performance mangment [autosaved]

7/31/2019 Performance Mangment [Autosaved]

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Performance Management:



OBJECTIVE

In today's do more with less economy its moreimportant than ever to develop high performance teamleaders and mangers know that the key of success is toalign their teams and maximize team impact throughthe effective use of their unique talent to achievestrategic business objectives.



Why Manage

Performance?

Curb or redirect non-productive activities

Encourage and reward behaviors aligned with

organizational mission and goals



Planning for the Process

Review employee’s jobdescription

Understand theperformancemeasurement system

Review notes from the year

Understand employeeexpectations



An iterative process of goal-setting, communication, observation

and evaluation to support, retain and develop exceptional

employees for organizational success.

Communicate

ObserveEvaluate

Set Goals



Biggest performance lever Employee

Goal planning

Tracking Performance assessment

Ongoing coaching

Reward

Recognition activities



GOAL ALIGNMENT

Challenges Only 20 percent companies create individuals goals

aligned to the organization

52%

74%

50%

Sales

mid levelmangers

lower levelemployee

time spent workers



Your ExperienceThink about yourlast review:

What thoughts come tomind?

What went right, what went wrong?



Acceptable

(Usually Meets Standards)

Generally meet expectations required for theposition.

Competently perform most aspects of the jobfunction, responsibility or goal.

May require improvement in one or two areas of consistent weakness.

Employee requires coaching in a weak area or may

need additional resources or training to meetexpectations.



Corporate strategy individuals

Goals The connection between business objective and

individual goals is a week point in most goal planningprocesses

University of Virginia management professor RobCross has shown that managers can identify the besttalent for a particular initiative only around 50% of thetime



Performance Standards Managees expect that managers everywhere in

the organization will use identical--at least

similar---standards to measure the performanceof competing positions



What do Employees Expect? Clear expectations

Positive/constructive feedbackon a regular basis

Involvement in goal setting

Be treated fairly andconsistently

Sharing of information andresources

Job/career enrichmentopportunities



GOAL ALIGNMENT Critical information

Identifying teams

Recourses Talent intelligence

Opportunities

Collaboration

Successful goal completion



Continuously coaching As a manger the continues coaching is essential

Notes

Emails Review cycles



Conducting the Meeting Review rating system

Discuss employee’s self review

Let employee talk

Be aware of all three parts of the messages you send: Words Tone Body Language

Stay focused onperformance



Excellent (Exceeds Standards)

Clearly considered to be exceptionalperformers.

Consistently exceed the communicatedexpectations of the job function, responsibility or goal.

Demonstrate unique understanding of workbeyond assigned area of responsibility.

Identify needs and provide unique, innovativeand workable solutions to problems.

Achievements and abilities are obvious tosubordinates, peers, managers and customers.



Good (Fully Meets Standards)

These employees are “on track” and fully achieve expectations. Independently and competently perform all

aspects of the job function, responsibility, orgoal.

Performance consistently meets therequirements, standards, or objectives of the job.

Occasionally exceeds requirements. Recognizes, participates in, and adjusts to

changing situations and work assignments.



Acceptable

(Usually Meets Standards)

Generally meet expectations required for theposition.

Competently perform most aspects of the jobfunction, responsibility or goal.

May require improvement in one or two areas of consistent weakness.

Employee requires coaching in a weak area or may

need additional resources or training to meetexpectations.



Unsatisfactory

(Fails to Meet Standards) Employees with this rating fail to satisfactorily

perform most aspects of the position (orfunction).

Performance levels are below establishedrequirements for the job. Employee requires close guidance and direction

in order to perform routine job duties.

Performance may impede the work of others andthe unit. A performance improvement plan must be

submitted to OHR.



Filling out the Form Review notes

Behaviors vs. value judgments

Align categories on form with employee’s jobresponsibilities

Optional categories Set goals



Setting Effective Goals Quick Tips

S.M.A.R.T. Goals

Specific Measurable

Achievable/Agreed Upon

Relevant

Time-bound

Aligned

Adjustable

Communicate

ObserveEvaluate

Set Goals



Performance Appraisal Practice Review Performance Appraisal for items that are: Under-rated Over-rated Poorly stated

Refer to employeebackground

Rewrite Performance Appraisal using tools

reviewed today Make sure to fill out the form

completely including theGoals section



SOLUTIONS Real time visibility

Insight decisions

Advance performance management visibility up wardand down ward



Conclusion

The research validates that improved performancemangement through better business goal alignment ashift from annual performance reviews to continous

coaching and a modern view of compensations andrewards



THANK YOU

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