ep performance management

8/11/2019 Ep Performance Management

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PerformanceManagement

Training

Manua

CorporateTrainingMaterials


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TABLEOFCONTENTS

ModuleOne:

Getting

Started

...............................................................................................................

4

WorkshopObjectives................................................................................................................................ 4

ModuleTwo:TheBasics(I)..................................................................................................................5

WhatisPerformanceManagement?....................................................................................................... 5

HowDoesPerformanceManagementWork?.......................................................................................... 5

Tools.......................................................................................................................................................... 6

CaseStudy

.................................................................................................................................................

7

ModuleTwo:ReviewQuestions................................................................................................................ 9

ModuleThree:TheBasics(II).............................................................................................................11

ThreePhaseProcess............................................................................................................................... 11

Assessments............................................................................................................................................ 12

PerformanceReviews............................................................................................................................. 12

Case

Study

...............................................................................................................................................

13

ModuleThree:ReviewQuestions........................................................................................................... 14

ModuleFour: GoalSetting................................................................................................................16

SMARTGoalSetting................................................................................................................................ 16

SpecificGoals.......................................................................................................................................... 17

MeasureableGoals................................................................................................................................. 17

AttainableGoals..................................................................................................................................... 17

RealisticGoals......................................................................................................................................... 18

TimelyGoals........................................................................................................................................... 18

MonitoringResults.................................................................................................................................. 18

CaseStudy............................................................................................................................................... 19


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ModuleFour:ReviewQuestions............................................................................................................. 20

ModuleFive: EstablishingPerformanceGoals...................................................................................23

StrategicPlanning................................................................................................................................... 23

JobAnalysis

.............................................................................................................................................

24

SettingGoals........................................................................................................................................... 24

Motivation.............................................................................................................................................. 25

CaseStudy............................................................................................................................................... 25

ModuleFive:ReviewQuestions.............................................................................................................. 26

ModuleSix:360DegreeFeedback......................................................................................................28

Whatis

360

Degree

Feedback?

..............................................................................................................

28

Vs.TraditionalPerformanceReviews..................................................................................................... 28

TheComponents..................................................................................................................................... 29

CaseStudy............................................................................................................................................... 29

ModuleSix:ReviewQuestions................................................................................................................ 30

ModuleSeven:CompetencyAssessments..........................................................................................32

Competency

Assessment

Defined

...........................................................................................................

32

Implementation...................................................................................................................................... 33

FinalDestination..................................................................................................................................... 33

CaseStudy............................................................................................................................................... 33

ModuleSeven:ReviewQuestions........................................................................................................... 34

ModuleEight:Kolb'sLearningCycle...................................................................................................36

Experience............................................................................................................................................... 36

Observation............................................................................................................................................ 36

Conceptualization................................................................................................................................... 37

Experimentation..................................................................................................................................... 37

CaseStudy............................................................................................................................................... 37


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ModuleEight:ReviewQuestions............................................................................................................ 38

ModuleNine: Motivation..................................................................................................................40

KeyFactors.............................................................................................................................................. 40

TheMotivation

Organization..................................................................................................................

41

IdentifyingPersonalMotivators............................................................................................................. 41

EvaluatingandAdapting........................................................................................................................ 41

CaseStudy............................................................................................................................................... 42

ModuleNine:ReviewQuestions............................................................................................................. 43

ModuleTen:ThePerformanceJournal...............................................................................................45

RecordGoals

and

Accomplishments

.......................................................................................................

45

LinkingwithYourEmployeesorManagers............................................................................................ 46

ImplementingaPerformanceCoach...................................................................................................... 46

KeepingTrack......................................................................................................................................... 46

CaseStudy............................................................................................................................................... 47

ModuleTen:ReviewQuestions.............................................................................................................. 48

ModuleEleven:

Creating

aPerformance

Plan

.....................................................................................

50

Goals....................................................................................................................................................... 50

DesiredResults........................................................................................................................................ 50

Prioritization........................................................................................................................................... 51

Measure.................................................................................................................................................. 51

Evaluation............................................................................................................................................... 51

Case

Study

...............................................................................................................................................

52

ModuleEleven:ReviewQuestions.......................................................................................................... 53

ModuleTwelve:WrappingUp............................................................................................................55

WordsfromtheWise.............................................................................................................................. 55

LessonsLearned...................................................................................................................................... 55


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Module

One:

Getting

Started

PerformanceManagementisnotacompanyswayofemploying

micromanagingtechniquesthatstunttheprofessionalgrowthof

itsemployees.Butrather,itisastrategicapproachtoensuringthe

efficiencyandeffectivenessofanorganization.Whetheratthe

organizational,departmentaloremployeelevel,thegoalof

performancemanagementistomakesureallbusinessgoalsare

beingmetinasatisfactorilymanner.

WorkshopObjectives

Researchhasconsistentlydemonstratedthatwhencleargoalsareassociatedwith

learning,itoccursmoreeasilyandrapidly.

Theobjectivesforthiscourseareasfollows:

Defineperformancemanagement.

Understandhowperformancemanagementworksandthetoolstomakeitwork.

Learnthethreephasesofprojectmanagementandhowtoassessit.

Discusseffectivegoalsetting.

Learnhowtogivefeedbackonperformancemanagement.

IdentifyKolbsLearningCycle.

Recognizetheimportanceofmotivation.

Developaperformancejournalandperformanceplan.

Itismuchmoredifficulttomeasurenon

performancethanperformance.

HaroldS.Geneen


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Module

Two:

The

Basics

(I)

Theeffectivenessofanorganizationintermsofwhetherornotitis

meetingitsmissionorgoalscanbedeterminedbyengagingin

performancemanagement.AccordingtotheU.S.OfficeofPersonnel

Management,performancemanagementconsistsoffive

components:Planningworkandsettingexpectations,continually

monitoringperformance,developingthecapacitytoperform,

periodicallyratingperformanceinasummaryfashion,and

rewarding.

WhatisPerformanceManagement?

ThephrasePerformanceManagementwascoinedinthe1970sbyDr.Aubrey

Daniels,aclinicalpsychologist.Atthetime,heusedittodescribetechnology

andtheimportanceofmanagingbehaviorandtheresultofthebehavior.

Effectivemanagementwouldensureproperbehaviorsarebeingexecuted,

whichwouldinturnproducefavorableresults.Helaterassociatedthisapproachtotheinteractionsof

peoplewhetherinaformalorinformalsetting.

Withthepropertraining,managementcanmanipulatetheconditionsoftheworkplace(e.g.policiesand

procedures,availableskillstotrainandmotivateemployees)inordertomeasurethetruesuccessofthe

businessthatisthefinancialstandingofacompanyaswellastheindividualsuccessofitsemployees.

HowDoesPerformanceManagementWork?

Thedrive

to

implement

aperformance

management

system

is

not

sufficient.

Managementaswellasemployeesmustputforththeeffortnecessaryto

makeithappen.Withallhandsondeckandtheobservationofthe

following,organizationscanbuildasuccessfulprogram.

Clearlyidentifythejobspurposeaswellasthedutiesassociated

withit.

Managementisdoingthingsright;leadership

isdoingtherightthings.

PeterF.Drucker


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Determinegoalsandhowtomeasureoutcomes.

Rankjobpriority.

Characterizethestandardofperformanceforcriticalaspectsoftheposition.

Discussemployee

performance

and

provide

feedback.

This

should

at

least

be

done

on

a

quarterlybasis.

Keeptrackofperformancerecords.

Ifnecessary,createanimprovementplantobetteremployeesperformance.

Tools

Itisunrealistictoexpectemployeestoperformatanoptimallevelwithout

providingthemwiththetoolstosucceed.Thefollowingtoolsarecrucialtothe

achievementofthesystem.

Modelofstandards:Creatingamodelthatclearlydefinesemployee

performancestandardshelpsthecompanyandemployeesavoidambiguitiesin

whatisexpected.Italsoenablesemployerstoprovidetheiremployeeswith

specificfeedback,whichisgreatlybeneficialbecauseitpotentiallyincreasesjobsatisfaction.

