations clear I’ll demotivate or lose them I’ll be seen as a micro-manager It’s easier if I just do it myself
Page 49 Benefits in admitting weakness
Page 50 Benefits in admitting weakness People hate to have their intelligence insulted People give sacrifices to deities but have dinner with effective leaders Asserting you are bulletproof smacks of hubris The “blame game” is despicable and doomed to failure If you assume 100% of the blame for an errant act, you take the wind out of potential critics’ sails
Page 51 Case study C
Page 52 Case study C
Page 53 Case study D
Page 54 Case study D

Más contenido relacionado

La actualidad más candente

SWA_HR_AFTA issues
SWA_HR_AFTA issuesSWA_HR_AFTA issues
SWA_HR_AFTA issues
Wijayanto NM
 
Guest Column by Rohit Hasteer
Guest Column by Rohit HasteerGuest Column by Rohit Hasteer
Guest Column by Rohit Hasteer
Housing.com
 
Rohit Hasteer_Dont blame the bell_People Matters_May 2016
Rohit Hasteer_Dont blame the bell_People Matters_May 2016Rohit Hasteer_Dont blame the bell_People Matters_May 2016
Rohit Hasteer_Dont blame the bell_People Matters_May 2016
Housing.com
 
Executive Onboarding - Leadership Blindspots HRM June 2012
Executive Onboarding - Leadership Blindspots  HRM June 2012Executive Onboarding - Leadership Blindspots  HRM June 2012
Executive Onboarding - Leadership Blindspots HRM June 2012
Centre for Executive Education
 
Kalyani performance appraisal
Kalyani performance appraisalKalyani performance appraisal
Kalyani performance appraisal
bala krishna
 
Coaching New Managers on Perfomance Management
Coaching New Managers on Perfomance ManagementCoaching New Managers on Perfomance Management
Coaching New Managers on Perfomance Management
Molly Morales
 

La actualidad más candente (20)

Want to Kill Your Performance Rankings? Here’s How to Ensure Success
Want to Kill Your Performance Rankings? Here’s How to Ensure SuccessWant to Kill Your Performance Rankings? Here’s How to Ensure Success
Want to Kill Your Performance Rankings? Here’s How to Ensure Success
 
Org Review Powerpoint Presentation
Org Review Powerpoint PresentationOrg Review Powerpoint Presentation
Org Review Powerpoint Presentation
 
Making teams work within your organization September 2011
Making teams work within your organization September 2011Making teams work within your organization September 2011
Making teams work within your organization September 2011
 
Presentation on Talent Development
Presentation on Talent DevelopmentPresentation on Talent Development
Presentation on Talent Development
 
SWA_HR_AFTA issues
SWA_HR_AFTA issuesSWA_HR_AFTA issues
SWA_HR_AFTA issues
 
Succession Planning & HR Metrics
Succession Planning & HR MetricsSuccession Planning & HR Metrics
Succession Planning & HR Metrics
 
Guest Column by Rohit Hasteer
Guest Column by Rohit HasteerGuest Column by Rohit Hasteer
Guest Column by Rohit Hasteer
 
IBM Analytics: Thought Leadership White Paper
IBM Analytics: Thought Leadership White PaperIBM Analytics: Thought Leadership White Paper
IBM Analytics: Thought Leadership White Paper
 
High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...
High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...
High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...
 
Exit Interview Research Study Abstract: Unlocking Why Employees Quit & How to...
Exit Interview Research Study Abstract: Unlocking Why Employees Quit & How to...Exit Interview Research Study Abstract: Unlocking Why Employees Quit & How to...
Exit Interview Research Study Abstract: Unlocking Why Employees Quit & How to...
 
