Getting Knowledge & Sharing Knowledge

1. Performance Management
& Development
Day 5
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2. What were the most important
ideas/points discussed in Day 4?
Recap / Day 4
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3. DAY 5:
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Performance Management & Development
 Linking performance management with changing factors and circumstances.
 Identifying individual SWOT points i.e. Strengths, Weaknesses, Opportunities and Threats.
 Setting a personal development plan and seeking professional development.
 Identifying the main challenges faced and seeking constructive feedback.
 Coping with various changes and achieving better results and outcomes.
 Concluding points, wrap up, and course evaluation.

4. Key PM Questions
1. Why managing employee performance?
2. What criteria shall we consider for effective performance management?
3. How to develop employee performance in the workplace?
4. Who is involved in monitoring employee performance?
5. When to manage organizational and employee performance?
6. How to assess performance results and outcomes?
7. Why to communicate performance results and outcomes?
DISCUSSION
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5. Performance Management
is the means
through which
managers ensure that
employees' activities and outputs
are congruent with
the organization's goals.
1.Defining Performance Management (1 of 4)
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6. Management = getting work done through others!
Manager’s performance
is only as good as
his/her employees’ performance.
Manager’s Skills = POSDCORB
Organizational system
focusing on employee performance
consistently applied throughout organization
with a supporting structure and culture!
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1.Defining Performance Management (2 of 4)

7.  Performance management is the means through which managers and supervisors
ensure that employees' activities and outputs are congruent with company goals.
 Performance development is the process through which superiors aim to develop
employee skills and behavioral manners to achieve the desired goals.
 Performance appraisal is the process through which an organization gets information
on how well an employee is doing his or her job.
 Performance feedback is the process of providing employees information regarding
their performance effectiveness.
1.Defining Performance Management (3 of 4)
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8. Ensuring appropriate performance by all employees through:
‐ Reinforcement
‐ Reward
‐ Coaching
‐ Training
‐ Development
While using a consistent feedback system.
1.Defining Performance Management (4 of 4)
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9. GROUP ACTIVITY
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State the differences between performance management and development?
Performance Management: Performance Development:
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10. 2.Principles of Performance Management
Supports business‐oriented strategy
Communicates organizational mission
Enables employees to manage own performance
Fulfills responsibilities to organizational members
Manages expectations (clarifies roles and responsibilities)
Creates partnership between management and employee
Emphasizes importance of measurement, feedback, and reinforcement
Empowers employee
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11.  It is a shared commitment to achieve performance success.
 It balances autonomy & accountability at the individual and organizational levels.
 It highlights effective people’s roles and continuous learning.
To be able to reach the afore‐mentioned points, you need to:
 Communicate needs / objectives to employees
 Clarify roles and contributions to business
 Determine pay levels and pay actions
 Identify incentive awards
 Facilitate career planning and development
 Think about staff retention
 Ease promotional decisions
3.Performance Management Characteristics
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12. 4.Approaches to Staff Development
Formal Education
Assessment
Job Experiences
Interpersonal
Relationships
Counseling
e.g.
e.g.
e.g.
e.g.
e.g.
Coaching
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e.g.

13. 4a. Setting a Personal Development Plan
List 5 Main Skills You Need to Develop:
Main Areas (What?)
1.
2.
3.
4.
5.
Means/Ways To Pursue Them (How?) Time (When?)
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14. Try to identify your SWOT areas and tell us more about each one of them.
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4b. Determining Individual SWOT Points
Strengths What are your strong points? How do you benefit from them?
Weaknesses What are your weak points? How are they causing you some problems?
Opportunities What opportunities give you better status or feeling?
Threats What are the major obstacles faced? What are their impact on you?

