Performance Management

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Performance Management

• Staff Learning and Development

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Performance Management the Reality

• What should be a powerful tool for energizing
  people, for propelling productivity to new
  heights, and for shaping a group of individuals
  into a committed work force dedicated to
  continuous improvement, often falls short of
  these lofty intentions and, in worst cases, can
  actually cause employee motivation to
  deteriorate.

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Performance Management a Best Practice Checklist

• Complete the checklist provided to determine
  potential gaps in the system you use to evaluate
  staff performance.
• Do you think that all of the elements are
  necessary? Why or why not?
• Is anything missing from the list that you feel
  is important?

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Performance Management Pitfalls Best Practices

• Divergent Goals
• Appraisal Forms
• Implementation
• Appraiser Skills

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Divergent Goals

• Best Practice(s)
• Conduct Regular, Ongoing Reviews to separate
  administrative and development processes

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Appraisal Form

• Best Practice(s)
• 2. Include goals, behaviour rating or
  competencies, development planning and
  administrative sections
• 3. Prepare clear goals
• 4. Present observable and uni-dimensional rating
  factors
• 5. Provide clear rating scales
• 6. Use a continuous performance management cycle

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Organizational Goals

• 95 of workers are unaware of their employers
  specific corporate objectives.

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Implementation

• Best Practice(s)
• 7. Do It, Fix It, Try It
• 8. Gain commitment using self-discovery questions

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Appraiser Skills

• Best Practice(s)
• 9. Develop skills of supervisors to COACH more
  effectively
• C create a positive climate
• O obtain the employees view
• A add your views using the ABCs of feedback
• C clarify and resolve disagreements
• H help develop an action plan

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Research Services Office Lessons Learned
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Best Practice Examples - SuccessFactors

• SMART goals
• Line of Sight
• Include self-evaluation
• Iterative process (dialogue)
• Employ weighting and rating of goals
• Provide an overall rating to make the results
  credible
• Use anonymous 360 feedback

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Measurement and Goals

• Collaborative interaction and chemistry
• Performance efficiency, productivity
• Results ultimate outcome connected to product
  development of solution
• Strategic impact on final end user or the
  creation of value in the users eyes

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Punished by Rewards - Alfie Kohn

• The desire to do something, much less do it
  well, simply cannot be imposed in this sense, it
  is a mistake to talk about motivating other
  people. All we can do is set up certain
  conditions that will maximize the probability of
  their developing an interest in what they are
  doing and remove the conditions that function as
  constraints.

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• Rewards usually improve performance only at
  extremely simple- indeed, mindless- tasks, and
  even then they improve only quantitative
  performance.
• Alfie Kohn

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Performance Management

• Elders No news is good news
• 2. Boomers Feedback annual with good
  documentation
• 3. Xers Sorry to interrupt, but how am I
  doing
• 4. Millennials Feedback whenever I want at
  the touch of a button

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The Basic Laws of Innovation Implementation

• In a Fast Moving, Rapidly Changing
  World,Innovation is the Most Sustainable
  Sourceof Competitive Advantage
• Innovate or Die!
• Innovation Creates Change
• Change is Disruptive
• Disruptions Cause Conflict
• Conflict Triggers Control Reactions
• Champions are Essential to Implement Innovation

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Establish Flexible/Resilient Structures of
Governance
Integration Program Management Responsibilities

• Planning Set integration plan, milestones and
  contingencies
• Policy guidance Continually set operating
  policies to give the organization direction
• Performance review Establish metrics for
  achievement of key results and identify
  unacceptable performance early
• Problem solving Catch small problems before
  they escalate and turn into disasters
• Partnership relationship Maintain top level
  relationships ensuring an excellent chemistry
  fit
• Pressure Keep Energy and Attention focused on
  Performance

• AVOID Noahs Ark Duplication of Processes,
  Accounting Systems, Reporting Systems, Marketing
  Systems, etc.