Competency based hr management PPT Slides
Competency based hr management PPT SlidesCompetency based hr management PPT Slides
Competency based hr management PPT Slides
 
Rohit Hasteer_Dont blame the bell_People Matters_May 2016
Rohit Hasteer_Dont blame the bell_People Matters_May 2016Rohit Hasteer_Dont blame the bell_People Matters_May 2016
Rohit Hasteer_Dont blame the bell_People Matters_May 2016
 
Organizational Diagnosis Questionnaire (ODQ)
Organizational Diagnosis Questionnaire (ODQ)Organizational Diagnosis Questionnaire (ODQ)
Organizational Diagnosis Questionnaire (ODQ)
 
Executive Onboarding - Leadership Blindspots HRM June 2012
Executive Onboarding - Leadership Blindspots  HRM June 2012Executive Onboarding - Leadership Blindspots  HRM June 2012
Executive Onboarding - Leadership Blindspots HRM June 2012
 
The Power of a Plan: Unlocking the Full Value of an HR Strategic Plan
The Power of a Plan: Unlocking the Full Value of an HR Strategic PlanThe Power of a Plan: Unlocking the Full Value of an HR Strategic Plan
The Power of a Plan: Unlocking the Full Value of an HR Strategic Plan
 
Remote Work & Digital Transformation: 7 Questions to Ask
Remote Work & Digital Transformation: 7 Questions to AskRemote Work & Digital Transformation: 7 Questions to Ask
Remote Work & Digital Transformation: 7 Questions to Ask
 
Continuous Performance Management: How To Make It Work
Continuous Performance Management:  How To Make It WorkContinuous Performance Management:  How To Make It Work
Continuous Performance Management: How To Make It Work
 
Kalyani performance appraisal
Kalyani performance appraisalKalyani performance appraisal
Kalyani performance appraisal
 
Coaching New Managers on Perfomance Management
Coaching New Managers on Perfomance ManagementCoaching New Managers on Perfomance Management
Coaching New Managers on Perfomance Management
 
How to Build a Business Case and Measure the Effects of Leadership Developmen...
How to Build a Business Case and Measure the Effects of Leadership Developmen...How to Build a Business Case and Measure the Effects of Leadership Developmen...
How to Build a Business Case and Measure the Effects of Leadership Developmen...
 

Destacado (6)

Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
 
Reward June 2010
Reward June 2010Reward June 2010
Reward June 2010
 
Be seen, be green February 2011
Be seen, be green February 2011Be seen, be green February 2011
Be seen, be green February 2011
 
Discrimination March 2010
Discrimination March 2010Discrimination March 2010
Discrimination March 2010
 
Change Management September 2010
Change Management September 2010Change Management September 2010
Change Management September 2010
 
GREEN_HR_PPT_ECOLOGY
GREEN_HR_PPT_ECOLOGYGREEN_HR_PPT_ECOLOGY
GREEN_HR_PPT_ECOLOGY
 

Similar a Managing to perform April 2011

Pcb Cpresentation Final
Pcb Cpresentation FinalPcb Cpresentation Final
Pcb Cpresentation Final
bcarpitella
 

Similar a Managing to perform April 2011 (20)

Management January 2010
Management January 2010Management January 2010
Management January 2010
 
Changing the rules of engagement June 2011
Changing the rules of engagement June 2011Changing the rules of engagement June 2011
Changing the rules of engagement June 2011
 
A talented way to manage talent February 2012
A talented way to manage talent February 2012A talented way to manage talent February 2012
A talented way to manage talent February 2012
 
Talent Management January 2010
Talent Management January 2010Talent Management January 2010
Talent Management January 2010
 
Managing better in 2012 January 2012
Managing better in 2012 January 2012Managing better in 2012 January 2012
Managing better in 2012 January 2012
 
Be competent about competencies September 2011
Be competent about competencies September 2011Be competent about competencies September 2011
Be competent about competencies September 2011
 
Kick starting levels of employee engagement in your organization January 2011
Kick starting levels of employee engagement in your organization January 2011Kick starting levels of employee engagement in your organization January 2011
Kick starting levels of employee engagement in your organization January 2011
 
Performance Management: Influencing High Performance in Human Resource Manage...
Performance Management: Influencing High Performance in Human Resource Manage...Performance Management: Influencing High Performance in Human Resource Manage...
Performance Management: Influencing High Performance in Human Resource Manage...
 
