lawumi performance management training[1].pptx

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    Performance Management

    …managing employee performance forsustainable organisational growth

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    Learning Objectives

    • Learning what performancemanagement

    • Learn how to set goals, objectivesand put development plans togetherwith your sta.

    • Learn how to review performanceand how to manage underperformers.

    • Learn how to deal with di!cult

    people in an eective manner.

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    "round #ules

    • Please put all mobile phones anddevices on $%L&'( mode

    • )eel free to as* +uestions

    • ctive participation -old calls

    •  (wo brea*s (ea and Lunch

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    Performance Management

    • %s a continuous process of settinggoals, eectively communicatingthem, monitoring and evaluating the

    results against agreed set criteriaand objectives of a 0rm in order toidentify, support, retain and develop

    employees to drive strategic growthand development of the 0rm.

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    1rivers of Organisational

    Performance

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    2ey spects of PerformanceMgt

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    )unnelling…

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    "oal$etting

    • 3sually done annually

    • 4ased on set targets and objectivesfrom the company/s management

    • ligned to company/s strategicdirection and goals

    • $hould be done with necessary inputfrom employee

    • )inalised by each Manager or 3nit$upervisor

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    5ow (o $et "oals…

    • $peci0c must clear, precise goals,standards, objectives, evaluation criteria

    • Measureable must be +uanti0ed, can be

    revised and documented• ttainable must be achievable with

    reasonable eort and resources

    • #elevant must be in line with the goals of

    the unit6department and company•  (imebound must be performed within a

    clearly de0ned speci0c time frame

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    -ommunication

    • %nformal and formal means

    • 4ased on set goals and objectives

    -lear and collaborative• 1ocumented for easy reference

    • Multilayered

    -onstructive• #ight mindset

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    Monitoring

    •  (hrough employee feedbac*

    • %nformal meetings

    #esults6)igures• )eedbac* from colleagues and

    subordinates

    -ustomer feedbac*•  (eam performance

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    $ome &valuation Methods

    • %ndividual performance reviewmeetings

    • 789 degree feedbac*

    • Pair #an*ing

    • Management by Objectives

    3se of objective, systematic anddefensible measurements

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    &mployee 1evelopmentPlan

    %s a roadmap to improve employee/s

    wor* performance with a view toaddress current areas of de0ciencyand prepare him6her to meet future

    challenges

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    5ow to -reate a1evelopment Plan• List all needed short and long term s*ills,

    competence6*nowledge to meet current andfuture job re+uirements

    -ompare employee/s performance to the list• %dentify areas of performance and de0ciency

    • Let employee perform selfassessment basedon company needs

    • Meet and compare assessments, highlightareas of disagreement

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    1i!cult &mployees…

    • 'on (eam Players

    • Marginal Performers

    La=y &mployees• 'onethical

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    %mpact on Organisations

    • #educed e!ciency

    • 5igher operating costs

    Low team morale• Poor wor* place culture

    • crimony and dispute

    Poor corporate image•  (hreatens competitiveness and

    future growth

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    1i!cult employees…

    • >erbally confront issues directly anddocument subse+uent meetings

    • Proer multiple solutions and as*employee to come up with acorrective action plan

    • Oer support and coaching if

    re+uired

    • 4ring in a third party :e.g. 5#< ifadditional help is needed

    • 4e consistent, calm and professional

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    #easons )or PoorPerformance

    • Lac* of s*ills

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    PERFORMANCEOPPORTUNITIES

     

       P  o  o

      r   P  e  r   f

       E

      x  c  e   l   l  e  n   t

       P  e  r   f

      No/Low Knowledge Hig Knowledge

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    Ke! Perfor"#nceM#n#ge"ent $%e&tion&

    1. Why assess performance

    2. What performance to asses

    3. How to assess performance4. Who assess performance

    5. When to assess performance

    6. How to communicate performanceassessment

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     Perfor"#nce

    M#n#ge"ent S!&te"&-Administer Salary Wa!es-"orrect #erformance$%eha&ior

    -#lan for 'uture ( promotion, transfer, career dev)

    -'acilitate (ecision-)a*in! (counseling, terminations)-'acilitate Human +esource #lannin!

    -"reate "ulture

    -%uildin! ,ood +elationships-ncrease r!ani/ational 0oyalty

    -(etermine ffecti&eness of Selection and

    #lacement )ethods

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    HO' to A&&e&&

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    HO' to A&&e&&Perfor"#nce

    raditional

    )ana!ement-y-ecti&e

    Assessment "enter

    #eer +e&iew #anel

    "ritical &ents

    pward 'eedac* 

    367 (e!ree

    So"e Tecni)%e& of

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    So"e Tecni)%e& ofPerfor"#nce M#n#ge"ent

    ssay 8open-ended9)ana!ement y ecti&e

    +an*in!

