1309179564_presentation 2- performance management

7/28/2019 1309179564_Presentation 2- Performance Management

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MSc/ PG Diploma in Construction Management

Change Management and People Performance

By Professor Simon Burtonshaw-Gunn licensed under the Creative Commons Attribution Non-Commercial Share Alike License

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School of the Built Environment

MSc Construction Management

People Management in the Built Environment

Presentation 2: Performance Management

Professor Simon Burtonshaw-Gunn


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Performance Management and the organisation

Life cycle of People Management

Commitment strategies

Motivation

Strategic HR Planning

Performance Appraisal Process

Performance Management Cycle

Developing people training, coaching Grievance and Disciplinary process

Presentation content . . .Change and Performance Management


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MSc/ PG Diploma in Construction ManagementPerformance Management

Performance Management is . ..

a means of getting better results by understanding and managingperformance within an agreed framework of planned goals, standardsand competence requirements. It is a process to establish a sharedunderstanding about what is to be achieved, and an approach to

managing and developing people so that it will be achieved.

Michael Armstrong, Handbook of Management Practice


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Performance Management is controlling the individual employees andthat it is developed from the organisations business plan into individualperformance targets.

Internal

Environment

BusinessStrategy

External

Environment

HR

Strategy


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Corporate Strategy

Marketing Business Strategy

Product Strategy

Purchasing and

Supply

Quality

Design andprocess

engineeringManufacturing

HumanResources

Management

Finance

Corporate Strategy

Marketing Business Strategy

Product Strategy

Purchasing and

Supply

Quality

Design andprocess

engineeringManufacturing

HumanResources

Management

Finance

Relationship between external facing business strategies andinternally focused product strategy.

From The Essential Management Toolbox: Tools, Models and Notes for Managers and

Consultants. S. A. Burtonshaw-Gunn, 2008

Performance Management


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Another view . . .

Performance management is potentially the area of human resource

management which can make the most significant contribution toorganisational performance.

Performance management is a process which is based on a numberof activities; as such it is designed to improve strategic focus andorganisational effectiveness through continuously securing

improvements of individuals and teams.

From Philpott and Sheppard, Managing for improved performance, 1994


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Question . . . .

What do you think Performance Management involves ???


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Corporate objective setting

Performance assessment

Identification of potential

Training and career development

Succession Planning

Reward systems

It is likely to involve:


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Results discussedPerformancedetermined

TrainingCoaching

Agreeingobjectives

StrengthsAreas of development

Agree action plans

PerformanceManagement cycle

Ensure clarity on overall

goals

Make task lists

independently

Discuss and agree on a

mutually acceptable list

Clarify objective of each

task

Describe: Action - Result -Standards

Ensure understanding and

agreement


A typical process of performance management process is to . . . .


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The Life Cycle of People Management

HR Planning

Recruitment

and

Selection

Motivate

Control

and

Develop

Exit


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Commitment Strategies

Motivation

Leadership

Team development


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Motivation

The feeling of commitment to doingsomething well, and being prepared to putenergy and effort into it because ofpersonal interest

Motivated employees delight customers

and enhance creativity

See Motivation Theories handout


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See Exercises in Motivation

What affects Motivation?

Management style

Terms and Conditions Involvement

Job Content

Personal Development


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Strategic Human Resource Planning

The purpose

The process

getting the right people with the right skills at the righttime

forecasting needs

assessing current reality

gap management

Handout on Strategic HRM


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Recognition

Performance

monitoring

Objective

setting

Resources

Feedback

TheIndividual

Objective Setting

= Individual clear when to performand what is expected

= Performance targets, measures andstandards exists

= Identify which objectives areessential and which are desirable

= Objectives need to be Defined,agreed and written and be SMART

(See next slide)


A typical process of an appraisal systems is shown below . . . .


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SMART . . .

Specific clear about what is to be achieved

Measurable must state how success will be measured

Achievable

ideally wit the person who will carry out the objective,and with anyone who will be affected by the results

Realistic achievable within the constraints of the situation and in

alignment with other objectives

Time-bound a target set for achieving the objective

(Or SMARTT with the addition T for Traceable covering provision of

evidence that the objective has been completed)



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TheIndividual

The Individual

Capability to perform as desired- skills and knowledge

Willing to perform

Recognition

Performance

monitoring

Objective

setting

Resources

Feedback



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Resources

People

Equipment, materials

Information

Plans

Money

Recognition

Performance

monitoring

Objective

setting

Resources

Feedback

TheIndividual



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Feedback

Feedback

Relevant, immediate andfrequent

Constructive, balanced andspecific

Focused on critical successfactors of task behaviour

Recognition

Performance

monitoring

Objective

setting

Resources

TheIndividual



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Performance monitoring

Interim reviews of performance

Identify interim targets

Take action to remedy poorperformance as necessary

Recognition

Performance

monitoring

Objective

setting

Resources

Feedback

TheIndividual



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Recognition

Positive if performance is asexpected

Could be linked to performancerelated pay or bonus

If performance is not up tostandard identify problem andcommunicate need forimprovement

Recognition

Performance

monitoring

Objective

setting

Resources

Feedback

TheIndividual



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Does your company undertake annual staff appraisals?

