Passionate about developing people

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Performance Management

• Maureen Scholefield
• Managing Director

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Where are you?

• Appraisals
• Performance reviews
• Performance management
• Performance management systems

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A changing perspective
Annual Appraisal Ongoing processes Competency And results based Holistic 360 degree Major culture change


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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 ones 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 managers
  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 recognition
• The 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?