How to ditch objectives (and find a simpler way to manage performance)
How to ditch objectives (and find a simpler way to manage performance)How to ditch objectives (and find a simpler way to manage performance)
How to ditch objectives (and find a simpler way to manage performance)
 
One Page Talent Management
One Page Talent ManagementOne Page Talent Management
One Page Talent Management
 
Putting the X into exit interviews June 2011
Putting the X into exit interviews June 2011Putting the X into exit interviews June 2011
Putting the X into exit interviews June 2011
 
Leading people better during 2012 January 2012
Leading people better during 2012 January 2012Leading people better during 2012 January 2012
Leading people better during 2012 January 2012
 
All the way round 360 degree feedback September 2011
All the way round 360 degree feedback September 2011All the way round 360 degree feedback September 2011
All the way round 360 degree feedback September 2011
 
Maximizing retention and minimizing attrition April 2012
Maximizing retention and minimizing attrition April 2012Maximizing retention and minimizing attrition April 2012
Maximizing retention and minimizing attrition April 2012
 
Managing performance January 2012
Managing performance January 2012Managing performance January 2012
Managing performance January 2012
 
Managing performance May 2012
Managing performance May 2012Managing performance May 2012
Managing performance May 2012
 
Building Leadership Development from Scratch - ASTD 2011
Building Leadership Development from Scratch - ASTD 2011Building Leadership Development from Scratch - ASTD 2011
Building Leadership Development from Scratch - ASTD 2011
 
The Performance Appraisal System
The Performance Appraisal SystemThe Performance Appraisal System
The Performance Appraisal System
 
Performance Appraisal in IT industry
Performance Appraisal in IT industryPerformance Appraisal in IT industry
Performance Appraisal in IT industry
 
Pcb Cpresentation Final
Pcb Cpresentation FinalPcb Cpresentation Final
Pcb Cpresentation Final
 

Más de Timothy Holden

Más de Timothy Holden (20)

Employee engagement September 2016
Employee engagement September 2016Employee engagement September 2016
Employee engagement September 2016
 
Learning & development September 2016
Learning & development September 2016Learning & development September 2016
Learning & development September 2016
 
Dismissals and terminations 2016
Dismissals and terminations 2016Dismissals and terminations 2016
Dismissals and terminations 2016
 
Coaching and mentoring 2016
Coaching and mentoring 2016Coaching and mentoring 2016
Coaching and mentoring 2016
 
Discrimination 2016
Discrimination 2016Discrimination 2016
Discrimination 2016
 
Competencies 2016
Competencies 2016Competencies 2016
Competencies 2016
 
Bullying and harassment 2016
Bullying and harassment 2016Bullying and harassment 2016
Bullying and harassment 2016
 
Communication 2016
Communication 2016Communication 2016
Communication 2016
 
Decision making 2016
Decision making 2016Decision making 2016
Decision making 2016
 
Change management 2016
Change management 2016Change management 2016
Change management 2016
 
Absenteeism 2016
Absenteeism 2016Absenteeism 2016
Absenteeism 2016
 
Culture 2016
Culture 2016Culture 2016
Culture 2016
 
Coaching and mentoring October 2015
Coaching and mentoring October 2015Coaching and mentoring October 2015
Coaching and mentoring October 2015
 
Talent management October 2015
Talent management October 2015Talent management October 2015
Talent management October 2015
 
Teams November 2015
Teams November 2015Teams November 2015
Teams November 2015
 
Diversity, inclusion and equality December 2015
Diversity, inclusion and equality December 2015Diversity, inclusion and equality December 2015
Diversity, inclusion and equality December 2015
 
Change November 2015
Change November 2015Change November 2015
Change November 2015
 
Skills November 2015
Skills November 2015Skills November 2015
Skills November 2015
 
Working hours and work life balance November 2015
Working hours and work life balance November 2015Working hours and work life balance November 2015
Working hours and work life balance November 2015
 
Recognition and non-financial reward November 2015
Recognition and non-financial reward November 2015Recognition and non-financial reward November 2015
Recognition and non-financial reward November 2015
 

Último

The Abortion pills for sale in Qatar@Doha [+27737758557] []Deira Dubai Kuwait
The Abortion pills for sale in Qatar@Doha [+27737758557] []Deira Dubai KuwaitThe Abortion pills for sale in Qatar@Doha [+27737758557] []Deira Dubai Kuwait
The Abortion pills for sale in Qatar@Doha [+27737758557] []Deira Dubai Kuwait
daisycvs
 