Whetherinwritingordeliveredverbally,performancestandardsareenforceable.Itis,however

advisablethattheyarecapturedinwritingtoavoidquestionsinthefuture.

Thereshouldbeasetstandardforeveryaspectofonesposition.Forexample,anemployeewhoisa

CustomerService/SalesRepresentativemaybeexpectedtotakeandsufficientlyanswertheservice

questionsof10customersanhour.Thisemployeemayalsoberequiredtoupsellproductsto50%ofthe

clientshetalksto.

Thereareseveralfactorstokeepinmindwhendevelopingthismodel.Performancestandardsshould:

Berealisticintermsofwhetherornotitcanbeattainedaswellaswhetherornotemployees

haveadequatetraining.

Be

measurable

with

regard

to

quantity,

quality,

time,

etc.

Beclearindefiningthepropermethodforgatheringperformanceinformationandhowit

measuresagainstthestandard.

AnnualEmployeeAppraisalDocument:Whileemployersmonitoremployeesperformancethroughout

theyearandprovidefeedbackandcoachingduringthatinterval,employersarealsoresponsiblefor

conductinganemployeeappraisal,whichisgenerallydoneonanannualbasis.Theappraisalallowsthe


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employertosummarizetheemployeesperformance,gaugejobsatisfaction,aswellasprepareforthe

future.

Coaching:Oncethestandardhasbeensetandperformancefeedbackhasbeenprovidedtothe

employee,itiscriticalthattheemployeroffersometypeofcoaching.Thepurposeofcoachingisto

strengthenareas

of

improvement

as

well

as

enhance

areas

where

the

employee

is

currently

successful.

Inordertoaccomplishthis,coachingmustbedoneinapositivemanner.Thewordsusedmustbuildand

notdestroy.Diplomacyisimportantwhenprovidingcoaching.Coachingpromotesemployeemotivation

aswellascontinuedsuccess.

CaseStudy

SinclairKnightMerz(SKM),oneoftheleadingprofessionalservicescompaniesin

theAsiaPacificregion,waslookingforwaystoincreaseitsabilitytomanageand

growits

workforce

capabilities.

In

this

industry,

companies

compete

largely

on

thebasisoftheirpeopletheirskills,theirabilitytoprovideexcellentclient

service,andthereforetheabilityofthecompany'sHRfunctiontoeffectively

acquire,developandretaintoptalent.Inpartbecauseitisemployeeowned,the

companyisintenselyfocusedonitspeople,emphasizinganopenand

independentculture.

Yetitisthisindependencethatposedachallenge.SKMknewthatitmustkeepafingeronthepulseof

itscultureatalltimes.Whatcouldthecompanydobetter?Howcoulditidentifyandretainitsbest

people?Howcouldworkforceplanningbedoneeffectivelysotherightworkforceskillscouldbe

developedandmarketedtoclients?SKMhadalwaysbeenaleaderinitsindustry,butcompany

executivesknewthatmaintainingthatpositionwouldtakeconstantvigilance.

SKMaskedAccenturetoimplementtheAccentureHumanCapitalDevelopmentFrameworktohelpits

HRfunctionidentifywaystoenhancehumancapitalcapabilities.Theframeworkisanassessmentand

analytictoolthatdrawsonbestpracticesandAccentureexperienceinthefieldsofhumanresource

development,learning,andknowledgemanagement,alongwithstateoftheartmeasurement

techniques.

TheAccentureanalysisaffirmedthestrengthofmanyofSKM'shumancapitalprocesses.Sevenofthe

thirteenhumancapitalprocessesscoredinthetopquartileofresults.Thecompanyalsoexhibited

strongfinancial

results:

its

capital

efficiency

and

return

on

invested

capital

were

among

the

highest

of

thecompaniesthathavethusfarusedtheframework.

However,theAccentureanalysisdidmorethanjustconfirmexistingstrengths.Italsoidentifieda

numberofareasinwhichfurtherimprovementscouldprovidethecompanywithvitalcompetitive

advantagesintermsofworkforceperformance.


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AlthoughtheHRfunctionhadmanybestpracticesinplace,therewereanumberofimportant

discoveriesforcontinualimprovementofHR'simpactonthebusiness.Onewastheimportanceof

workforceplanningandrecruitment.Datacollectedfromtheframeworkrevealed,forexample,that

thoseorganizationswithmoreeffectiverecruitingcapabilitieshavesuperiorworkforceperformance

andemployeeengagement.AsaresultofworkingwithAccentureonthisinitiative,theHRdepartment

furtherreviewed

its

methods

of

recruiting

top

talent,

and

put

in

place

an

internal

capability

in

key

geographies.Theinitiativehasbeenimmediatelyeffective;ithasreducedtimetorecruitkeystaff,

increasedthefirm'sabilitytohandlelargerecruitingassignments,andsignificantlyincreasedthe

satisfactionofmanagerswiththeHRrecruitingservice.Theinitialpilotprogramhasbeenexpandedto

moregeography.

Theemployeeengagementresultsfromtheframeworkimplementationechoedanumberofthingsthe

companyhadfoundinitsowninternalsurveys.Leadershipdevelopmentcontinuestobeafocusitemto

improveemployeeengagement,asdoesrewardsandrecognition.

AccordingtoSKM'svicepresidentofHR,"TheAccentureHumanCapitalDevelopmentFrameworkhas

deliveredimportantinsightsaboutaligninghumancapitalprocesseswithbusinessresults.The

frameworkprovidedusaneffectivemethodofdeterminingwhereweshouldmostfocusourresources

andenergytohavethebestimpactonthebusiness."

Casestudyfrom: http://www.accenture.com/usen/Pages/insightemployeeperformance

management.aspx


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ModuleTwo:ReviewQuestions

1. WhenthephrasePerformanceManagementwascoinedbyDr.AubreyDaniels,whatdidit

initiallyreferto?

a) Medicine

b)

Technology

c)

Education

d) Law

2. AccordingtoDr.Daniels,performancemanagementanalyzeswhat?

a)

Behavioronly

b) Theresultofbehavioronly

c) Behaviorandtheresultofbehavior

d) Attitude

3.

Ifan

employee

meets

all

of

their

performance

goals,

a) Itisnotnecessarytocreateanimprovementplantoenhancetheemployeesskills

b) Itisstillnecessarytocreateanimprovementplantoenhancetheemployeesskills

c)

Theyshouldbereprimandedfornotexceedingtheexpectations

d) Theemployeeshouldautomaticallybepromoted

4. Ataminimum,feedbackshouldbeprovidedtoemployeesona_____basis.

a)

Weekly

b)

Monthly

c)

Annually

d) Quarterly

5. Performancestandardscanbebeneficialto:

a) Theorganizationonly

b) Theorganizationanddepartmentonly

c)

Theorganization,departmentandindividualemployees

d)

Noone


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6. Coachingismosteffective:

a)

Beforetheemployeeunderstandstheperformancestandards

b)

Never

c) Oncetheemployeeleavesthecompany.

d)

Once

the

employee

understands

the

performance

standards.

7. Whatisthenameofthecompanythatwasbeingassessed?

a) SinclairKnightMerz

b) Accenture

c) KnightSinclairMerz

d)

MerzSinclairKnight

8. Aftertheassessment,itwasdiscoveredthatwhatarea(s)requiredimprovement?

a) Financialresults

b)

Workforceplanning

and

recruitment

c) Financialresultsandrecruitment

d) Workforceplanningandfinancialresults


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Module

Three:

The

Basics

(II)

APerformanceManagementsystemisonlyasgoodasitsevaluation

process.Itisnotenoughtoimplementaneffectiveprogramthatcovers

allthebasics,butyoumustbeabletomeasureitssuccessvia

assessmentsandperformancereviews.Thiswillinturnallowyouto

seewheremodificationsneedtotakeplace(e.g.intheperformance

managementsystem

itself,

performance

of

the

company

as

awhole

or

specificemployeeperformance).