15. 5.Measuring Organization Performance
The Balanced Scorecard (BSC) is a strategic management system that
provides the tools needed by organizations to articulate and communicate
their objectives and priorities in a simple and effective way.
With the BSC, organizations can translate their “Mission & Vision” into
“day‐to‐day activities” that employees, at all levels, can identify with.
According to Norton & Kaplan, BSC has a clear strategy
that motivates and measures organizational
performance based on FOUR perspectives:
1. Financial
2. Customer
3. Internal Business processes
4. Learning and growth
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16. Example of Balanced Scorecard
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17. 6.Components of Balanced Scorecard (1 of 2)
1. Financial:
Here are some examples to illustrate this point:
‐ To succeed financially, how should we appear to our shareholders?
‐ To review our company performance, how are profits are measured over time?
‐ To company our past and current financial status, what are the systems used?
‐ To ensure company’s growth, how much money are we investing and spending?
‐ To control our financial budget, how well do we meet stakeholders’ expectations?
2. Customers:
To achieve our vision and mission:
‐ How should we appear to our customers first?
‐ How to we measure customer satisfaction, customer retention, new customer
acquisition, customer profitability, and market and account share in targeted segments?
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18. 3. Internal Business Processes:
To satisfy our shareholders and customers:
- What business processes must we excel at?
‐ What critical business processes and measures will help us succeed to meet new
business requirements.
‐ What measures should we focus on to exceed customer satisfaction and achieve
the organization’s financial objectives.
4. Learning and Growth:
To align employee goals with organization targets and new business requirements:
‐ How can we improve employee ability to change?
‐ How can to ensure continual growth and professional development?
‐ How can we promote learning and introduce the concept of learning organization?
‐ How can we fill the the gap between the existing capabilities of people, systems and
procedures and what will be required to be done in order to achieve strategic goals?
6.Components of Balanced Scorecard (2 of 2)
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19. 7.Identifying the Challenges Faced in PM (1 of 2)
A successful Balanced Scorecard
program starts with recognition
that is not a “metrics” project but
rather it is a “change” process.
Leaders’ Roles
1. Creating the climate for change:
‐ Study the area for change
‐ Show and communicate the need for change
2. Forming the Executive team
‐ Identifying leaders’ roles and responsibilities
3. Reviewing the mission and business strategy
‐ BSC as a “Visioning process”
‐ BSC as a “tool and business measurement”
4. Developing Team Accountability
‐ Accountability across all functions/positions
5. Changing the Culture
‐ Highlighting the benefits and results of change
‐ Improving the environment status
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20. Creating value from tangible and intangible assets
Training
Information
Technology
Quality
Service
Customer
Confidence
Customer
Retention
Revenue
7.Identifying the Challenges Faced in PM (2 of 2)
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21. 8.Organizational Performance
We believe that organizational performance is an aggregate of Individuals’ performance.
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22. 8a. Step One: Performance Planning
 Planning is the process of establishing clear expectations.
 All business activities are supposed to be planned to serve the vision of the board.
 Performance, as well, needs to follow the same cycle of planning (PDCA) to enable:
a. Plan and set SMARTER goals
b. Do and implement the plan
c. Check and assess results and outcomes
d. Act and take corrective actions to put things in the right perspective
 This is intended to check, monitor, coach, review and enhance performance.
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23. 8b. Step Two: Performance Coaching (1 of 5)
Defining Coaching:
 Coaching is “A professional development delivery service that improves
performance.”
 Coaching is a professional development which begins with reading‐specific training
that focuses on theory and instructional practice.
 Coaching extends this training by providing on‐site support and guidance for people.
 Coaches work collaboratively with employees to set professional goals for
developing, extending, and improving effective research‐based instructional skills,
strategies, practices, and performance.
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24. Coaching relationship:
A partnership between coach and an employee in order to strengthen and expand
the employee’s skills in specific areas of job performance.
Trust relationships:
When we work in a climate of trust, we know that we can predict the positive
actions and attitude of another person. We know that he/she cares about us and
support our efforts and future endeavors.
Feedback:
Positive recognition of a job well done or the constructive criticism of a skill or task
which requires some good improvement.
8b. Step Two: Performance Coaching (2 of 5)
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25. How can we select coaches? Coaches Make a Difference!
An effective coach will:
 Establish a trusting relationship with employees.
 Listen more than talk and speak directly and are straightforward.
 Value continuous learning and professional development.
 Recognize their own limitations. Admit own mistakes!
 Make always good efforts. Confront the issue, not the person.
 Help others work on one skill at a time.
 Use common courtesies (please, thank you).
 Offer chances to take risks.
 Plan social events with co‐workers.
 Remain curious and are accountable for results.
 Meet others where they are and help them move forward.
 Keep an optimistic and positive attitude about people.
 Demonstrate friendly, positive and upbeat behaviors to others.
Coaches Make a Difference!
8b. Step Two: Performance Coaching (3 of 5)
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26. Creating a Coaching Plan
As a coach create a coaching plan for an employee with whom you work.
* Determine the employee's strengths and weaknesses:
- List job competencies, behaviors, or skills most important to success.
- Compare the individual's observable performance with the desired behaviors.
- List future skills that may be needed.
* Invite the individual to self‐assess according to competencies.
* Discuss the plans for improvement or growth.
* Identify the best situation for new learning to take place.
* Choose the best times for coach to observe new behaviors.
* Observe the employee and note what is effective and ineffective.
* Provide direct feedback with examples and describe replacement behaviors.
* Show respect for the individual
* Recognize improvement through feedback and performance.
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8b. Step Two: Performance Coaching (4 of 5)