    #aired "omparisons

    'orced "hoice

    'orced (istriution

    +atin!s:

      -"hec*list-Scales

     

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    E&! Tecni)%e

    e&cri+e in det#il te )%#ntit! #nd )%#lit! of t,lo!ee-& ,erfor"#nce d%ring te ,#&t twel.

    ont&

    e&cri+e te e",lo!ee-& &trengt #nd we#0ne

    ow do !o% de&cri+e te e",lo!ee-& ,otenti#litin te co",#n!1#t le#der&i, &0ill& doe& te e",lo!ee +rin

     te 2o+1#t f%t%re de.elo,"ent #cti.itie& do !o%co""end for te e",lo!ee1

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    Morg#n St#nle!-& E&!S!&te"

    Consider objectives identified in prior year’s Summary as well

    as this year’s objectives.

    Evaluation:  Strengths Comments

      1.

      .

      !.

     "evelopment #reas Comments

      1.

      .

      !.

    #n#ge"ent !

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    #n#ge"ent3 !3O+2ecti.e

    Ex#",le&

    mployee will contriute to or!ani/ational

      profit mar!in y lower costs in department  y 3.5percent.

    o implement new recruitment system; the  employee will e&aluate the effecti&eness of 

      the ad&ertisements placed durin! the year.

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    R#n0ing Ex#",le

    )ana!er ran*s all employees from est to worst:

    &erall performance

    n specific criteria 8communication;

    customer relations s*ills; etc.9

    P# re Co",#r &on&

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    P# re Co",#r &on&Ex#",le

    +an* each employee !roupin! o&erall or

    on a characteristic:

    mployee A and mployee %

    mployee % and mployee "mployee A and mployee "

    mployee " and mployee (

    mployee ( and mployee Amployee ( and mployee %

    etc.

    orce & r % on

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    orce & r % onEx#",le

    #lace each of the employees in your unit in the

    followin! cate!ories ased upon o&erall or

    specific cate!ory performance:

    op 17 percent: 17-4< percent:

    57 = >< percent: %ottom 17 percent:

    utstandin!: A&era!e:

    ,ood: %elow A&era!e:

      nacceptale:

    enera ectr c s

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    enera ectr c s1istribution

    The Vitality Curve  #romotaility

      Hi!h )edium 0imited

    op #erformers

      17?

    Hi!hly @alued  7?

    0east ffecti&e

      27?

    # ng& x#", e4

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    # ng& x#", e4Sc#le&

    $ate the employee’s behavior on the scale provided.

      E%cellent &ood 'air oor )*#

    + ! 1 ,,, 

    $easoning ability + ! 1 ,,,"ecisiveness in "ecision-maing + ! 1 ,,,

    /magination 0 originality + ! 1 ,,, 

    #bility to plan and control + ! 1 ,,, 

    Cooperation with peers + ! 1 ,,, 

    Cooperation with management + ! 1 ,,, rofessionalism + ! 1 ,,,  

    /nterpersonal sills + ! 1 ,,,

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     $corecardMe#&%re"ent& 5elow

    P#rP#r A+o.

    e P#r

    $tandards Manager/s assessment

      Leadership,

    &thics6%ntegrity

      -ustomer %nteraction

      -ommunity %nvolvement

      -ontribution to Overall 4usiness

    People Manager/s assessment

      Performance

      (eamwor*

      (raining ? 1evelopment

      &mployee $atisfaction

    -ontrol uditors/ standards

    -itiban*/s Performance

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    -itiban* s Performance$corecard..

    Me#&%re"ent& 5elow

    P#r

    P#r A+o.

    e P#r-ustomer $atisfaction &@ternal company survey

      "oal of A9B

    $trategy %mplementation Objective standards

      5ouseholds

      -rosssell, splits, mergers

      #etail asset balances

      Mar*et share

     )inancial Objective stadards

      #evenue

      &@pense

      Margin

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    -itiban*/s Lin* to-ompensation

      $atings onus

    2#bove ar3 !45

      2ar3 165

    2elow ar3 45

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    O,,ort%nit!

    Reinforce/Rew#rd 5e#.ior

    C#nge 5e#.ior

    Model 5e#.ior

    E&t#+li& C%lt%re

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    Foc%& 6%dg"ent#l *e.elo,"ent#l

    Ti"eorient#tion P#&t,erfor"#nce Pre,#r#tion forf%t%re,erfor"#nce

    Metod I",ro.ing,erfor"#nce +!c#nging+e#.ior tro%grew#rd&

    I",ro.ing,erfor"#nce +!&elf3 le#rning 7,er&on#l growt

    S%,er.i&or-&

    Role

     6%dge wo

    #,,r#i&e&

    Co%n&elor wo

    li&ten&8 el,&8enco%r#ge& 7g%ide&

    S%+ordin#te

    -&

    Li&tener8 re#ctor

    to8 defender of

    Acti.el!

    in.ol.ed in

    C i i f f

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    Criteri# for Perfor"#nceMe#&%re&

    +ele&ant

    +eliale

    (iscriminatin!