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
dollysharma2066
 
Call Girls in Delhi, Escort Service Available 24x7 in Delhi 959961-/-3876
Call Girls in Delhi, Escort Service Available 24x7 in Delhi 959961-/-3876Call Girls in Delhi, Escort Service Available 24x7 in Delhi 959961-/-3876
Call Girls in Delhi, Escort Service Available 24x7 in Delhi 959961-/-3876
dlhescort
 
Call Now ☎️🔝 9332606886🔝 Call Girls ❤ Service In Bhilwara Female Escorts Serv...
Call Now ☎️🔝 9332606886🔝 Call Girls ❤ Service In Bhilwara Female Escorts Serv...Call Now ☎️🔝 9332606886🔝 Call Girls ❤ Service In Bhilwara Female Escorts Serv...
Call Now ☎️🔝 9332606886🔝 Call Girls ❤ Service In Bhilwara Female Escorts Serv...
Anamikakaur10
 
FULL ENJOY Call Girls In Mahipalpur Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Mahipalpur Delhi Contact Us 8377877756FULL ENJOY Call Girls In Mahipalpur Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Mahipalpur Delhi Contact Us 8377877756
dollysharma2066
 
Call Girls Hebbal Just Call 👗 7737669865 👗 Top Class Call Girl Service Bangalore
Call Girls Hebbal Just Call 👗 7737669865 👗 Top Class Call Girl Service BangaloreCall Girls Hebbal Just Call 👗 7737669865 👗 Top Class Call Girl Service Bangalore
Call Girls Hebbal Just Call 👗 7737669865 👗 Top Class Call Girl Service Bangalore
amitlee9823
 
Nelamangala Call Girls: 🍓 7737669865 🍓 High Profile Model Escorts | Bangalore...
Nelamangala Call Girls: 🍓 7737669865 🍓 High Profile Model Escorts | Bangalore...Nelamangala Call Girls: 🍓 7737669865 🍓 High Profile Model Escorts | Bangalore...
Nelamangala Call Girls: 🍓 7737669865 🍓 High Profile Model Escorts | Bangalore...
amitlee9823
 

Último (20)

The Abortion pills for sale in Qatar@Doha [+27737758557] []Deira Dubai Kuwait
The Abortion pills for sale in Qatar@Doha [+27737758557] []Deira Dubai KuwaitThe Abortion pills for sale in Qatar@Doha [+27737758557] []Deira Dubai Kuwait
The Abortion pills for sale in Qatar@Doha [+27737758557] []Deira Dubai Kuwait
 
BAGALUR CALL GIRL IN 98274*61493 ❤CALL GIRLS IN ESCORT SERVICE❤CALL GIRL
BAGALUR CALL GIRL IN 98274*61493 ❤CALL GIRLS IN ESCORT SERVICE❤CALL GIRLBAGALUR CALL GIRL IN 98274*61493 ❤CALL GIRLS IN ESCORT SERVICE❤CALL GIRL
BAGALUR CALL GIRL IN 98274*61493 ❤CALL GIRLS IN ESCORT SERVICE❤CALL GIRL
 
Famous Olympic Siblings from the 21st Century
Famous Olympic Siblings from the 21st CenturyFamous Olympic Siblings from the 21st Century
Famous Olympic Siblings from the 21st Century
 
Call Girls Service In Old Town Dubai ((0551707352)) Old Town Dubai Call Girl ...
Call Girls Service In Old Town Dubai ((0551707352)) Old Town Dubai Call Girl ...Call Girls Service In Old Town Dubai ((0551707352)) Old Town Dubai Call Girl ...
Call Girls Service In Old Town Dubai ((0551707352)) Old Town Dubai Call Girl ...
 