Why?

How?

Does it do it well?

Could it do it better?


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MSc/ PG Diploma in Construction ManagementPerformance Management Cycle

Standards of performance Assessing current / future needsSetting / agreeing objectives Skills

KnowledgeAttitudes (behaviours)

Formal assessment Specific Issues Interim reviewsPast performance e.g. shortfall in performance Informal discussionsFuture objectives developing performance Feedback

PERFORMANCE

PLANNING

PERFORMANCE

DEVELOPMENT

PERFORMANCE

REVIEWPERFORMANCECOACHING

PERFORMANCE

APPRAISAL


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Please discuss . . .

the advantages to employees of introducing such a system

the disadvantages to the individual of not having an appraisalsystem

the disadvantages to the company of not having an appraisalsystem


See Performance Appraisal Handout


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Wider view of Performance Management:

To provide a fully effective job performance, people need to beeffective in three areas:

Knowledge (What we know), Skills (What we can do) and Competencies (How we go about it).

These three areas can be applied to a number of competencies within

an organization such as customer focus, teamworking, innovation andproblem solving, communications etc. These competencies are linkedinto individual performance as shown next:



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Career PlanningPerformance Competencies

TrainingRecruitment

Promotion

Succession Planning

PerformanceManagement

DevelopmentIndividual andTeam

Reward andRecognition

Retirement

Redeployment

Resignation



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Developing People

Training input of knowledge

Coaching job performance dialogue

Mentoring life / career planning


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Training Options

Public programmes

On the job

In house customised

Supported individual learning distance learning

supported learning


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Coaching Coactive Coaching

Both parties as active collaborators in the coaching process

Coachee resourceful and capable of finding answers

Agenda comes from coachee and is key focus of relationship Coaching addresses coachee as a whole person

Coaching relationship is a designed alliance

Focus is on specific coaching skills and techniques rather than content orstructure of a coaching session


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Objectives Values

PerformanceIndicators and

Standards

Critical SuccessFactors

Succession

Planning

Identification of

personnel

Better Performance

Strategies

Mission

Total RewardSystem

PerformanceImprovementProgrammes

Performance

Review

Linking Strategies withPerformance . . .

From Lawrie Philpott andLouise Shepherd inStrategies for HumanResource Management,Michael Armstrong (Ed),1992. Kogan Page Limited


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The leadership task as part of Performance Management involvesundertaking three inter-related activities, in John Adair's Action-Centred Leadership model this is represented by three circlesrepresenting Adair's identified three core management responsibilities:

achieving the task;

building and managing the team or group

and finally,

managing the work and development of individuals.


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Task

Performance management is not just about the individual - its aboutcreating and managing the balance

Individual

Team

Maximizing the overlap between these increases leadership efficiencyand performance.


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Whilst the team leader will have to assign tasks, build the team andplay a role in the development of staff . . . .

Task

Individual

Team


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Any examples . . .

It should also be noted that high-performing teams exhibit the sameregard for task, team-working and self and group developmentopportunities.


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One example . . .


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What happens if it all goes wrong??

A look at Discipline and Grievance Procedures


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Discipline

Have a procedure

Apply it systematically

Be consistent

Beware the law


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Grievance Procedures

STEP ONE

Employee informs employer of grievance in writing

STEP TWOEmployer invites employee to discuss grievance

Notifies employee of decision and right to appeal

STEP THREE

Employee informs employer that wishes to appealEmployer invites to meeting informs employee of final decision

See Handout: ACAS Disciplinary and Grievance Procedures and Disciplinary Actions Exercise


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High Performance through teams


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Where Performance means:

Achieving business targets+

(Achieving individual objectives

+

Using appropriate behaviours)


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+


What is the most important part of this statement?


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+


Here is a clue


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School of the Built Environment

MSc Construction ManagementPeople Management in the Built Environment


Professor Simon Burtonshaw-Gunn

1309179564_presentation 2- performance management

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