ThreePhaseProcess

KurtLewin,alsoknownasthefounderofsocialpsychology,introducedathree

phasetheoryofchangethatgoeshandinhandwithperformancemanagement.The

processincludesthefollowing:

PhaseOne:Unfreezing:Thisphaseisextremelyimportantasyouaimtounderstand

changeandhowittakesplace.Thisphaseiscrucialbecauseitincludescomingtothe

realizationthatchangeneedstohappen.Italsorequiresonetoleavethatwhichhasbeencomfortable

inordertomakethischangepossible.

Inorderforsomeonetodecidewhetherornottheyarewillingtochange,theymustweighthe

advantagesanddisadvantagesofthisbeingdone.ThisconceptiswhatForceFieldAnalysisisbasedon.

ForceFieldAnalysisconsidersthedifferentfactorsthatworkforandagainstthechangethatonemust

understandinordertomakeadecision.

PhaseTwo:Change:InLewinsmodel,hepointedoutthatchangeisnotaonetimeeventthattakes

place,butrathertheinnertransitionthattakesplaceasaresponsetotheoutwardchangesthatare

takingplace.

Duetotheuncertaintiesofwhatwillhappennext,thisphaseisconsideredoneofthemoredifficult

onestoachieve.Andbecauseofthis,itisimportantforemployeestohaveaccesstotrainingand

coachingtohelpeasethetransition.

Thegreaterdangerformostofusliesnotin

settingouraimtoohighandfallingshort;

butinsettingouraimtoolowandachieving

ourmark.

Michelangelo


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PhaseThree:Freezing:Alsoknownasrefreezing,thisphaseistheestablishmentofnewnormsand

gainingstabilityaftertheinstitutionofchange.Thisphasecansometimesbemisleading.Itseemstobe

alongtermstate,wheninfactitisonethatcanchangetoUnfreezingwithinamatterofdays.So,

althoughthisstagecannotbeviewedasthelast,havingtheabilitytosuccessfullymakeittothispoint

isagreataccomplishment.Thiscouldalludetothefactthatitisbecomingeasierforsomeonetoadjust

tochange,

which

is

crucial

because

it

happens

regularly.

Assessments

Thereareavarietyofassessmentsthatcanbeutilizedtodetermineskill,

knowledge,andability.Theseassessmentscanbeadministeredwhenthe

individualisaprospectiveemployeeoranactualemployee.

TypesofAssessments

PreScreening:APreScreeningAssessmentcanbeusedtofindoutinformationonaprospective

employeesskillsandknowledgebeforecommittingtohirethemandthiscansavetheemployercostly

mistakesdowntheroad.

360DegreeReview:Asitsnameimplies,thistypeofassessmenttakesacomprehensivelookatan

employeewithregardtotheirworkperformance.Thisinformationcanbeattainedbyinvolvinga

diversepoolofindividuals,withvaryinglevelsofinteractionwiththeemployee(e.g.supervisor,peers,

clients,etc.)

Knowledge:Thistypeofassessmentgenerallytakesonaquestionnaireformat.Itallowstheemployer

toask

specific

questions

on

topics

relating

to

the

business,

usually

in

the

form

of

multiple

choice

questions.

PerformanceReviews

AccordingtoEntrepreneur.com,aperformancereviewisdefinedasAnanalysisof

anemployeesworkhabitsundertakenatafixedpointintimetodeterminethe

degreetowhichstatedobjectivesandexpectationshavebeenreached.

While

each

company

has

its

own

ideas

of

what

a

performance

review

should

include,herearestepsthatshouldbetakenwithregardtoallperformance

reviews:

Preparation:Boththeemployerandemployeemustbeadequatelygroomedforthereview.

Thismayinvolvereviewinganynotes,engaginginaoneononediscussionwiththeemployee

beforehandorsimplymakingtheemployeeawareofthereviewinadvance.


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Prioritizethemeeting:Toshowtheemployeethatthisreviewisatoppriority,thereshouldbe

aformalagendathatisadheredto.Thereshouldalsobeasfewinterruptionsaspossible.

Encouragepositivity:Whenspeakingtotheemployee,invokepositiveresponsesby

communicatinginapositivemanner.

Clarity:Besurethepurposeofthemeetingisclearfromthebeginning.

Expectations:Reviewthejobdescription,whyitisneeded,andthestandardsofperformance.

Explainemployeesperformance:Discusstheemployeesactualperformance,whetheritfell

below,metorexceededexpectations.Givespecificexamples.

Employeefeedback:Allowtheemployeetoexpresstheirconcernsorsuggestions.

Goalsetting:Discussgoalsforareasthatrequireimprovement.Iftherearenoareasfor

improvement,creategoalstoenhancetheknowledgeandskillsoftheemployeeforpersonal

developmentaswellasbetteringthedepartment/companyasawhole.

Followup: Determinetheappropriatemethodandortimeforfollowup.

Closing:Themeetingshouldendpositively.Reviewthecontributionstheemployeeismakingto

thecompany.Informemployeethatyouarewillingtohelpinanywaynecessary.

CaseStudy

XYZ

Paper

Company

commenced

operation

with

10

employees

in

January

2009.

At

itsfirstyearmark,CEO,JaneDavisdecideditwasnecessarytoevaluatethe

performanceoftheemployeestoensureeveryoneisontargetforreaching

companygoalsforthefiscalyear.

Aftercarefulconsideration,Janerealizedthatunlesschangeinemployeeperformancewas

implemented,thecompanywouldfall20%belowitsprojectedsaleslevel.Janeemployedanincentive

programinwhichemployeesreceivedapercentageofeverysalemade.

Aftertheincentiveprogramwasinplaceforayear,Janeexecutedassessmentsandperformance

reviewsforeachemployee.Theyrevealedthatthecompanywasontracktonotonlymakeupthe20%

pitfallfrom

the

previous

year,

but

also

secure

a10%

increase

in

sales.


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ModuleThree:ReviewQuestions

1. Whatistheorderofthethreephasechangemanagementmodel?

a. Unfreezing,change,freezing

b. Change,freezing,unfreezing

c.

Unfreezing,freezing,

change

d.

Freezing,change,unfreezing

2. Thethreephasemodeltaughtinthislessonwasdevelopedbywhom?

a.

JohnP.Kotter

b.

KurtLewin

c. TomPeters

d. RobertWaterman

3. Whattypeofemployeeperformanceassessmentengagestheopinionsofavarietyofpeople

whointeract

with

the

employee

in

question?

a. Knowledge

b. 360Degree

c.

PreScreening

d. ProgramEvaluation

4. WhendoPreScreeningAssessmentsgenerallytakeplace?

a.

Ontheemployeesfirstdayofwork

b.

Beforetheprospectiveemployeeishired

c.

Afterthe

employee

is

fired

/resigns

but

before

they

begin

aposition

with

anew

company

d. Eachdayanemployeecomestowork

5. Whichofthefollowingistrueaboutaperformancereview?

a. Itisonlynecessarytodiscusstheperformancestandardsthattheemployeedidnotmeet

b. Itisonlynecessarytodiscusstheperformancestandardsthattheemployeeexceeded

c.

Itisonlynecessarytodiscusstheperformancestandardsthattheemployeebarelymet

d.

Itisnecessarytodiscusstheperformancestandardsthatwerenotmet,metandexceeded

6. Whatmethodoffollowupshouldbeusedafteraperformancereview?

a.

Email

b. Oneonone,facetofacemeeting

c.

Theemployeespreferredmethod

d.

Phonecall


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7. WhatdidXYZPaperCompanydecidetoimplementtohelpincreasesales?

a.

Incentiveprogram

b.

Masslayoff

c.

Additionaltraining

d. Oneononecoaching

8. Ontopofmakingupthe20%thatthecompanywasbehind,bywhatpercentagediditincrease

sales?

a.