27. Feedback with Meaning
 Explain the purpose of coaching.
 Be trustworthy (have integrity) so you can build trusting relationships.
 Listen to understand, not to judge.
 Share information.
 Be yourself. Let others know who you really are.
 Respect and maintain confidentiality.
 Use feedback as information, not as a tool for judgment.
 Be willing to give feedback.
 Offer feedback quickly.
 Operate from a belief that encourages taking risks.
 Describe the behavior, such as producing a certain quantity of work in a set time.
 Explain the impact of people behavior on the job/the organization/or team.
 Be clear in communicating what is effective or successful so it will continue.
 Give recognition for positive behavior/outcomes.
8b. Step Two: Performance Coaching (5 of 5)
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28. 8c. Step Three: Performance Review (1 of 4)
Employees are expected to:
 Acquire new skills and knowledge
 Apply them on the job
 Share this information with other employees
 Benefit from other people’s experience
 Improve performance, increase productivity and achieve goals
Managers take an active role to:
 Identify training needs
 Help to ensure that employees use training in their work
 Coach employees to improve performance
 Correct employees’ mistakes not punishing them for lifetime
 Review employee performance, results and outcomes
 Others?
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29. Approaches to Performance Review:
Conducting
Effective
Meetings
Assessment
Appraisal
Sharing Job
Experiences
Counseling
Developing
Coaching
Reviewing
Work
Progress
8c. Step Three: Performance Review (2 of 4)
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30. Reviewing Staff Achievements
a. Efficiency of work completed
b. Quality of work accomplished
c. Accuracy of reports generated
d. Professionalism in delivering the output
e. Organization of ideas and data analysis
f. Teamwork and cooperation with staff members
g. Degree of responsibility and accountability
h. Communication with clients and colleagues
i. Utilization of resources
✓
X
X
X
X
X
✓
✓
✓
8c. Step Three: Performance Review (3 of 4)
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31. A 360‐degree appraisal feedback is the systematic collection and feedback of
performance data on an individual or group, derived from a number of stakeholders.”:
Boss, Staff, Peers, Teams & Customers
Boss
YOU
Manager Peers
Teams Customers
8c. Step Three: Performance Review (4 of 4)
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32. What Employees Say About YOU?
Qualified
Active socially
Hard worker
Achiever
Balanced
Logical
Expresser
Leader
Efficient
Open‐minded
Has positive attitude
Work SMART
friendly
Helpful
Loyal and faithful
Responsible
Unprofessional
Loud and aggressive
Lazy
Unfriendly
Good decision maker
Unproductive
Secretive
Manager
Unapproachable
Helpful
Ego centric
Careless
Supporter
Selfish
Efficient
Others?
DISCUSSION
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33. 9.The +/- Effects of Performance Management
Positive Effects: If done well, it can:
‐ help staff improve their performance and productivity.
‐ help staff improve their pay and chances for promotions.
‐ foster communication between managers and staff.
‐ increase employee and organizational effectiveness.
‐ others?
Negative Effects: If done poorly, it can:
‐ cause resentment.
‐ reduce motivation.
‐ diminish performance and productivity.
‐ decrease commitment and loyalty.
‐ expose the organization to legal action.
‐ affect employee morale and attitude.
‐ others?
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34. In conclusion, performance management:
‐ must be based on fact, data and logic
‐ focus on observable performance
‐ must be GOAL and RESULT oriented
‐ should be required and formalized
‐ should be consistent and continuous
‐ value feedback reinforcement
‐ facilitate communication
‐ reduce problems and conflict
‐ deal with issues constructively
‐ promote personal and professional development
‐ others?
10.Tips About Performance Management
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35. 11.Conclusion
 Was the training program beneficial?
 Did we meet your expectations?
 Will you recommend the program to your colleagues?
 Any comments?
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36. Many thanks for your
attendance & participation!
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