    #ractical

    'HO S ld A

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    'HO So%ld A&&e&&Perfor"#nce

    Superior nly

    Suordinate8s9

    #eers$"owor*ers

    Self 

    "ustomers

    thers

    'HEN t A

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    'HEN to A&&e&&Perfor"#nce

    #roation #eriod

    Annually 8anni&ersary date; assi!ned date; set

    date for all9

    Semi-annually

    'or "ause

    n-!oin!

    As needed

    How to Co""%nic#te

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    How to Co""%nic#tePM Info

      rally

      n Writin!

      'ormally

      nformally

      #ulic

      #ri&ate

      )oderated

    H dli P f

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    H#ndling Perfor"#nceI&&%e&

    What to do

    Where to start

    How to do it

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    '! PM I& *i9c%lt

    Bo$utcomes not Cuantified

    #ersonal relationships with employees

    nale to !i&e criticism

    #ersonality iases

    #oor communication

    "onflictin! ,oals

    #layin! ,od

    Error& in Perfor"#nce

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    Error& in Perfor"#nceMe#&%re"ent

    Strictness or 0eniency

    "entral endency

    Halo rror

    +ecency rror

    Super&isor %ias

    &erall +atin!s

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    Correcting PM Error&

    solate Bo Areas

    ser&e +e!ularly

    )inimi/e umer of +atin!s "ompletedrain +aters

    (efine (imensions %etter

    ,i&e 'eedac* 

    se "ontinual 'eedac* 

    nclude ther Sources

    (ecrease ,eneralities; nclude Specifics

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    E:ecti.e PM S!&te"&System acceptale to employees

    )ana!ers use system re!ularly correctly

    #erception of ein! treated fairly y system

    seful feedac* pro&ided

    'ocus on prolem sol&in!; not lame

    Ser&e to increase producti&ity satisfaction

    System used y or!ani/ation

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     (raining….continued

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    Solicit !i&e feedac*   -Clear -Constructive

     -Descriptive, not judgmental 

    A&oid ar!uments

    Stri&e for consistency

    ,et it down in lac* and white

    %y-the-oo* 

    0isten

    PRIOR TO PM

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    PRIOR TO PMINTER;IE'

    (ecide on est time

    (ecide on est place

    #repare facilities,ather info and materials

    #repare employee

    #lan the openin!#lan the approach

    #lan the conclusion

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    After PM Inter.iew

    )eet deadlines

    Solicit input

    +einforce; reward; punish

    8follow throu!h9

    +e&iew re!ularly

    How to *e&tro! PM

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    How to *e&tro! PMS!&te"

    (o not follow policies

    %e inconsistent in application

    reat it as unimportant

    (o not follow-up

    +eprimand in pulicE +eward in pri&ate

    "onduct when an!ry

    %e late

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     Perfor"#nce

    M#n#ge"ent S!&te"&-Administer Salary Wa!es

    -"orrect #erformance$%eha&ior

    -#lan for 'uture ( promotion, transfer, career dev)

    -'acilitate (ecision-)a*in! (counseling, terminations)-'acilitate Human +esource #lannin!

    -"reate "ulture

    -%uildin! ,ood +elationships

    -ncrease r!ani/ational 0oyalty

    -(etermine ffecti&eness of Selection and

    #lacement )ethods

    M#n#ge"ent

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     M#n#ge"entTrend&

    Shift from &iewin! financial fi!ures as

    main criteria to one of multiple indicators

    )ore wei!ht on indicators of efficiency

    and effecti&eness

    "han!e to &iewin! #) as on-!oin!;

    e&ol&in! process

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    S0ill&/A+ilitie&/

    Need&/Tr#it&

    5e#.ior& Re&%lt&

     6o+ Knowledge Perfor" T#&0& S#le&

    Strengt O+e!In&tr%ction&

    Prod%ctionLe.el&

    Coordin#tion Re,ortPro+le"&

    Prod%ction$%#lit!

    5%&ine&&Knowledge

    M#int#inE)%i,"ent

    Scr#,/'#&te

    *e&ire toAcie.e

    Follow R%le& Accident&

    *e,end#+ilit! S%+"itS%gge&tion&

    E)%i,"entRe,#ir&

    Cre#ti.it! Follow3%, C%&to"er&

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      Me#&%re& Foc%&

    "onsistent indicators across industry or

    similar or!ani/ations

    "omparison of indicators o&er time in

    or!ani/ation

    "omparisons with pre-determined standard 

    A,,ro#ce& to PM

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    A,,ro#ce& to PM

    "omparati&e

    Attriute

    %eha&ioral