- measuing results and behavior- performance

PERFORMANCE PERFORMANCE MANAGEMENTMANAGEMENT

MEASURING RESULTS AND MEASURING RESULTS AND BEHAVIORSBEHAVIORS

PERFORMANCE PERFORMANCE MANAGEMENTMANAGEMENT

Performance Management Performance Management raises raises Awareness of the PressuresAwareness of the Pressures on the on the organization to Perform.organization to Perform.

Identifying and Establishing agreed Identifying and Establishing agreed Objectives to ensure that everyone Objectives to ensure that everyone is Aware of is Aware of what is Expected of themwhat is Expected of them and can and can relaterelate their own efforts to their own efforts to organizational performance.organizational performance.

MEASURING RESULTSMEASURING RESULTS

If one adopts a Results Approach If one adopts a Results Approach one needs to Ask the following one needs to Ask the following key Questions:key Questions:

1. KEY ACCOUNTABILITIES1. KEY ACCOUNTABILITIES

2. EXPECTED OBJECTIVES2. EXPECTED OBJECTIVES

3. PERFORMANCE STANDARDS3. PERFORMANCE STANDARDS


1. What are the different1. What are the different AREASAREAS in which the in which the individual is Expected individual is Expected toto Focus Efforts Focus Efforts ( KEY ( KEY ACCOUNTABILITIES)ACCOUNTABILITIES)


2.2. Within each Areas What are the Within each Areas What are the EXPECTED OBJECTIVESEXPECTED OBJECTIVES

3. How do we know 3. How do we know How wellHow well the the Results have been ACHIEVED? Results have been ACHIEVED? ( PERFORMANCE STANDARDS) ( PERFORMANCE STANDARDS)


1. KEY ACCOUNTABILITIES:1. KEY ACCOUNTABILITIES: These are the These are the broad Areas of a Jobbroad Areas of a Job for which the employee is for which the employee is Responsible for producing Results.Responsible for producing Results.

2. OBJECTIVES:2. OBJECTIVES: They are They are StatementsStatements of important of important and Measurable Outcomesand Measurable Outcomes


3. Performance Standards:3. Performance Standards: They are the They are the YARDSTICKSYARDSTICKS used to used to

Evaluate How well employees have Evaluate How well employees have Achieved each Objective.Achieved each Objective.

They provide They provide InformationInformation on on Acceptable and Measurable Acceptable and Measurable performance for example, performance for example, regarding regarding Quantity, Quantity, Cost, and Time.Quantity, Quantity, Cost, and Time.

MEASURING RESULTSMEASURING RESULTS: : 1.DETERMINING 1.DETERMINING

ACCOUNTABILITIESACCOUNTABILITIES

First Step to COLLECT the First Step to COLLECT the INFORMATION about the JOB.INFORMATION about the JOB.

-Primary source is Job Description-Primary source is Job Description

-The Tasks included in the JD can be -The Tasks included in the JD can be grouped into grouped into Clusters of tasksClusters of tasks basedbased on their degree of on their degree of Relatedness.Relatedness.


Each of these Each of these Clusters or Clusters or AccountabilitiesAccountabilities is a broad area of the is a broad area of the job for which the employee is job for which the employee is ResponsibleResponsible for producing Results. for producing Results.

Once the Accountabilities are Once the Accountabilities are Identified we then need to determine Identified we then need to determine their their degree of Importancedegree of Importance-Time spent, -Time spent, -If inadequately performed-If inadequately performed-If Significant consequence of error-If Significant consequence of error

MEASURING RESULTS: MEASURING RESULTS: 2.2. Determining ObjectivesDetermining ObjectivesObjectives help employees GUIDE Objectives help employees GUIDE

their EFFORTStheir EFFORTS Objectives must have the Objectives must have the

following CHARACTERISTICS:following CHARACTERISTICS:

SPECIFIC AND CLEAR;SPECIFIC AND CLEAR; ( Cut travel cost by 20%) ( Cut travel cost by 20%)