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
 
Uneak White's Personal Brand Exploration Presentation
Uneak White's Personal Brand Exploration PresentationUneak White's Personal Brand Exploration Presentation
Uneak White's Personal Brand Exploration Presentation
 
Call Girls in Delhi, Escort Service Available 24x7 in Delhi 959961-/-3876
Call Girls in Delhi, Escort Service Available 24x7 in Delhi 959961-/-3876Call Girls in Delhi, Escort Service Available 24x7 in Delhi 959961-/-3876
Call Girls in Delhi, Escort Service Available 24x7 in Delhi 959961-/-3876
 
RSA Conference Exhibitor List 2024 - Exhibitors Data
RSA Conference Exhibitor List 2024 - Exhibitors DataRSA Conference Exhibitor List 2024 - Exhibitors Data
RSA Conference Exhibitor List 2024 - Exhibitors Data
 
Call Girls Ludhiana Just Call 98765-12871 Top Class Call Girl Service Available
Call Girls Ludhiana Just Call 98765-12871 Top Class Call Girl Service AvailableCall Girls Ludhiana Just Call 98765-12871 Top Class Call Girl Service Available
Call Girls Ludhiana Just Call 98765-12871 Top Class Call Girl Service Available
 
Mysore Call Girls 8617370543 WhatsApp Number 24x7 Best Services
Mysore Call Girls 8617370543 WhatsApp Number 24x7 Best ServicesMysore Call Girls 8617370543 WhatsApp Number 24x7 Best Services
Mysore Call Girls 8617370543 WhatsApp Number 24x7 Best Services
 
Value Proposition canvas- Customer needs and pains
Value Proposition canvas- Customer needs and painsValue Proposition canvas- Customer needs and pains
Value Proposition canvas- Customer needs and pains
 
Call Now ☎️🔝 9332606886🔝 Call Girls ❤ Service In Bhilwara Female Escorts Serv...
Call Now ☎️🔝 9332606886🔝 Call Girls ❤ Service In Bhilwara Female Escorts Serv...Call Now ☎️🔝 9332606886🔝 Call Girls ❤ Service In Bhilwara Female Escorts Serv...
Call Now ☎️🔝 9332606886🔝 Call Girls ❤ Service In Bhilwara Female Escorts Serv...
 
FULL ENJOY Call Girls In Mahipalpur Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Mahipalpur Delhi Contact Us 8377877756FULL ENJOY Call Girls In Mahipalpur Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Mahipalpur Delhi Contact Us 8377877756
 
Call Girls Hebbal Just Call 👗 7737669865 👗 Top Class Call Girl Service Bangalore
Call Girls Hebbal Just Call 👗 7737669865 👗 Top Class Call Girl Service BangaloreCall Girls Hebbal Just Call 👗 7737669865 👗 Top Class Call Girl Service Bangalore
Call Girls Hebbal Just Call 👗 7737669865 👗 Top Class Call Girl Service Bangalore
 
It will be International Nurses' Day on 12 May
It will be International Nurses' Day on 12 MayIt will be International Nurses' Day on 12 May
It will be International Nurses' Day on 12 May
 
Business Model Canvas (BMC)- A new venture concept
Business Model Canvas (BMC)-  A new venture conceptBusiness Model Canvas (BMC)-  A new venture concept
Business Model Canvas (BMC)- A new venture concept
 
SEO Case Study: How I Increased SEO Traffic & Ranking by 50-60% in 6 Months
SEO Case Study: How I Increased SEO Traffic & Ranking by 50-60%  in 6 MonthsSEO Case Study: How I Increased SEO Traffic & Ranking by 50-60%  in 6 Months
SEO Case Study: How I Increased SEO Traffic & Ranking by 50-60% in 6 Months
 
Marel Q1 2024 Investor Presentation from May 8, 2024
Marel Q1 2024 Investor Presentation from May 8, 2024Marel Q1 2024 Investor Presentation from May 8, 2024
Marel Q1 2024 Investor Presentation from May 8, 2024
 
Falcon Invoice Discounting: The best investment platform in india for investors
Falcon Invoice Discounting: The best investment platform in india for investorsFalcon Invoice Discounting: The best investment platform in india for investors
Falcon Invoice Discounting: The best investment platform in india for investors
 
Nelamangala Call Girls: 🍓 7737669865 🍓 High Profile Model Escorts | Bangalore...
Nelamangala Call Girls: 🍓 7737669865 🍓 High Profile Model Escorts | Bangalore...Nelamangala Call Girls: 🍓 7737669865 🍓 High Profile Model Escorts | Bangalore...
Nelamangala Call Girls: 🍓 7737669865 🍓 High Profile Model Escorts | Bangalore...
 

