Performance Management Workshop

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Performance Management Workshop

Managers Supervisors of the Accountancy
Cadre Session Two
Benchmark International
Presented by Jan Lawson
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SESSION TWO SETTING OBJECTIVES, MEASURING
OBJECTIVES AND CONDUCTING A PERFORMANCE
REVIEW
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Review
The Specific Objectives

• Objectives identified for the Ministry
• Need to be further broken down into the
  specific objectives and performance measures
• Provides a clear picture for individuals
• What are the expected behaviors, activities and
  levels of performance, to contribute to the
  achievement of the the performance plan.

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MODELS Objectives These models will be common to
a number of positions within the Ministry.
Review
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Review

• Objective
• The Measuring Stick that shows desired outcomes
  from each
• Performance Measures
• The standard to which the objectives are to be
  achieved

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Measurement Process Establish how the
achievements will be measured
REVIEW
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• Please consider the following
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• the jobs contribution to the MOP
• overall purpose of the position
• contribution to the Managers Performance Plan
• keep it simple (the KISS method)
• be measurable (use the SMART formula)
• gaps in staff members performance

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Objectives Be SMART
Objectives outline the specific activities that
are crucial to its achievement. That is, these
are what the individual has to do to achieve the
target. Therefore objectives should be
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Work out what is to be to be achieved List
objectives to make sure job is done Record how
you will know it is done
Objective
Measurement
MOP
Objective
Measurement
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ACCOUNTANT
OBJECTIVE
MEASUREMENT
MOP PREPARATION AND COMPLETION OF THE
KIRIBATI ANNUAL ACCOUNT
ENSURE THE IMPREST LEDGER BALANCES WITH
THE GENERAL LEDGER
IMPREST LEDGER BALANCED BY THE LAST DAY OF
EACH MONTH
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OBJECTIVES
TRAINING OFFICER
MEASUREMENT
MOP A REVISED ACCOUNTING DIVISION
ORGANISATION STRUCTURE IN PLACE IN ACCORDANCE
WITH ADSMP
TRAINING OFFICER TO RESEARCH AND DRAFT ORG.
STRUCTURE
REPORT TABLED AT HR TEAM MEETING BY 30/5/04
HR TEAM VIA TRAINING OFFICER TO REPORT TO
PERMANENT SEC FOR ENDOSEMENT
ENDORCED BY PERM. SECRETARY BY 10/6/04
PERMANENT SECRETARY TO SEEK CABINET ENDORSEMENT
BY 30/6/04
CABINET APPROVAL GIVEN 30/6/04
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• Preparation checklist
• Date of performance review arranged - at least
  one weeks notice, and time and place that suits
  both
• Provide an outline of the discussion, which will
  include
• Review of current performance
• i) job description
• what are the key duties/performance?
• are they the same or different from last year?

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Preparation checklist contd

• 2a ii) Training received
• was there any?
• was it relevant?
• is it used?
• iii) Previous objectives
• were they challenging, achievable, relevant?
• were they achieved and were there any problem
  areas?

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Preparation checklist contd

• 2b Objectives for the following year
• Improving performance
• what is expected?
• how can it be achieved?
• what are the time scales?
• Potential training needs
• what needs to be learned to improve performance?

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Preparation checklist contd

• Development opportunities
• New challenges
• what can be brought to the job to help meet
  future needs,for both the staff member and the
  Ministry as a whole?
• does the staff member have any specific career
  aspirations?
• If so what can be implemented to help achieve
  these goals?

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• Preparation checklist contd
• Encourage the staff member to support reasons for
  the previous years successes or problem areas
• Set aside enough time for the review discussion.
  Dont not take phone calls or allow any
  interruptions.

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• The Review Process
• STEP 1 Planning
• Choose one of the objectives out of the MOP that
  relates to the job of one of your staff members
• Read and update the job description
• Pair up with one of your team members here today
  to practice conducting a performance review. (You
  can both have a turn at being the reviewer).

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STEP 2 The Review Using the MOP, the Job
description and the form, commence the
review. Stop once you have finished setting the
objective/s. We will then discuss how you are
going to measure if this objective has been
achieved
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• STEP 3 Measuring Performance Setting
  Standards
• Standards/Measurement of objective should
• appropriate
• allow for checking on progress
• Provide information on performance on all
  important parts of the objective

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• STANDARD MEASUREMENT SHOULD INCLUDE
• Work Outcomes
• What does a work unit or an individual
  produce?
• Results
• Objectives
• Goals
• Work Products

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STANDARD MEASUREMENT SHOULD INCLUDE

• Work Behavior/Competencies (or Inputs)
• How is the work outcome produced?
• Activities
• Tasks
• Duties
• Work Process

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• SAMPLE MEASUREMENT INDICATORS
• Quantity how many
• Quality to what standard
• Time - when
• Cost - budget

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Now write in how you will measure that the
objective/s that you have just set how it will
be achieved and, by when and, to what standard.
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STEP 4 Reviewing Previous Performance
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Reviewing Performance

• Four main phases of the performance review
• Review achievements against standards and
  goals set.

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Reviewing Performance

• Review achievements against developmental
  plans/training set.

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Reviewing Performance

• Problem solve gaps in performance achievement.

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Reviewing Performance

• Agree and set new objectives,
• standards/measures and,
• development plans for the next year.

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Some Common Rating Errors

• The Halo Effect
• Past Record
• Compatibility
• Most Recent
• One-asset staff member
• The blind-spot
• High potential
• The no complaint bias

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• The Horns Effect
• Perfectionism
• The contrary person
• Guilt by association
• Incidents
• Traits
• Self-comparison

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Conducting the Performance Review

• Why do you think the staff members may dread a
  performance review?
• Why do you think managers may dread conducting a
  performance review?

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• ATTITUDE AND APPROACH
• List some of the wrong attitudes and approach
  managers can take toward performance review
  meetings
• List some of the points about the attitude you
  should take
• What interpersonal skills are important during
  the review meeting?

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Procedures for the Interview

• Guidelines
• Listen more than you talk.
• Vary the questions.
• Use follow up questions.
• Reflect feelings.
• Avoid the sandwich technique.
• Concentrate on performance.

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• Worksheet
• What are some of the deadly interview sins that
  managers commit in review meetings?
• What procedures should the manager adopt during
  the review meeting?

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• Action Planning
• Why is action planning an important part of the
  performance review?
• What is involved in action planning?
• What, do you think, are the managers
  responsibilities in planning actions with the
  staff member?

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Follow up 1. What are the steps for the
follow-up?
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SESSION THREE Managing Poor Performance Developi
ng Your Staff Think of an example of poor
performance for us to discuss as a group