2. Performance Management Defined
• A process to ensure that goals are consistently
being met in an effective and efficient manner.
• Performance management looks at:
– Job descriptions
– Standards, dimensions, measurements
– Performance expectations
– Frequent and ongoing dialogue
– Process to monitor and evaluate
– Appraisal forms and interviews
4. Purpose of Performance Development
• Alignment of individual performance objectives with
corporate objectives
• Increased communication between Manager and
Employee on performance
• Employee awareness of strengths and areas for
improvement
5. Purpose of Performance Development
• Fair and consistent process
• Improved individual performance
• Consistently strong individual and team performance
• Identifies further areas for talent development and
informs succession planning (ensuring a talent pool
within Metroland to avoid skills shortages)
6. The Problem with Most PM Systems
Doesn’t Meet Meets Exceeds
Everyone’s doing good or great!
7. Shortcomings of Traditional Approach
• 85 to 95 percent of employees are rated at or above average
• No link to tools to remediate poor performance
• Managers are not good at giving critical feedback
• Managers inflate their ratings & hold back negative
opinions
8. Survey Says….
% of employees who feel good feedback & coaching
are very important to their development: 73%
% of employees who say their company provides
good feedback & coaching: 31%
% of Managers satisfied with their company’s
Performance management process: 5%
Source: Anderson Human Capital Group; Murphy, D., “Pool Your Talent;
Corporate Leadership Council
9. Why This Approach to Performance
Management?
• Achieve organizational outcomes with regard to
products, services and profitability
• Increase employee engagement by clearly articulating
organizational goals and setting realistic performance
expectations
• Foster a culture of continuous improvement
• Create a reputation for personal and career development
