SESSION ONE

PERFORMANCE

MANAGEMENT

& APPRAISALS

Performance Management

It is a process that allows you to plan performance, manage performance and review performance

Performance Management

Planning PerformanceMeans Establishing key objectives for each individual to reflect priorities & budgets.

Performance Management

Managing PerformanceIs about managing for success from day-to-day and involves you in:Monitoring and evaluating progressClarifying changes in expectationsFinding ways to overcome obstacles

Performance Management

Reviewing PerformanceIs an assessment at achievement in terms of key objectives and whole job performance

Performance Management Cycle

Performance

planning

managing

Rev

iew

ing

The Basic Principles of Performance Management

The aim of the Performance Management is to: Provide greater clarity about WHAT is required in

a job and HOW it should be done Further develop two-way communication between

YOU the manager and your staff Introduce (and support) a greater focus on

identifying and planning Development needs Offer structure for on-going feedback, i.e. it is not

must to be seen as a ‘once a year’ task

How will managing performance help ?

It will ensure that we are Making the most of everyone’s skills and

maximizing individual potential Developing the skills, knowledge and

behavior we need Recognizing and rewarding those factors

that lead to excellent performance

Exercise: How do we manage performance at my workplace

In small groups, consider How do we manage performance throughout the

year where I work? What processes are there to:

Plan i.e. set objectives or targets Coach people to help them perform well Review and appraise their performance

What is the most time spent on- Planning, Coaching or Reviewing?

Are there any areas neglected and what is the impact of this?

Performance management Systems

The PurposesFeedback – let employees know

how well they have done Development – Work with employees to improveDocumentation – to meet legal requirements

Difficulties in Performance Management

Focus on the individual

Focus on the Process

Performance Appraisal

IntroductionThe Performance Appraisal is a formal process by which each employee's performance is evaluated

The process should be based on job analysis and includes decisions about who should evaluate performance

Performance Appraisal

The Linkage to MotivationEmployees are motivated by the linkages they perceive between their efforts and performance and between their performance and rewards

Performance appraisals can increase employee confidence when employees receive feedback that their efforts are paying off

Effectively Evaluating Employees

Prepare for and schedule the appraisal in advanceCreate a supportive environment to put employees at easeDescribe the purpose of the appraisals to employeesInvolve employees to the appraisals discussion including a self-evaluation

Effectively Evaluating Employees

Focus discussion on work behaviours not the employeesSupport your evaluation with specific examplesGive both positive & negative feedbackEnsure employees understand what was discussed in the appraisalsGenerate a development plan

Performance Appraisals

HRM practices must be bias free, objective and job-related

Valid performance appraisals are conducted at established intervals and are done by trained appraisers

The Appraisals Process

A- Establishment of performance standards

1. Derived from company strategy2. Based on job description

B- Communication of expectations to employees

The Appraisals Process

C- Measurement of performance using information from1. Personal Observation2. Statistical reports3. Oral reports4. Written reports

The Appraisals Process

D- Comparison of actual performance with standards

E- Discussion of appraisals with employee

F- Initiative of corrective action where necessary

1. Immediate action deals with symptoms2. Basic corrective action deals with

causes

Creating More Effective Performance Management

1. Use behavior-based measures2. Combine absolute and relative

standards3. Provide ongoing feedback4. Have multiple raters5. Rate selectively6. Train appraisers

International Performance Appraisals

1. Who perform the appraisals2. Quantitative measures may be

misleading3. Which evaluation format will be

used

How to Conduct an Effective Performance Appraisal

Step 1: Setting the sceneStep 2: Review progress on agreed job objectives and development at any technical skillsStep 3: Review Demonstrations of behaviourStep 4 : Work towards reducing gaps

How to Conduct an Effective Performance Appraisal

Step 5: Agree on overall performance ratingStep 6: Start agreeing goal statement for the forthcoming yearStep 7: Start action planning for developmentStep 8: Agree on next step

Case Study

Performance Appraisal Form

SESSION TWO

GATHERING SUPPROTING

DATA

Emotional Responses to Data

Denial – “This can’t be true; I don’t believe it”

Anger – “How can you say this to me?”; Withdrawal – from the situation Acceptance – “I can understand this

now; I see how this could have been perceived in that way”

Using Data/Evidence to support Staff Development

What factors could get in the way of obtaining objective data?

What are the things that affect us from making objective or fair judgments about people?

Exercise: Increasing my self-awareness and objectivity

Which BIASES do I think I am most susceptible to?

Which ones I would like to seek FEEDBACK on?

What ACTION will I take as a result?

SESSION THREE

SMART OBJECTIVES

Objective Setting

Objective Setting is concerned with converting thinking and planning about where the department or organization is going into what individuals must do to help it get there

What are Objectives ?

Typically, key responsibilities broken down into tasks

Key activities or projects the individual needs to achieve over a period of time

They focus on both development and/or improvement

An employee would typically have 3-4 focused on performance and one on something developmental

Objective Setting

Consider your own experiences: What are the factors that contributed

to effective and less effective objectives ?

Objectives Should Be

S Specific M Measurable A Achievable R Relevant T Time-bound

SMART Objectives

For each of the following objectives, determine whether they are ‘SMART’ or not Learn how to use a PC Introduce a performance management system

by November Introduce quick wins to motivate staff Give more feedback to staff on a regular basis

When setting Objectives consider:

Outputs – what will it look like when successful ? Who else is involved ? The individual’s unique contribution Timescales Constraints (i.e. things that may be obstacles) Factors that are outside the individuals control The standards to be achieved How you will measure success / gather feedback

Introduction to Action Plan

Now write your ideal state as a goal What action steps do you need to take to

reach your goal? Is the goal SMART? If you answered ‘No’ to

any of the above goal characteristics, revise your goal accordingly