5%

b. 10%

c. 15%

d. 20%


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Module

Four:

Goal

Setting

Everysuccessfulbusinessplanrequiresgoalsandobjectives.Goals

showthestrengthsandweaknessesofplansandprocedures.

Implementingregularlyevaluatedgoalsallowsleaderstounderstand

whereperformanceisandwhatneedstobeimproved.When

managingperformance,makesurethatyouimplementSMART

goals.

SMARTGoalSetting

Peopleoftenfailtoreachtheirgoals.Thisusuallyindicatesthatthewronggoalsare

beingchosen.SMARTgoalswillimprovethechancesofachievingbothpersonaland

businessgoals.

SMARTgoals:

Specific:Goals

should

have

specific

instructions.

Measurable:Itshouldbeclearwhengoalsandobjectivesaremet.

Attainable:Impossiblegoalsarenotmotivating.

Realistic:Goalsneedtobesomethingpeopleareabletoworktowards.

Timely:Goalsneedspecifictimeframes.

Bethechangeyouwanttoseeintheworld.

MahatmaGandhi

Ifyoudontknowwhereyouaregoing,

howcanyouexpecttogetthere?

BasilS.Walsh


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SpecificGoals

Goalsneedtobespecific.Employeesneedtounderstandexactlywhattheyare

expectedtodo.Itisnotenoughtosimplyaskforimprovement.Thisisageneralgoal.

Specificgoalsexplainwhoisinvolvedandwhatgoalshouldbeachieved.Itcanalso

identify

a

location,

requirements,

and

reasoning

behind

the

goal.

Example:

Generalgoal:Improveperformance.

Specificgoal:Meetwithyourmentoronceaweek.

MeasureableGoals

Goals

need

to

be

measurable

in

order

to

be

effective.

They

specify

how

much

or

how

many.Measurablegoalsallowemployeestoidentifywhentheyhaveaccomplishedtheir

goals.

Example:

Generalgoal:Increasesales.

Measureablegoal:Increasesales7percentoverlastyears.

Attainable

Goals

Goalsmustalwaysbeattainable.Employeesneedgoalsthatchallengethembutmust

stillbewithinreach.Whengoalsareseenasunattainable,employeeswillgiveupon

themwithouteventrying.Themeasureofagoalshouldalwaysbewithinreach.

Unattainablegoal:Reduceturnoverby60percent.

Attainablegoal:Reduceturnoverby10percent.


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RealisticGoals

Employeesneedrealisticgoals.Itisimportantthatemployeesareabletoachieve

theirgoals.Thegoalsneedtorelatedirectlytoemployeeabilities,anditisimportant

tomakesurethattheyhavethetoolsnecessarytomeetthem.Breakinglargergoals

down

to

smaller

achievements

will

make

them

more

realistic.

Example:

RealisticGoal:Theproductiondepartmentcurrentlymakes200carsaweek.Withnewtraining,

theywillcreate225aweek.

TimelyGoals

Goalsshouldalwayshaveatimeframe.Generalgoalsdonotestablishatimeframe.

Timeframes

encourage

employees

to

move

forward.

Having

specific

dates

will

also

determinewhengoalsarereevaluated.

Example:

Generalgoal:Increasesales.

Timelygoal:Increasesaleswithinsixmonths.

MonitoringResults

Oncegoalsareestablished,itisimportanttomonitortheirresults.Thiswill

determinehoweffectiveaplanorstrategyis.Useabasicevaluationtodetermine

whatchangesneedtobemadeinaplanandreevaluateyourgoals.

Whattoevaluate:

Werethegoalsandobjectivesachieved?

Weretheyachievedintheestablishedtimeframe?

What

is

the

feedback

from

employees

and

leadership?

Whatarethefinancialgainsorlosses?


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CaseStudy

AstartupITcompanyneededtoincreaseprofitsandproductivity.The

managementteamcreatedasetofgoalstomotivateemployees.Onegoalwasto

doublesaleswithinamonth.Ratherthanachievingthegoal,salesactually

slipped.

The

goal

was

reset

to

increase

sales

10

percent

within

a

month.

The

sales

teammanagedtoincreasesalesby12percent.


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ModuleFour:ReviewQuestions

1. WhatdoesSstandforinSMARTgoals?

a) Special

b) Specific

c)

Safe

d)

Scientific

2. WhatdoesTstandforinSMARTgoals?

a)

Trackable

b)

Tangible

c) Timely

d) Tasks

3. WhatdoesaSpecificgoalnotestablish?

a) Evaluation

b) Location

c)

Requirements

d)

Whoisresponsible

4. Sellmoreisa___________.

a)

Specificgoal

b)

Measurablegoal

c) Timelygoal

d)

Generalgoal

5. Whichtypeofgoalanswershowmuch?

a) Attainable

b) Measureable

c) General

d)

Realistic

6. Whatisameasurablegoal?

a) Decreaseturnover

b)

Decreaseturnoverinamonth

c) Decreaseturnoverby10percent

d) Decreaseturnoverinproduction


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7. Whattypeofgoalwillcauseemployeestogiveup?

a)

Unattainable

b)

Realistic

c) Attainable

d)

General

8. Whatisanattainablegoal?

a) Reduceturnoverby80percent

b) Reduceturnoverby60percent

c) Reduceturnoverby40percent

d)

Reduceturnover10percent

9. Whatdorealisticgoalsrelateto?

a) Turnover

b)

Measurability

c) Employeeabilities

d) General

10.Whatwillmakeagoalmorerealistic?

a) Makethemchallenging

b) Breaklargegoalsintosmallerones

c) Compilesmallgoalsintoalargeone

d)

Makethemeasy

11.

Timelygoals

do

which

of

the

following?

a) Encourageemployeestoworktowardstheirgoals

b)

Provideinstructions

c)

Makegoalsmoreachievable

d) Explainresponsibilities

12.Whatisatimelygoal?

a) Reduceturnover

b) Reduceturnoverin6months

c)

Reduceturnover

in

production

d)

Reduceturnover10percent


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13.Whatwillevaluatingresultsofgoalestablish?

a)

Reviews

b)

Employeeengagement

c) Talentreviews

d)

Necessary

changes

14.Feedbackfrom_________isimportanttoevaluategoals.

a) HR

b) Employees

c) Employeesandmanagement

d)

Management

15.Whatdidthecompanyresetthesalesgoalto?

a) 10percent

b)

12percent

c) 15percent

d) 20percent

16.Howmuchdidsalesincrease?

a) 10percent

b) 12percent

c) 15percent

d)

20percent


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Module

Five:

Establishing

Performance

Goals

Performancegoalsrequirestrategicaction.Tobeeffective,these

goalsshouldnotbehandeddowntoemployees.Itisimportantto

includeemployeesinthegoalsettingprocessandencouragethemto

meettheirindividualperformancegoals.Thiswillimproveindividual

andcompanyperformance.

StrategicPlanning

Astrategicplandetermineswhereemployeesare,wheretheywanttobe,and

howtheywillgetthere.Itshouldembracethevaluesoftheorganizationand

alignwiththefollowingcompanyinformation.Theorganizationmustcreatea

strategicplan

before

creating

performance

goals.

CompanyStrategicPlan:

Vision

Mission

Philosophy

Goals

Objectives

Employeeperformancegoalsneedtoconsiderthecompanysstrategicplan.Individualperformance

goalsmustbeSMARTgoalsthatincludestrategiesandactionsforemployeestotake.

ExampleGoal:Stayinformedaboutinnovationsintheindustry,itcanhelpimproveproductivityby10

percentthisyear.

Performanceisyourreality.Forget

everythingelse.

