PERFORMANCE MANAGEMENT preliminaries 123.pptx

performance management

1. PERFORMANCE MANAGEMENT PART 1

2. ESSENTIAL FOR MANAGING PERFORMANCE PRINCIPAL DESCRIPTION AND CRITERIA ON PERFORMANCE Quality of work (accuracy, thoroughness, competence) Quantity of work (productivity level, time management, ability to meet deadlines) Job knowledge (skills and understanding of the work) Working relationships (ability to work with others, communication skills) Achievements

3. STATEMENTS FOR PERFORMANCE CRITERIA PROFILE Quality of work (accuracy, thoroughness, competence) Quantity of work (productivity level, time management, ability to meet deadlines) Job knowledge (skills and understanding of the work) Working relationships (ability to work with others, communication skills) Achievements.

4. PERFORMANCE MANAGEMENT PROCESS 3 PHASES When done right, reviews, goals, and continuous feedback can reinforce each other in a complete cycle of performance management. 

5. Continuous feedback is a constant source of new ideas for performance improvement, reviews are an opportunity to reflect on and discuss that feedback over the long term, goals help turn the conversation into action, and then feedback comes back in to reinforce goal progress and continues to raise new ideas for the next review and goal-setting cycle. This cycle helps employees reflect on their performance, take action, monitor their improvement, and then reflect again. Almost every performance management approach can be broken down to this type of cycle and these three elements. 

6. GOALS OF A PERFORMANCE MANAGEMENT PROGRAM An efficient performance management system can bring a lot to the table. Getting to know the objectives of performance management is a tiny but essential part of it. The main objective of performance management is to enhance the: Achieving individual employee goals of employees along with organizational objectives. Also, enhance the skills and personal development of employees through the managers' help. Additionally, encourage work that helps in fulfilling business goals.

7. ORGANIZATIONAL PURPOSE The Purpose of an organization is the fundamental reason  why  the organization exists. It is the most central component of  Core Culture . It is not the answer to the question: “What do you do?” This typically focuses on products, services and customers. To clarify, it should answer the question: “Why is the work you do important?” Organizations must be clear on their Purpose. And employees of the organization should find it inspirational and motivational. To sum up, it is the cause that defines one’s contribution to society through work. Businesses exist to make a profit. But they also exist to make a difference. Profit is an outcome of pursuing the purpose. 

8. TECHNIQUES FOR ANALYZING ORGANIZATIONAL AND INDIVIDUAL NEEDS Several basic Needs Assessment techniques include: direct observation. questionnaires. consultation with persons in key positions, and/or with specific knowledge. review of relevant literature. interviews. focus groups. assessments/surveys. records & report studies.

9. GAP ANALYSIS/NEED ANALYSIS

10. PERFORMANCE MANAGEMENT ACTIVITIES Role definition refers to the process of clearly defining the responsibilities, tasks, and expectations associated with a particular position or role within an organization. It involves outlining the specific duties, authorities, and accountabilities that individuals are responsible for in their respective roles. Performance agreements define executive accountability for specific organizational goals, help executives align daily operations, and clarify how work unit activities contribute to the agency's goals and objectives. Collaboration across organizational boundaries. A performance improvement plan (PIP ), also known as a performance action plan, is a tool to give an employee with performance deficiencies the opportunity to succeed. It may be used to address failures to meet specific job goals or to ameliorate behavior-related concerns.

11. Managing Performance throughout the year continuous performance management is cyclical process that happens over and over again throughout the year. The cycle involves planning (setting goals and expectations), checking in (through open communication and coaching), and review (transparent and frequent feedback). A performance review is a formal regulated assessment mechanism in which managers and other key stakeholders evaluate an employee's work performance. The purpose is to learn more about their strengths and weaknesses, offer constructive feedback for skill development in the future, and assist with goal setting.

12. ROLE PROFILES DEFINING ROLE PROFILES- a concise document that describes what a particular role is required to achieve and the skills, knowledge, experience and behaviours required to ensure successful delivery of the role. DEFINING KEY RESULT AREAS- defined objectives that are vital to the performance of an individual employee, a department, or an organization. Key Performance Indicators: A KPI is a quantifiable metric that helps assess whether an organization, department or employee is meeting certain objectives. DEFINIING TECHNICAL DIFFICULTIES- Common technology issues include internet connectivity problems, hardware failures, software crashes, slow performance, data loss, and security breaches. I nternet connectivity problems, hardware failures, software crashes, slow performance, data loss, and security breaches.

13. DEFINING BEHAVIORAL COMPETENCIES are any behaviors, attitudes, or personality traits that help predict how successful a candidate will be at the job they are applying for. These competencies may also include knowledge, skills, and actions that distinguish a candidate from the hiring pool. Core values are the deeply ingrained principles that guide all of a company's actions; they serve as its cultural cornerstones. Collins and Porras succinctly define core values as being inherent and sacrosanct; they can never be compromised, either for convenience or short-term economic gain.

14. OBJECTIVE SETTING Objective setting is when an organization plans goals and how to meet them on a realistic timescale. Objectives help define what each department's and employee's responsibilities are within the organization.