2 - performance management process

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Performance Management - Toima

PERFORMANCEMANAGEMENT PROCESS


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Performance Management Process


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Prerequisites

Knowledge of the organization mission andstrategic goals

Strategic planning; only once the mission andvision is established

Knowledge of the job in question; mostly throughthe Job Analysis Determining the key components of a job including

the activities; tasks; products; services; processes

Information regarding the KSA

Development of Job Description


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How job Analysis is Done

Analysis or Data is collected from the job

incumbents through Observations

Off the shelf questionnaires

Interviews

What if the incumbent is not present???


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Once the Job Analysis is done it is reviewed by theIncumbent to rate each task in terms of Frequency &Criticality

As some tasks may be done a number of times but mightnot be critical but on the other hand, some tasks may bedone with less frequency but they might be very critical.


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Job Description

JD is the prerequisite for any PerformanceManagement system as it provides

Criteria Yardstick leading to

How to perform What outcomes should result from Performance

What quality/ Quantity of work required

Cost and Time effectiveness


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Performance Planning

Consideration of both results and behaviors as wellas the developmental plans

Results

What needs to be done or what outcomes an employeemust produce

Behaviors

Determination of KSA as they are important indetermining how the results will be achieved

Contd



Performance Planning

Development Plans

Before the review cycle starts it is important for theappraisee and the appraiser to agree upon thedevelopment plans

Identifying the areas that need improvement

Setting goals to be achieved in each area



Performance & Developmental Planning

The purpose of Performance and Developmental planning is

Make performance expectations explicitTie individual performance to organization and department business plans

Identify measurement or evaluation criteria for performanceIdentify gaps in knowledge or skills required to achieve expectationsDescribe specific development activitiesFoster communication between manager and employee

1-2-3 performance planning4-5 development planning6- for all stages of performance management



Development Planning focuses on

On the job trainingSpecial Projects and assignmentsCross Training or rotation to other jobsSelf studyTraining (internal and external)MentoringAttendance at conferences; seminars and workshopsReading materialMembership in professional organizations or associations



When the Performance and Development

Planning should be doneAt the start of each performance and development reviewcycle

When new employee is hired and the organization wants toestablish clear performance goals and objectivesWhen an employee is transferred to your department andneeds expectations to be clarifiesAfter companywide, division or department business plansare completed or revised



Role requirements defined in the form ofkey result areas

Objectives & standards of performance the result to be achieved,defined in terms of targets & standards

Capability profile knowledge, skills and capabilities required tocarry out the role effectively including hard skills (technical orfunctional knowledge), soft skills (behavioral skills)

Performance measures & indicators to assess the extent to which

objectives& standards of performance have been achieved Corporate core values or requirements performance agreement may

also refer to the core values of the organization for quality, customerservice, teamwork, employee respect etc. and certain operationalrequirements like health & safety, budgetary control, security etc.

PERFORMANCE AGREEMENT



Performance AgreementVariations in focus and content of performance agreement

Senior Managers : definition of KRAs (key result areas).Emphasis, largely on objectives in the form of quantifiedtargets & less prominence given to capabilities

Managers/team Leaders: definition of KRAs. Achievementof quantitative targets is still important but more emphasison competence requirements

Administrative/clerical: focuses on the definition of main

tasks and key activities inline with standards and less focuson competence requirement

Sales staff: performance is usually measured against salestargets, but competence requirements are equally

important



Defining the work to be done

1. Overall purpose of the role

The agreement should generally state:

what the role exists for

how it contributes to the achievement of theobjectives of the team or department andultimately, the objectives of the organization

Contd..)



Defining the work to be done2. Key Result Areas (KRAs)

Describes what role holders are expected to achieve theiraccountabilities

can be quantified as targets or

expressed in the form of projects to be accomplished

Some KRAs may not be quantified but can be measuredin terms of levels of performance or observableoutcomes

Contd..




Some examples of KRAs:

Preparing marketing plans that support theachievement of corporate targets for profits and salesrevenue

Control manufacturing operations to achieve output

targets, quality specs and delivery to timerequirements within cost budgets

Plan and provide training programs that meet definedneeds

Contd..