CHALLANGEABLE;CHALLANGEABLE; (must not be impossible, should (must not be impossible, should bebe reachable) reachable)

MEASURING RESULTS: MEASURING RESULTS: Determining ObjectivesDetermining Objectives

AGREED UPONAGREED UPON

SIGNIFICANTSIGNIFICANT

PRIORITIZEDPRIORITIZED

BOUND BY TIMEBOUND BY TIME

MEASURING RESULTS: MEASURING RESULTS: Determining ObjectivesDetermining Objectives

ACHIEVEABLE ACHIEVEABLE

FULLY COMMUNICATEDFULLY COMMUNICATED

FLEXIBLEFLEXIBLE

LIMITED IN NUMBERLIMITED IN NUMBER

MEASURING RESULTS: MEASURING RESULTS: 3.3. Determining Performance Determining Performance

StandardsStandards Performance Standards are Performance Standards are YARDSTICK YARDSTICK

designed to help people understand designed to help people understand to to what extentwhat extent the Objective has been the Objective has been Achieved.Achieved.

Standards can refer to various Standards can refer to various ASPECTSASPECTS of of a specific objective, including; a specific objective, including; QUALITY QUALITY QUANTITY QUANTITY TIME. TIME.Each of these can be considered CRITERIA Each of these can be considered CRITERIA to be Used in Judging the extent to which to be Used in Judging the extent to which an objective has been Achieved. an objective has been Achieved.

MEASURING RESULTS: MEASURING RESULTS: Determining Performance StandardsDetermining Performance Standards

QUALITY:QUALITY:HOW WELLHOW WELL the Objective has been the Objective has been Achieved.Achieved.

QUANTITY:QUANTITY:How muchHow much has been Produced. How has been Produced. How many, How Often, and at What Cost.many, How Often, and at What Cost.

TIME:TIME:How QuicklyHow Quickly, Due Dates, Acting , Due Dates, Acting upon the Schedules-Time table,upon the Schedules-Time table,

MEASURING RESULTS: MEASURING RESULTS: Determining Performance Determining Performance

StandardsStandards Standards must include anStandards must include an

-ACTION -ACTION -DESIRED RESULT -DESIRED RESULT -DUE DATE -DUE DATE -QUALITY or QUANTITY -QUALITY or QUANTITY INDICATOR INDICATORfor example;for example;Reduce OvertimeReduce Overtime from 150 from 150 hours/month to 50 hours/month hours/month to 50 hours/month by by December 1, 2009December 1, 2009 at a at a CostCost not not exceeding Rs.50,000.exceeding Rs.50,000.

Minimum PerformanceMinimum Performance Outstanding PerformanceOutstanding Performance


StandardsStandards Following are Characteristics that Following are Characteristics that

often determine whether one has a often determine whether one has a useful standard or not:useful standard or not:

1.1. Related to Job’s Related to Job’s Key ElementsKey Elements and and Tasks and not on Tasks and not on Individual TraitsIndividual Traits or or Person to Person Comparisons.Person to Person Comparisons.

2.2. ObservableObservable and Verifiable and Verifiable3.3. Taking into account the Taking into account the CostCost, ,

Accuracy, and Availability of Accuracy, and Availability of needed needed DataData


StandardsStandards

1.1. RelevantRelevant to the Job, to the to the Job, to the Achievement of the Mission and Achievement of the Mission and ObjectivesObjectives

2.2. Realistic and Realistic and AchievableAchievable

3.3. ReviewedReviewed Regularly Regularly

MEASURING BEHAVIORSMEASURING BEHAVIORS

It includes Assessment of Competencies.It includes Assessment of Competencies.

