L11 - Performance and Career Management.pptx

L11 - Performance and Career Management.pptx

1. Performance Mana g e m e n t & Career Mana g e m e n t

2. Performance Management a process by which organisations set goals, determine standards, assign and evaluate work, and distribute rewards (Varma et al., 2008). it is used to improve organisational, team and individual performance and development, including activities designed to ensure that goals are consistently being met in an effective and efficient manner Is an on-going activity relating to all scenarios where people meet for the purpose of attaining objectives.

3. Objectives of Performance Management Systems To review employee performance. To agree key objectives and explore ideas for the improvement of results achieved. To assist in analysing their own strengths and development needs. Identify the training needs and other remedial initiatives and in the assessment and advancement of their potential and career development prospects To secure feedback on how effectively the job holder has been managed or supervised. Source: Adapted from McMahon and Gunnigle (1994:11).

4. Objectives of Performance Management Systems To ensure the employees fully aware of the assessing method used by the management to measure their performance and contribution. To assist with the decision on employees' salary increment. To maintain equity in the evaluation and treatment of staff To address the problem of sub-standard employee performance in order to assist with decisions in regard to staff retention. To maintain an updated set of records Source: Adapted from McMahon and Gunnigle (1994:11).

5. Building A Successful Performance Management System 1. The system must be accurate and fair 2. The system must be efficient. 3. The system should elevate performance; not just measure against lower limits. 4. Compensation decisions should be a by product of performance management. 5. The system should use multiple data sources 6. The process should include formal development on coaching skills.

6. Managing Employee Performance – The Cycle planning To begin the planning process, you and your employee review overall expectations, which includes collaborating on the development of performance objectives. Individual development goals are also updated. You then develop a performance plan that directs the employee's efforts toward achieving specific results to support organizational excellence and employee success. check- in Goals and objectives are discussed throughout the year, during check- in meetings. This provides a framework to ensure employees achieve results through coaching and mutual feedback r e vi e w At the end of the performance period, you review the employee's performance against expected objectives, as well as the means used and behaviours demonstrated in achieving those objectives. Together, you establish new objectives for the next performance period The Performance Management process is a cycle, with discussions varying year-to-year based on changing objectives. The cycle includes Planning, Checking-In, and Review.

7. Teacher Performance Management To identifying, evaluating and developing work performance of teachers, To achieve goals and objectives of the school more effectively Benefiting teachers in terms of recognition of performance, professional development and career guidance.

8. Objectives of Implementing Teacher Performance Management Accountability Staff Motivation Professional Development

9. Structure of Teacher Appraisal

10. Procedures for Establishment of Teacher Performance Management

11. Organizational perspective – Process to help individuals plan careers according to organization’s business requirements and strategic directions

12. Career management Process for enabling employees to better understand and develop their career skills and interests and to use these skills and interests most effectively both within the company and after they leave the firm.

13. …….pe r sonal a life-long process of investing resources to accomplish your future career goals. It is a continuing process that allows you to adapt to the changing demands of our dynamic economy.

14. career management activities providing realistic career-oriented appraisals , posting open jobs , and offering formal career development activities . Career management is the combination of structured planning and the active management choice of one's own professional career. The outcome of successful career management should include personal fulfillment, work/life balance, goal achievement and financial security.

15. 3 Types of career management

16. Goal planning Goal planning is the process of developing a set of goals. A small part of strategic planning and performance management A personal process developing end-goals and concrete plan to achieve them

17. Career planning Developing a concrete plan to reach career goals. This involves identifying a career path and set of actionable objectives in area such as performance , experience and education that move closer to goals.

18. Career d e v elopme n t Implementing your career plan by developing as a person and professional. – habits, time management , performance, work quality, office politics, education, experience, relationship building, personal development and career change that relevant to achieving career goals Career development is the lifelong series of activities (such as workshops) that contribute to a person’s career exploration, establishment, success, and fulfillment.

19. Career Development Planning Take the time to think about your job/career goals Focus on developing knowledge and skills for your current position and for future job opportunities Think about how you can utilize efficiently your strengths, talents, experience, and motivation – how can you use all of these aspects to increase your passion for work! Be the architect of your own career development plan – write your goals, make a decision to have a plan for your career development Discuss your career development goals with your manager

20. Organisational Needs What are the organisation’s major strategic issues over the next two to three years? What are the most critical needs and challenges that the organisation will face over the next two or three years? What critical skills, knowledge and experience will be needed to meet these challenges? What staffing levels will be required? Does the organisation have the bench strength necessary to meet the critical challenges? Individual Career Needs How do I find career opportunities within the organisation that Use my strengths Address my developmental needs Provide challenge Match my interests Match my values Match my personal style Issue Are employees developing themselves in a way that links personal effectiveness and satisfaction with the achievement of the organisation’s strategic objectives? Career Development in Organizations

21. Cheong Di Hui Acknowledgement: Hooi Queenie