Managing to perform April 2011

  • 1. Managing to perform by Toronto Training and HR April 2011
  • 2. Contents 3-4 Introduction to Toronto Training and HR 5-6 Definition and setting the scene 7-8 Drill 9-16 Performance appraisals 17-23 Performance management systems 24-27 Case studies A & B 28-31 High performers 32-33 Promises v performance 34-35 Performance? You’re harassing me! 36-39 Is the job a good fit? 40-41 Helping poor performers 42-43 Progressive discipline 44-46 Performance monitoring 47-48 Mistakes around accountability 49-50 Benefits in admitting weaknesses 51-54 Case studies C & D 55-56 Conclusion and questions Page 2
  • 4.
  • 5.
  • 7.
  • 8. Page 6 Definition and setting the scene What is performance management? Goals of performance management Organization drivers/what needs to be defined Align, adapt and achieve Financial and operational objectives Quantitative and qualitative measurements Performance management objectives Performance management cycle Seven deadly sins of measurement
  • 11. Page 9 Performance appraisals
  • 12. Page 10 Performance appraisals 1 of 7 APPRAISAL METHODS Category rating appraisal Comparison or comparative appraisal Narrative appraisal Special types of appraisal
  • 13. Page 11 Performance appraisals 2 of 7 CATEGORY RATING APPRAISAL Graphic scale Checklist Forced choice
  • 14. Page 12 Performance appraisals 3 of 7 COMPARISON OR COMPARATIVE APPRAISAL Ranking Paired comparison Forced distribution
  • 15. Page 13 Performance appraisals 4 of 7 NARRATIVE APPRAISAL Essay Critical incidents Field review
  • 16. Page 14 Performance appraisals 5 of 7 SPECIAL TYPES OF APPRAISAL Behaviourally anchored rating scale Behaviour observation scale 360 degree feedback
  • 17. Page 15 Performance appraisals 6 of 7 WHAT IS TYPICALLY COVERED? HR information Summary of accomplishments Performance appraisal measures Rating scale Summary score Objectives Comments and signature
  • 18. Page 16 Performance appraisals 7 of 7 PREPARATION Documentation Rater errors Planning for the discussion Promote two-way dialogue Setting the meeting
  • 19. Page 17 Performance management systems
  • 20. Page 18 Performance management systems 1 of 6 BUILDING A ROBUST PERFORMANCE MANAGEMENT SYSTEMDesign Implementation Capability enhancement
  • 21. Page 19 Performance management systems 2 of 6 KEY SUCCESS CRITERIA The reality of the working relationships between individuals. How these relationships can be made more effective. How contemporary tools can be deployed to increase process effectiveness. How we can create an environment in which most individuals realise their true potential.
  • 22. Page 20 Performance management systems 3 of 6 KEY SUCCESS CRITERIA How we can increase compliance with processes by those at whom those processes are aimed. You don’t need to design processes for the top performers-they will do the right thing despite you! How we can cope with the demands and expectations of members of the team as well as the managers. How we can optimise individual performance.   
  • 23. Page 21 Performance management systems 4 of 6 EFFECTIVE PERFORMANCE MANAGEMENT SYSTEMS System contains useful measures Those useful measures are displayed in a usable manner
  • 24. Page 22 Performance management systems 5 of 6 INSTALLING A MEANINGFUL SYSTEM Base the review on performance expectations Minimize the prominence and importance of numbers Reveal the form early Review performance often Train all team members on the process and how to deliver feedback
  • 25. Page 23 Performance management systems 6 of 6 INSTALLING A MEANINGFUL SYSTEM Incorporate self-assessments Generate upward feedback Require follow-up meetings Consider separating reviews from evaluations Re-examine the system
  • 26. Page 24 Case study A
  • 27. Page 25 Case study A
  • 28. Page 26 Case study B
  • 29. Page 27 Case study B
  • 30. Page 28 High performers
  • 31. Page 29 High performers 1 of 3 CLUSTERS Business thinking (BT) People development (PD) Inspiring people (IP) Achieving success (AS)
  • 32. Page 30 High performers 2 of 3 BEHAVIOURS BT-Information search (IS), Concept formation (CF) Conceptual flexibility (CX) PD-Empathy (EM), Teamwork (TW) Developing people (DP) IP-Influence (IN), Building confidence (BC), Presentation (PR) AS-Proactivity (PO), Continuous improvement (CI), Customer focus (Cfu).