CompetenciesCompetencies are are MEASURABLE CLUSTERSMEASURABLE CLUSTERS of of Knowledge, Skills, and AbilitiesKnowledge, Skills, and Abilitiesthat are Critical in the Achievement that are Critical in the Achievement

of Results.of Results.Example: Example: Dependability, Communication,Dependability, Communication,Creative Thinking,Creative Thinking, and so on… and so on…


Types of CompetenciesTypes of Competencies1. DIFFERENTIATING1. DIFFERENTIATING

-They allow us to Distinguish-They allow us to Distinguish between Average and Superior between Average and Superior Performers. Performers.

2. THRESHOLD2. THRESHOLD -those competencies that Everyone -those competencies that Everyone Needs to Display to Do the Job to Needs to Display to Do the Job to a Minimally Adequate Standard. a Minimally Adequate Standard.


Competencies should be defined in Competencies should be defined in Behavioral TermsBehavioral Terms. Thus in order to . Thus in order to understand to what extent employee understand to what extent employee Possesses a competency the Possesses a competency the INDICATORS INDICATORS are measured.are measured.

Each INDICATOR is an Observable Each INDICATOR is an Observable Behavior, that if Behavior, that if Displayed shows that the Displayed shows that the competency is Presentcompetency is Present..


Thus we don’t Measure Behavior Thus we don’t Measure Behavior Directly Directly instead we measure Indicators that tell us instead we measure Indicators that tell us whether the Competency is present or whether the Competency is present or not.not.

A Competency can haveA Competency can have Several Several Indicators,Indicators, for example; for example; Competency -Competency -“Communication”“Communication”1. whether the teacher shows up in the1. whether the teacher shows up in the class on preestablished dates and class on preestablished dates and time.time.

2. whether the responses provided by2. whether the responses provided by him/her Addresses the questions of him/her Addresses the questions of students students


Competencies that define Good Competencies that define Good Leadership Leadership

1.1. Consideration:Consideration:The degree to which the leader The degree to which the leader Looks after the Wel-being of Looks after the Wel-being of his/her Followers.his/her Followers.

2.2. Initiating Structure:Initiating Structure:The degree to which the leader The degree to which the leader focuses on Task Responsibilitiesfocuses on Task Responsibilities


Competencies that define Good Competencies that define Good Leadership Leadership

Five Indicators of ConsiderationFive Indicators of Consideration

1. Supports Subordinates1. Supports Subordinates

2. Asks about wel-being2. Asks about wel-being 3. Gets to Know about Employees3. Gets to Know about Employees Personally Personally 4. Encourage Employees to reach their4. Encourage Employees to reach their Goals Goals5. Shows Respect for employees’ Work 5. Shows Respect for employees’ Work andand Home Lives. Home Lives.


DESCRIBING COMPETENCYDESCRIBING COMPETENCY

1.1. DefinitionDefinition

2.2. Description of Specific Behavioral Description of Specific Behavioral INDICATORS that can be observedINDICATORS that can be observed

3.3. What a Competency is NOT.What a Competency is NOT.

(Specific Behaviors)(Specific Behaviors)

4.4. Suggestions for Developing it Suggestions for Developing it

MEASURING BEHAVIORSMEASURING BEHAVIORS Competency: CONSIDERATIONCompetency: CONSIDERATION

1.1. Definition:Definition: The degree to which The degree to which leader shows Concern and leader shows Concern and Respect for the FollowersRespect for the Followers

2.2. INDICATORS or BEHAVIORSINDICATORS or BEHAVIORS that that can be observed when a leader is can be observed when a leader is exhibiting consideration.exhibiting consideration.i. i. iiiiiiiiiiivivvv


3. Leaders who do not show 3. Leaders who do not show considerationconsideration- may talk about Task Assignments- may talk about Task Assignments repeatedly repeatedly-no consideration of home lives of-no consideration of home lives of employees employees

4. How do leaders develop competency4. How do leaders develop competency

In contrast to the measurement of In contrast to the measurement of Results, the measurement of Results, the measurement of Competencies is JUDGEMENTAL.Competencies is JUDGEMENTAL.

- measuing results and behavior- performance

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