HaroldS.Green


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ExamplesofActions:

Attendtrainingclasses

Meetwithamentor

Communicateconsistently

JobAnalysis

Ajobanalysisdetermineswhatisrequiredtodoaspecificjob.Itwillhelpdetermine

whichskillsandattributesanemployeeneedstocompleteajobsuccessfully.Ajob

analysiswillhelpdeterminewhotohire,howtotrain,andwhatcompensationajob

shouldreceive.Jobanalysesareinstrumentalindeterminingperformance.Research

apositiontodeterminethefollowinginformation:

JobAnalysis:

JobRequirements:

Responsibilities

Toolsorsystemsused

Reportingrequirements

EmployeeRequirements:

Training/Education

Skills

Aptitudes

Necessarycertification

SettingGoals

PerformancegoalsneedtobeSMARTgoals.Theyneedtoaddressbehavior,

competency,andresults.Remembertoinvolveemployeesintheirperformance

goals.

ExamplesofGoals:


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Behavior:Employeeshavecomplainedaboutdistance.Communicatewithemployeesinperson

everyweek,ratherthanjustsendingemails.

Competency:Newequipmentisbeinginstalled.Performallthetrainingwithinthreeweeks.

Results:Salesaredown.Increasesalesby5percentthisquarter.

Motivation

Performanceisrelatedtomotivation.Motivationisthejobofeveryleader.Thereis

notasinglemethodformotivatingemployees.Peoplehavedifferentpersonal

motives,andleadersmustmeettheneedsofindividuals.

MotivatingTips:

Lead

by

example:Motivate

yourself

before

you

can

motivate

others.

Meetwithindividuals:Communicatewithemployeesdirectlytofindoutwhatmotivatesthem.

Rewardemployees:Findmotivatingrewardsforindividuals.

Delegate:Donotmicromanageemployees.

Inform:Informpeopleabouthowtheyaremakingadifferenceintheorganization.

Celebrate:Payattentiontoachievementsandcelebratewithemployees.

CaseStudy

Aretailchaincreatedindividualsalesgoalsforeachemployee.Theefforttoincrease

saleswascounter productive.Uponevaluation,employeefeedbackcomplainedthat

theywerenotprovidedwithanynewsalesstrategiesordirection.Thecompany

trainedemployees,andsharednewsalestechniqueseverymonth.Employeesbegan

toreachandexceedtheirdailygoals.Profitsincreasedby8percentsixmonthsafter

adaptingtheperformancegoals.


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ModuleFive:ReviewQuestions

1. Individualstrategicplansreflect_________.

a) Valuesofthecompany

b) Themarket

c)

Individualmotivation

d)

Peerreviews

2. Whatisnotanexampleofastrategicaction?

a)

Meetwithsupervisoronceaweek

b)

Attendtrainingclasses

c) Improvesales10percent

d) Practicespeakingskills

3. Whatisajobrequirement?

a) Training

b) Responsibilities

c)

Skills

d)

Certification

4. Whatisanemployeerequirement?

a)

Tools

b)

Reporting

c) Responsibilities

d)

Education

5. Performancegoalsneedtobe_________.

a) General

b) Specific

c) Timely

d)

SMART

6. Whatdoperformancegoalsnotneedtoaddress?

a) Behavior

b)

Competency

c) Time

d) Results


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7. Howshouldmanagersnotmotivateemployees?

a)

Threats

b)

Example

c) Rewards

d)

Meeting

with

individuals

8. Whodomanagersneedtomotivate?

a) Customers

b) Teams

c) Clients

d)

Themselves

9. Whatdidthecompanyunsuccessfullyimplement?

a) Turnovergoals

b)

Productiongoals

c) Individualsalesgoals

d) Newpolicies

10.Howmuchdidprofitabilityimproveafterstrategieswereimplemented?

a) 5percent

b) 8percent

c) 10percent

d)

12percent

.


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Module

Six:

360

Degree

Feedback

360degreefeedbackisusefulforevaluatingperformance.Itprovides

evaluationsfromdifferentsourcestopaintaclearpictureofhowwell

anindividualperforms.Identifyingstrengthsandweaknesseswill

allowemployeestocontinuallyimprovehowtheyperform.

Whatis360DegreeFeedback?

360degreefeedbackisanalternativemethodofreviewingemployees.Ratherthana

traditionalreview,employeesaregivenanonymousfeedbackfromsupervisorsand

peers.Managersfeedbackalsoincludesdirectreportsandreviewsfromemployees.

Individualsalsoevaluatethemselvesin360degreefeedback.Together,these

evaluationswillhelpimproveperformanceby:

Identifyingand

enhancing

strengths

Identifyingareasthatneeddevelopment

HelpingEmployeessetgoals

Creatingactionplans

Vs.TraditionalPerformanceReviews

360degree

feedback

provides

abetter

picture

of

performance

than

traditionalreviews.Supervisorsperformtraditionalperformancereviews.

Traditionalreviewcanhaveanegativeimpactonperformance,if

employeesfeelitisnotfair.Thiscandamagetrustbetweenmanagersand

employees.Traditionalperformancereviewsalsodolittletoencourage

cooperationbetweenemployeesbecausecoworkersdonotinfluence

scoresontraditionalreviews.Peopleinpositionsofauthorityalsobenefitfrom360degreefeedback.

Feedbackisthebreakfastofchampions.

KenBlanchard


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Traditionalperformancereviewsdonotalwaysgiveanaccuratedescriptionofemployer/employee

relationships.

TheComponents

360degreefeedbackevaluationformsaretypicallydoneonascaleof1to10.There

isaplace

for

comments

on

the

evaluation

form.

The

scores

from

supervisors,

peers,

employees,anddirectreportsareaveragedandcomparedwithaveragecompany

scores.HRtypicallyhandlesthereportingtomakesurethatthefeedbackremains

confidential.

Example:

ComputerSkills

1________2________3________4________5________6________7________8 ________9________10

Comments:

_____________________________________________________________________________________

_____________________________________________________________________________________

CaseStudy

Adepartmentmanagerofalargeproductioncompanyhadaproblemwith

productivityandmorale.Hisemployeereviewsseemedunsuccessful,andemployees

continuedto

argue

amongst

themselves.

He

threatened

jobs

and

disciplined,

but

it

didnotwork.Thecompanyinstitutedanew360degreefeedbacksystem.The

managerlearnedthathisemployeesfeltthathewasnotsupportive,andhefocused

onmotivatingpeopleinthefuture.Asemployeeslearnedtorelyoneachotherfor

performance,theystoppedarguingandproductivityincreased12percentthatquarter.


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ModuleSix:ReviewQuestions

1. 360degreefeedbackisnormally________.

a) General

b) Signed

c)

Anonymous

d)

Personal

2. Whatdoesamanagersfeedbackincludethatothersdonot?

a)

Directreports

b)

Peerreviews

c) Customerreviews

d) Supervisorreview

3. Whotypicallyperformsatraditionalreview?

a) Employees

b) Supervisors

c)

Peers

d)

Customers

4. Whatprovidesabettersenseofsupervisorandexecutiveperformance?

a)

SMARTgoals

b)

Generalreviews

c) Traditionalreviews

d)

360degree

performance

5. Howarethescoresfromdifferentsourcesgraded?

a) Added

b) Averaged

c) Multiplied

d)

Individually

6. Howdoesfeedbackremainconfidential?

a) Supervisorshandleit

b)

Employeessignit

c) HRhandlesit

d) Customershandleit


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7. Howdidthemanagercommunicatewithemployeesaboutperformance?

a)

Calmly

b)

Motivation

c) Threats

d)

Directly

8. Howmuchdidproductivityincrease?

a) 5percent

b) 8percent

c) 10percent

d)

12percent


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ModuleSeven:CompetencyAssessments

Competencyassessmentsareessentialtoperformance

management.Theseassessmentsmakeiteasiertohireand

promotetherightpeople.Theyalsohelpassessperformanceand

thedifferentcompetenciesthatemployeesneedtoimprove.Itwill

alsoidentifythetopperformers.

CompetencyAssessmentDefined

Competenciesareasetofskillsandessentialknowledgethatarenecessaryto

performajobwell.Thecompetenciesforeverypositionshouldbedefinedbefore

hiring.Theyareimportanttothehiringandguidetheinterviewprocess.A

competencyassessmentassessestheskillsofemployeesandcomparesthemwith

previouslyestablishedcorecompetencies.AsupervisororHRprofessionaldecides

thescore

of

each

assessment.

