passionate about developing people performance management maureen scholefield managing director
TRANSCRIPT
Passionate about developing people
www.csgconsult.com
Performance Management
Maureen ScholefieldManaging Director
Passionate about developing people
www.csgconsult.com
Where are you?
• Appraisals
• Performance reviews
• Performance management
• Performance management systems
Passionate about developing people
www.csgconsult.com
A changing perspective
AnnualAppraisal
Ongoing processe
s
Competency
And results based
Holistic360
degree
Major culture change
Passionate about developing people
www.csgconsult.com
Influencing factors
Organisational climate and management style can help or hinder performance management
To illustrate this if we take the Hay/McBer definitions ….
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Management styles
• Coercive – the “do it the way I tell you” manager closely controls and motivates by threats and discipline
• Authoritative - the firm but fair manager gives clear direction and motivates by persuasion and feedback
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Management styles
• Affiliative – the people first, task second manager who emphasizes good relationships and motivates by trying to keep everyone happy
• Democratic – the participative manager who encourages people to provide inputs into decision making and motivates by rewarding team effort
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Management styles
• Pacesetting – the “do it myself” manager who performs many tasks personally, expects people to follow the example set and motivates by setting and demanding high standards
• Coaching – the developmental manager who helps and encourages improvement and motivates by providing opportunities for personal and professional development
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Organisational climate
Employee perceptions• Flexibility –constraints in the workplace – the
degree to which they feel that there are no unnecessary rules, procedures that interfere with task achievement. New ideas are welcome
• Standards – emphasis management puts on improving performance and doing one’s best. Including the degree to which people feel that challenging but attainable goals are set both for the organisation and its employees
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Organisational climate
Employee perceptions• Clarity – the feeling that everyone knows
what is expected of them and how those expectations relate to the large goals and objectives of the organisation
• Responsibility – the authority delegated, the degree of autonomy
• Team commitment – people are proud to belong to the organisation, will provide extra effort when needed and trust that everyone is working towards the same objective.\
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Multi tier approach
Individual performance is appraised against three distinct sets of criteria
• Core competencies that are relevant across the organisation
• Objectives that are linked to the business strategy
• Individual performance objectives that are developmental in character
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Continuous Performance Improvement
Basic concepts• A core process and a driving force led
by top management to integrate business plans and the delivery of continuous performance improvement
• No one size fits all• All aspects matter – the what and the
how• Discretionary effort drives success
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Continuous Performance Improvement
Basic concepts continued• Effective links with rewards – well
designed reward systems support performance management
• Ownership is key – line manager and employees need to believe in the scheme
• Assessing performance not just a line manager’s prerogative – there should be a day to day dialogue
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Continuous Performance Improvement
Basic concepts continued• There should be a day to day dialogue• The quality of the discussion• The focus on development• Providing recognitionThe most effective processes are
developed collaboratively so that there is a good fit with real work practices
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Continuous Performance Improvement
Basic concepts continued• Its about relationships – people value the
opinion of someone they respect and trust• Rapport, candour, honesty and a genuine
sense of caring are essential• A sense of caring creates a foundation for
open dialogue where people feel their opinions can be heard and understood in a non-defensive atmosphere
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Managing and coaching for performance
Coaching lies at the heart of effective day to day feedback and successful development.
Coaching is the most effective way to drive performance
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Two perspectives
Standards
•Focus on fixing poor performance•Measured at the individual level•Concern with slippage below defined expectations
Excellence
•Focus on enhancing strong performance•Measured at the organisational level•Concern with continuous improvement
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Two perspectives
Standards•Use of disciplinary procedures, incentive based payments and formal appraisal systems
•Transactional leadership
Excellence•Use of coaching techniques, improving conditions, enhancing job satisfaction and raising levels of motivation, commitment•Transformational leadership
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So where can HR add value?
• Envisaging the future• Demonstrating the HR contribution to
business effectiveness• Developing effective job structures• Advising line managers • Promoting employee capability• Enhancing employee motivation• Developing and implementing policy
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The future..
• Focus some of your CPD activity on learning more about High Performing Organisations (HPO)
• Remember that people need people contact – IT systems for performance management can be very impersonal
• Focus on the real benefits of a manager and an employee talking about how to do things better
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And finally..
Is HR about monitoring and implementing processes?
OR
Is HR about building organisational capability in improving performance?