3. Main Tasks

The term main tasks is often used as asynonym for KRA but they are actually the dayto day tasks to achieve KRAs. Some examplesare:

Maintain stock records

Reply to customer account enquiry

Updating employee status database



Preparing & recording the plans

periodical review meetings

recording through documentation andcontinuous monitoring

informal reviews for monitoring the plans

formal discussions if changes (if deemnecessary) are to be made



Evaluating the performance planning Plans should be based on an analysis of past performance

and an assessment of future demands

Managers encourage individuals to formulate theirperformance improvement and personal developmentplans

Plans are agreed jointly by the managers and individuals

Plans set out clear objectives to be achieved Plans indicate the success criteria

Employee should be empowered to implement the plan

Managers should support the individuals through coaching

& counseling



Performance Execution

At the performance execution stage followingfactors must be considered

Commitment to goal achievement

Ongoing performance feedback & coaching

Communication with the supervisor

Collecting & Sharing performance data Preparing for performance reviews



Employee Participation

The degree of employees acceptance of anobjectives is a function of:

Their level of participation in setting objectives

The extent to which they perceive that the final

objectives are attainable



Observation & documentation

Update

Feedback

Resources

Reinforcement

Managers Perspective


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Reinforcement

Employee behavior is strongly influenced by theconsequences of that behavior

Positive behavior that is inspired and reinforced is

more likely to reoccur Reinforce approximations of the final desired

behavior or result of that behavior


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Relationship of Reinforcement to Objective

Setting

The motivational impact of objectives comes fromemployees anticipation that they will bereinforced for attaining an objective


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Self-fulfilling Prophecy

Objective attainment itself is reinforcing since itenhances an employees sense of accomplishmentand self-worth

If the objective is too difficult, employees will not

try to attain it or they will become frustrated withtrying to attain it and stop trying


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Performance Assessment

Defining the Purpose

Determining which concepts, knowledge, and/orskills should be assessed. The assessor needs to knowwhat type of decisions will be made with theinformation gathered from the assessment.

What important cognitive skills or attributes do I wantmy staff to develop?

e.g., communicate effectively in writing, employ the toolsassigned to solve issues and come up with the solutions


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Defining the Purpose What social and affective skills or attributes do I want my

staff to develop? (e.g.work independently, appreciate individual differences)

What skills do I want my Staff to develop? e.g., reflect on the writing process, self-monitor progress while

working on an independent project

What types of problems do I want them to be able to solve? e.g., perform research, predict consequences

What concepts and principles do I want them to be able toapply? e.g., understand cause-and-effect relationships, how to achieve

the assigned targets



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Identifying the Task The next step in the development of a performance

assessment is to study the performance activity.

Factors, including available resources, timeconstraints, and the amount of data required to makean adequate evaluation of the employeesperformance.


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Identifying the Tasks Recommendations

The selected task should reflect a valued activity (i.e., a SmartObjective Assigned).

The completion of performance assessments should provide a valuable

results The statement of goals and objectives should be clearly aligned with

the measurable outcomes of the performance activity. The elements ofthe activity must correspond with the objectives that were specified inthe first step (i.e., defining the purpose).

The task should not examine extraneous or unintended variables. Staffshould not be required to possess knowledge that is not relevant to thetasks purpose in order to complete the task.

Performance assessments should be fair and free from bias. Tasks thatgive some staff an unfair advantage over others should not be selected.



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Developing the Scoring Criteria The criteria set forth should be clearly aligned with the

requirements of the task and the stated goals andobjectives.

The criteria set forth in should be expressed in terms of

observable behaviors or product characteristics. Scoring should be written in specific and clear language

that the staff understand. The number of points that are used in the scoring should

make sense. The separation between score levels should be clear. The statement of the criteria should be fair and free from

bias.



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Performance Review

It involves meeting between the employee and themanager to review the assessment.

An open discussion is required for all such

meetings


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Performance Review

Recommendations for conducting productiveperformance reviews

Identify what the employee has done well and poorlyby citing specific positive and negative behaviors

Solicit feedback from your employee about thebehavior, listen to him/her as well

Discuss the implication of changing or not changing

behavior


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Performance Review

Recommendations for conducting productiveperformance reviews

Detailed discussion that how past performanceproblems can be overcome by using and enhancingthe existing skills

Agree on action plan

Set up the meeting for follow up


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Performance Review& Recontracting

This phase uses the insights and information

gained from the other phases.

2 - performance management process

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