The

performance

is

based

on

chosen

indicators

and

separatelevelforeachrating.Eachcompanyhasitsowncompetencyassessmentlevels,butmost

assessmentsincludethefollowingratings:

SampleRating:

Excellent

Meetsexpectations

Needsimprovement

Notapplicable

Haveopportunitiestoadvance

Competence,liketruth,beauty,andcontact

lenses,

is

in

the

eye

of

the

beholder.

Dr.LaurenceJ.Peter


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Page33

Implementation

Thereareseveralstepsthatyouneedtotakebeforeyouimplementcompetency

assessments.Successfulimplementationrequiresyoutocompleteallofthesteps.

Steps:

IdentifyCompetencies:Ascertainwhichcompetenciesareneededto

performajobandtheskilllevelofeachcompetency.

DevelopAssessments:Createafairmethodofassessmentthatconcentratesontargets.

Companygoalswilldeterminethetargets.

PracticeAssessments:Practiceusingassessments,justlikeanyotherskill.

AssessEmployees:Usethestandardsandassessmentstoreviewemployees.

Plan:Use

action

plans

to

help

employees

develop.

FinalDestination

Thefinaldestinationwillprovideapooloftrainedprofessionalswithstrong

performance.Eachcompanywillhaveitsownfinaldestinationthatdepends

onthegoalsandneeds.Reachingthestageoffinaldestinationmaymean

completelyoverhaulingthecompetencyprogram.Itcouldalsomeanplacing

moreattentiononactionplansandtraining.Italldependsonthe

competenciesrequired

for

each

role.

Identifying

the

goals

of

the

organization

andthecompetenciesofeachpositionwillallowyourorganizationtoreachthefinaldestination.

CaseStudy

Yearlycompetencyassessmentsatalocalmarketingfirmarenotsuccessful.TheCEO

encouragesfeedback,butimprovementsareslow.Theoverallgoalistodoublethe

numberofhighperformingemployeeswhoexceedexpectations.

Thecompetencyassessmentswerealteredtoincludeactionplansalongwiththe

evaluations.Overthenextyear,manyemployeesbegantoshowimprovement.

Overall,thescoresimprovedalevelonaverage.


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ModuleSeven:ReviewQuestions

1. Whoassessescompetenciesbesidessupervisors?

a) HR

b) Coworkers

c)

Peers

d)

CEO

2. Whataremostassessmentratings?

a)

Stages

b)

Evaluations

c) Levels

d) Steps

3. Whatpartofthecompetencyassessmenthelpsemployeesimprove?

a) Actionplan

b) Direction

c)

Peerreviews

d)

Goals

4. Managersneedto_______usingcompetencyassessments?

a)

Explain

b)

Practice

c) Rewardemployees

d)

Promote

5. Whatwilldeterminethefinaldestinationforeachcompany?

a) Goalsandneeds

b) Productivity

c) Profitability

d)

Feedbackandcompetencies

6. Goalsand______mustbeidentifiedforthefinaldestination.

a) Expectations

b)

Talent

c) Competencies

d) Motivation


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7. WhatwasthegoaloftheCEO?

a)

Increasehighperformance

b)

Doublehighperformance

c) Triplehighperformance

d)

Reduce

high

performance

8. Howdidthecompetencyscoresimproveonaverage?

a) Onelevel

b) Twolevels

c) Threelevels

d)

Fourlevels


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Module

Eight:

Kolb's

Learning

Cycle

KolbsLearningCyclestatesthatlearningisbasedonexperience.The

learningcyclehasfourbasicelements:experience,observation,

conceptualization,andexperimentation.Itisimportanttobefamiliarwith

thelearningcycletoeffectivelymanageperformance,andguide

employeestogreaterachievements.

Experience

Kolbdescribestheimportanceofconcreteexperience.Concreteexperienceis

directexperiencethatinvolvesthesenses.Itisnotsimplyknowledgeabouta

subject.Handsontrainingisanexampleofconcreteexperiencethatemployees

learnatwork.Experienceandconceptualizationarethetwowaysthatemployees

takeinknowledge.

Observation

Kolbdefinesobservationasreflectiveobservation.Itiswhattheconcrete

experiencemeanstothepersonlearning.Watchingisthewaythatknowledgeis

transformedintomeaningforanindividual.Thisiswheretheconnotationsare

createdaslearnersseedifferentperspectives.Anexamplewouldbewatchinga

trainerperformataskagainorconsideringataskrecentlyperformed.

Experimentationis

another

way

to

transform

knowledge.

Nothingisawasteoftimeifyouuse

experience

wisely.

AugusteRodin


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Conceptualization

Abstractconceptualizationisawaytogatherknowledgeonasubjectwithoutdirect

experience.Thisinvolvesabasicunderstandingofasituationbyapplyinglogic.An

exampleofthiswouldbereadingatrainingmanual.Abstractconceptualizationis

having

the

knowledge

about

something.

Experimentation

ActiveexperimentationisthefinalpartofKolbsLearningCycle.Here,people

learnbydoing.Theytransformknowledgebyactingonit.Anexampleofthis

wouldbeusinganewcomputerprogram.Activeexperimentationinvolvestaking

risksbasedontheknowledgepeoplehavegathered.Itisimportantthat

employeesbe

allowed

to

take

risks

when

learning.

CaseStudy

Anewhirewastrainedatasoftwarecompany.Hewasshownhisworkspace,anda

trainerwalkedhimthroughtheprogramshewoulduseinthejob.Hethenwatched

otherpeopleperformdifferenttasks.Thetrainergavethenewhireamanualfor

eachprogram.

After

training,

the

employee

was

still

very

uncomfortable

with

the

programs.Hewasafraidofmakingamistake.Hisproductivitywasbelowaverage.


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ModuleEight:ReviewQuestions

1. Whatisamethodforgainingknowledge?

a) Learning

b) Observation

c)

Experience

d)

Experimentation

2. Concreteexperienceinvolves________.

a)

Observation

b)

Books

c) Feelings

d) Senses

3. Whatisamethodfortransformingknowledge?

a) Reflectiveobservation

b) Senses

c)

Books

d)

Concreteexperience

4. Knowledgeistransferredto_______.

a)

Feelings

b)

Meaning

c) Senses

d)

Experience

5. Whatisawaytogainknowledgewithoutdirectexperience?


b) Concreteconceptualization

c) Abstractconceptualization

d)

Abstractobservation

6. Howdoesabstractconceptualizationwork?

a) Feelingsinterpret

b)

Watchinginterprets

c) Experienceinterprets

d) Logicinterprets


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7. Whatisactingonknowledgegathered?

a)

Reflectiveobservation

b)

Activeexperimentation

c) Activeconceptualization

d)

Direct

experience

8. Whichofthefollowingincludestakingrisks?

a) Activeexperimentation

b) Abstractconceptualization

c) Concreteexperience

d)

Reflectiveobservation

9. Whatstageoflearningdidthenewhirenotexperience?


b)

Concreteexperience

c) Abstractconceptualization

d) Activeexperimentation

10.Whatwastheresultofthetraining?

a) Poorattitude

b) Toomanymistakes

c) Poorproductivity

d)

Theresultswerepositive


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Module

Nine:

Motivation

Everyemployeeneedstobemotivatedinorderforperformance

managementtobesuccessful.Whileemployeesmusttakesome

responsibilityinmotivatingthemselves,managementcanhelp

motivateanddevelopindividuals.Practicingbasicmotivational

techniqueswillimproveperformanceasitboostsmorale.

KeyFactors

Motivationismorethanbeingsatisfied.Motivationiswhatcausesemployees

togotheextramileandcommittoaprojectorcompany.FredrickHerzberg

identifiedthekeyfactorsthatdrivemotivationinemployeesacrossdifferent

fields.Payandworkconditionsweretiedtosatisfaction.Poorpayandwork

conditionsadversely

affect

productivity,

but

positive

pay

and

work

conditions

dolittletoincreasemotivation.