  • 33. Page 31 High performers 3 of 3 SELF-DESTRUCTION Pamper your pets in public, not in private Work golden geese like rented mules Affording challenging opportunities is not the same as demanding more
  • 34. Page 32 Promises v performance
  • 35. Page 33 Promises v performance What is capability? Set standards Provide regular feedback Provide early guidance and correction Focus on the facts Give time to improve
  • 36. Page 34 Performance? You’re harassing me!
  • 37. Page 35 Performance? You’re harassing me! Make sure that your dignity at work procedure points out that managers have a right and a duty to manage.  If a manager is seeking to help and encourage an employee to do his job, it does not constitute bullying or harassment. Provide evidence of poor work performance to support what you say. Ask why the employee thinks he is being bullied.  Ask ’Help me understand why you think I’m treating you less favourably than anyone else who performs at this level?’  By putting the onus back on the employee, you start to call him to account.
  • 38. Page 36 Is the job a good fit?
  • 39. Page 37 Is the job a good fit? 1 of 3 What are you best at doing? What do you like to do the most? What do you wish you were better at? What talents do you have that you haven’t developed? Which of your skills are you most proud of? What do others most often say are your greatest strengths? What have you gotten better at? What can you just not get better at no matter how hard you try?
  • 40. Page 38 Is the job a good fit? 2 of 3 What do you most dislike doing? Which skills need developing in order to perform your job? What sort of people do you work best/worst with? What sort of organizational culture brings out the best in you? What were you doing when you were happiest in your work life? What are your most cherished hopes for your future work life? How could your time be better used in your current job to add value to the organization?
  • 41. Page 39 Is the job a good fit? 3 of 3 CYCLE OF EXCELLENCESelect Connect Play Grapple and grow Shine
  • 42. Page 40 Helping poor performers
  • 43. Page 41 Helping poor performers Say something Give it to them straight Check they understand Make a plan Have hope Avoid assumptions Share your vision Be there
  • 44. Page 42 Progressive discipline
  • 45. Page 43 Progressive discipline Strategies to avoid initiating progressive discipline What constitutes need for progressive discipline Types of behaviour that could result in progressive discipline or immediate termination Administration considerations Progressive discipline steps Facts and support Warnings Termination
  • 46. Page 44 Performance monitoring
  • 47. Page 45 Performance monitoring 1 of 2 OBJECTIVES OF SUPERVISORY MONITORING To ensure the task is performed as required To provide supervision with accurate data for organizational performance appraisals To motivate employees to work at peak performance even when the supervisor is not present To motivate workers to display citizenship behaviours
  • 48. Page 46 Performance monitoring 2 of 2 MONITORING TECHNIQUES Automated surveillance Direct observation Inspection of work Checklists Performance indices One-on-one reviews Follow-up conversations Reports Team meetings Presentations
  • 49. Page 47 Mistakes around accountability
  • 50. Page 48 Mistakes around accountability This too shall pass They know how I feel It will turn into an argument I made my expectations clear I’ll demotivate or lose them I’ll be seen as a micro-manager It’s easier if I just do it myself
  • 51. Page 49 Benefits in admitting weakness
  • 52. Page 50 Benefits in admitting weakness People hate to have their intelligence insulted People give sacrifices to deities but have dinner with effective leaders Asserting you are bulletproof smacks of hubris The “blame game” is despicable and doomed to failure If you assume 100% of the blame for an errant act, you take the wind out of potential critics’ sails
  • 53. Page 51 Case study C
  • 54. Page 52 Case study C
  • 55. Page 53 Case study D
  • 56. Page 54 Case study D
  • 57. Page 55 Conclusion & Questions
  • 58. Page 56 Conclusion Summary Questions