Motivators:

Responsibility:Employeesshouldhaveasenseofownershipintheirwork.

Natureofthework:Thenatureoftheworkcanhelpmotivatepeople.

Recognition:Employeeeffortsneedtoberecognized.

Achievement:People

need

to

feel

like

they

are

achieving

something

worthwhile.

Builduponstrengthsandweaknesseswill

graduallytakecareofthemselves.

JoyceC.Locke


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TheMotivationOrganization

Peopleperformbetterwhentheybelieveintheircompany.Whenthevaluesofan

organizationmatchthepersonalvaluesofemployees,anorganizationwillbe

highlymotivated.Thisiswhysociallyresponsiblecompaniesareabletoeasily

attract

talent.

They

speak

to

an

individuals

internal

motivators.

Businesses

that

addressinternalmotivationsaremorelikelytobehighperforming.

InternalMotivations:

Family

Environment

Success

Community

Personaltime

IdentifyingPersonalMotivators

Eachpersonhasadifferentsetofmotivators.Somepeoplerespondbetterto

verbalpraiseandothersneedrewards.Itisimportanttomotivateemployeesona

personallevel.Thisiseasiertodoinsmallorganizations.Largecompanieswill

havetorelyoneachmanagertoidentifypersonalmotivators.

Techniques

to

Identify

Personal

Motivators:

Observation:Observehowindividualsrespondtodifferentmotivatorsandtakenotes.

Communication:Gettoknoweachemployee,andidentifypersonalmotivators.

Surveys:Haveemployeesfilloutsurveysthatidentifywhatmotivatesthem.

EvaluatingandAdapting

Likeeverything

else,

it

is

essential

to

evaluate

and

adapt

motivation

techniques.

Thisshouldincludethefollowingsteps:

Surveys:Surveyswillshowthelevelofengagementandhowmotivated

employeesare.

Reviewmission:Comparethemission,policies,andprocedurestointernal

motivators.Aretheyaligned?


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Development:Examinethenumberofemployeeswhohaveadvancedwithinthecompany.

Goals:Whetherornotcompanygoalsaremetisanindicationofmotivation.

Adaptmotivationtechniquesasnecessarytoimproveperformanceandengageemployees.

CaseStudy

Aprintingcompanyhadaproblemwithhighturnoverandlowproductivity.The

salariesarecompetitiveandtheofficeswererecentlyredecoratedtocreatea

pleasantatmosphere.Peopleseemedsatisfiedatfirst,buttheydidnotstayforthe

longterm.Asurveyrevealedthatemployeeswerenotsatisfiedwiththelonghours

andnumberofweekendstheywereexpectedtosacrifice.Managersassumedthat

thepayandenvironmentmadeupfortheseexpectations.Policieswerechangedto

betterpromoteworkandlifebalance.Turnoverdropped15percentthatyearandproductivity

increased,evenwithfewerdemandedhoursofwork.


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ModuleNine:ReviewQuestions

1. PayInfluences________.

a) Satisfaction

b) Motivation

c)

Management

d)

Achievement

2. Whatisanotakeymotivator?

a)

Responsibility

b)

Workconditions

c) Recognition

d) Achievement

3. Peopleperformbetterwhenthey_____theircompany.

a) Areeducatedby

b) Arevestedin

c)

Believein

d)

Understand

4. Whatisnotaninternalmotivation?

a)

Personaltime

b)

Success

c) Family

d)

Pay

5. Whatwillnotidentifypersonalmotivators?

a) Age

b) Surveys

c) Observation

d)

Communication

6. Largeorganizationsrelyon________tounderstandwhatmotivatesindividuals.

a) Peers

b)

Customers

c) Managers

d) Policies


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7. Whatshouldbedoneifasurveyindicatesemployeesarenotmotivated?

a)

Hirenewemployees

b)

Adaptmotivationtechniques

c) Providemoretraining

d)

Ignore

the

results

8. Whatisnotanindicationofmotivation?

a) Age

b) Meetinggoals

c) Surveys

d)

Development

9. Theproblemwaswithturnoverand________.

a) Productivity

b)

Profits

c) Sales

d) Customerservice

10.Howmuchdidturnoverdecrease?

a) 8percent

b) 10percent

c) 12percent

d)

15percent


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ModuleTen:ThePerformanceJournal

Performancejournalscreateevaluationsthataremoreaccurateby

allowingemployeesandmanagertokeeptrackofperformance

throughouttheyear.Bothmanagersandemployeescankeep

journals.Thiswillhelpguideanddevelopemployeeswhochallenge

themselvesandimproveperformance.

RecordGoalsandAccomplishments

Itisimportanttorecordyourgoalsandaccomplishments.Evenminor

accomplishmentsneedtogointheperformancejournal.Seeingyour

accomplishmentswillencourageyou,andseeingyourgoalswillmotivateyouto

continueworkingtowardsthem.Comparinggoalsandaccomplishmentswillhelp

youfocusonwhatyouneedtodotoimproveperformance.

EmployeeRecords:

Accomplishments:Includerecognitionsandawards.

Challenges:Includerequestsfortrainingorotherhelptomeetgoals.

EmployerRecords:

Accomplishments:Detailsincludedocumentationandnotes.

Evaluation:Includeperformancegapsanddirectreports.

Thebestwaytopredictthefutureisto

create

it.

PeterDrucker


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LinkingwithYourEmployeesorManagers

Itisimportantthatemployeesandmanagersconnectforperformancemanagement

tobeeffective.Relationshipsoneverylevelmustremainprofessional.When

employeesandmanagersdonottrusteachother,performancesuffers.Itispossible

for

managers

to

link

to

employees

performance

journals

and

see

any

information

thatemployeeschoosetosharewiththem.Thishelpsmanagersseethingsfroman

employeesperspectiveandcreateaccurateevaluations.Italsomakesemployees

partoftheevaluationprocess.

ImplementingaPerformanceCoach

Aperformancecoachwillhelppeoplemeettheirneedstoimproveperformance.Inmost

organizations,managersactasperformancecoaches.Howwellmanagerscoach

performance

affects

the

quality

of

employee

performance.

Mangers

must

communicate

effectivelywitheachemployeeandmotivatethatpersontoexcel.Thisrequiresa

combinationofencouragement,praise,andcorrection.Assessandcoachemployeesin

thefollowingareas.

CoachingAssessments:

Assessskillsandknowledge:Provideanynecessarytraining.

Assessthetools:Makesurethattheindividualhaseverythingnecessarytocompletehisorher

job.

Assesstheprocesses:Improveprocedurestohelpemployees,orinstructtheminusingdifferent

procedures.

Assessmotivation:Motivatepeopleonapersonallevel.

KeepingTrack

Coachesneedtokeeptrackofemployeeprogress.Thiswillhelpthemcreate

strategiesthatwillchallengeemployeesandhelpthemgrow.Thereareseveralways

tokeep

track

of

performance.

TraditionalEvaluations

360Feedback

Journals


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Performancelog

Aperformancelogiswhereyoucanmakenotesofanyobservationsregardingperformance.Thiswill

helpyoubecomeabettercoach.

CaseStudy

Aretailmanageralwayshatedgivingreviews.Itwasalwaysdifficulttosumupa

yearsworthofwork.Thelastcouplemonthswereallhecouldremember.Employees

sometimesseemedshockedbytheirevaluations.Somepeopleaccusedhimofhaving

favorites,andotheremployeesclaimedhewasnotfair.Salesalwaysdropped10

percentafterreviews.Hesetupaperformancejournalprogram.

Atthenextroundofreviews,hediscoveredthathemayhavebeenalittleharshon

somepeople.Hewasalsoshockedtoseethatothersonlyperformedwellthemonthbeforethereview.

Hewasabletoprovidespecificfeedbackinthereviews.People,generally,consideredtheprocessfair,

andsalesimproved5percentafterthereviews.


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ModuleTen:ReviewQuestions

1. Whataccomplishmentsshouldemployeesrecord?

a) Encouragementandpraise

b) Praiseandrewards

c)

Awardsand

recognition

d)

Recognitionandencouragement

2. Whatdetailsdoemployersneedtorecord?

a)

Praiseandcomplaints

b)

Encouragementandnotes

c) Documentationandnotes

d) Recognitionanddocumentation

3. Whatwilldamageperformance?

a) Trustingmanagers

b) Distrustofmanagers

c)

Trustingemployees

d)

Journalentries

4. ______mayseeemployeejournalentriesiftheemployeesochooses.

a)

Investors

b)

Customers

c) Peers

d)

Managers

5. Whichofthefollowingisnotawayforcoachestocoachemployees?

a) Threats

b) Praise

c) Correction

d)

Encouragement

6. Whotypicallyservesasaperformancecoach?

a) CEOs

b)

Customers

c) Managers

d) Peers


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7. Wheredomanagersconsistentlyrecordtheirobservations?

a)

Performancelog

b)

Evaluations

c) 360Feedback

d)

Journal

entries

8. Whichisnotawaytokeeptrackofperformance?

a) Performancelog

b) Evaluations

c) 360Feedback

d)

Surveys

9. Whatalwayssufferedafterreviews?

a) Profitability

b)

Sales

c) Productivity

d) Labor

10.Howmuchdidsalesimprovewiththejournals?

a) 8percent

b) 20percent

c) 5percent

d)

10percent


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Page50

Module

Eleven:

Creating

a

Performance

Plan

Aperformanceplanisessentialtoperformancemanagement.Itisa

strategicplanthateachindividualneedstofollowtobecomehigh

performingemployees.Managersmustcreateaplanwithevery

employeetheyworkwith.Thereisalwaysroomforimprovement.

Goals

Establishprofessionalgoalsthatreflecttheneedsoftheorganizationandindividual.

Makesurethatemployeeshavethetoolstoreachthesegoalsandprovidethemif

theydonot.Thiswillimproveproductivityandperformance.

SettingGoals:

Determinewhatemployeesneedtoaccomplish.

MakeSMARTgoals.

Allowemployeestodevelopthegoalswithyou.

Example:

Enrollinaspeakingclasswithinthreemonthstofacilitatemeetingsbytheendoftheyear.

Desired

Results

Theresultsofaperformanceplanarenotstrategies.Theyarewhatemployeesare

expectedtoachieve,andthisshouldbemadeclearintheperformanceplan.

Employeesareresponsibleforachievingthedesiredresults.Forexample,adesired

resultmaybetoconsistentlymeetsalesgoals.Theabilityorinabilitytomeetdesired

resultsdeterminesthelevelofperformance.Anindividualwhocannotmeetdesired

resultswillneedcoachinginthatarea.

Hewhofailstoplan,planstofail.

Proverb


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Prioritization

Itisimportanttoprioritizegoals.Employeesshouldfocusonthetopthreegoals.

Thegoalsgivenpriorityneedtoalignwiththecompanygoalsandthetop

competenciesofeachposition.Theseusuallyinfluenceproductivityandcost.A

nonessential

goal

such

as

filing

at

the

end

of

each

day

does

not

take

priority.

Make

surethatgoalsdonotconflictwitheachother.

ExampleofPrioritizingGoals:

Traintousethenewsoftwarewithintwomonths.

Callclientseveryweektoincreasecustomersatisfaction.

Meetmonthlysalesgoalswithsocialnetworking,coldcalling,andscheduledmeetings.

Measure

Performancemustbemeasured.Thisisnotalwayseasybecausesometasksmaybe

subjective.Theremustbefairstandardsandmeasurementestablishedforeach

position.Youwillneedtoconsiderthejobrequirementsandemployee

competenciesthatyoupreviouslyestablished.Itisalsohelpfultomakethe

measurementscostspecific,whenpossible.Createaratingscaleforeachmeasure.

Itcanbenumberedornot.

MeasurementExample:

Thetotalnumberofcustomercomplaints.

Percentageofwastedproduct.

Metpersonalgoals

Evaluation

Comparethemeasurementsagainstperformancetoevaluateemployees.Itisalso

importantto

include

whether

or

not

employees

achieved

their

goals

and

met

desiredexpectations.Thisinformationisnormallyincludedinanemployee

evaluationform.Formalreviewsaretypicallydoneeveryyear,butfrequent

informalreviewsaremoreeffective.Meetwithemployeesregularlytoevaluate

performance.Usethesamecriteriaasaformalevaluationtohelpdirectand

improveperformance.


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CaseStudy

Anexpandingchainofbookstoreswaslosingcustomers.Thecompanyinstituted

aperformancemanagementprogramfocusingonproblemswithstore

management,andcustomerserviceemployees.Trainingfocusingondesired

results

and

coaching

to

achieve

the

results

was

given.

Thetasksandmeasurementofeachpositionwereredefined,andeach

employeewasgivenapersonalgoaltofocusonthatalignedwithcompanygoalofimprovingcustomer

service:

CompanyGoals:

Customerservice:Completetrainingandincreasesecretshopperscoresby10percentinsix

months.

Employeeswereconstantlyevaluatedandcoached.Aftersixmonths,moststoreshadreachedtheir

secretshoppergoals.


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ModuleEleven:ReviewQuestions

1. Whoshouldhelpdevelopgoals?

a) HR

b) Management

c)

Employees

d)

Employeesandmanagement

2. Employeesmusthavethe_______toreachtheirgoals?

a)

Feedback

b)

Communication

c) Tools

d) Management

3. Whoisresponsibleforachievingdesiredresults?

a) Mangers

b) Employees

c)

Peers

d)

CEOs

4. Whoneedscoaching?

a)

Someonewhodoesnotmeetdesiredresults

b)

Someonewhomeetdesiredresults

c) Someonewhoexceedsdesiredresults

d)

Someonewithout

desired

results

5. Howmanygoalsshouldbemadepriorities?

a) 3

b) 5

c) 7

d)

10

6. Goalsmustnot___________.

a) Bespecific

b)

Alignwithcompanyvalues

c) Conflictwitheachother

d) Beprioritized


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7. Whatwillneedtobeestablishedbeforemeasurements?

a)

Evaluations

b)

Competencies

c) Assessments

d)

Priorities

8. Whenpossible,measurementsshouldbe______.

a) New

b) General

c) Numbered

d)

Costspecific

9. Compareperformancewith________.

a) Priorities

b)

Measurements

c) Assessments

d) Plans

10.Whichevaluationsaremoreeffective?

a) Yearly

b) Formal

c) Annual

d)

Informal

11.

Whatwas

the

time

frame

of

the

goal?

a) 1month

b)

3months

c)

6months

d) oneyear

12.Howmuchwasthegoaltoimprovesecretshopperscores?

a) 10percent

b) 5percent

c)

15percent

d)

8percent


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Module

Twelve:

Wrapping

Up

Althoughthisworkshopiscomingtoaclose,wehopethatyour

journeytoimproveyourperformancemanagementskillsisjust

beginning.Pleasetakeamomenttoreviewandupdateyouraction

plan.Thiswillbeakeytooltoguideyourprogressinthedays,

weeks,months,andyearstocome.Wewishyouthebestofluckon

therestofyourtravels!

WordsfromtheWise

HaroldS.Geneen:Itismuchmoredifficulttomeasurenonperformancethan

performance.

WinstonChurchill:Howeverbeautifulthestrategy,youshouldoccasionallylookat

theresults.

DaleCarnegie:Themanwhostartsoutgoingnowhere,generallygetsthere.

LessonsLearned

Theobjectivesofthiscourseare:

Definedperformancemanagement.

Outlinedtheprocessoftalent.

Taughtwaystomotivateanddevelopemployees.

Exploredfeedbacktechniques.

Shared goal setting techniques

Ourchiefwantissomeonewhowillinspire

ustobewhatweknowwecouldbe.

RalphWaldoEmerson

ep performance management

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