A definition of performance management

‘A process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance’.

Source: CIPD

“There is nothing more useless than doing efficiently that which need not be done at all”

Peter Drucker

“The greatest danger for most of us is not that

our aim is too high and we miss it, but that it is

too low and we reach it”

Michelangelo

Two principles of assertion

You don’t get what you don’t get ask for

You get a lot of what you do ask for

Efficiency is doing things right

Effectiveness is doing the right things

Three aspects of objectives Performance

specifies what should be done

Conditions

specifies how and under what conditions

Standards

specifies minimum acceptable measures

Three determinants of performance

Task clarity

Skills

Confidence

Source: Markham

Four aspects to performance management

Structure

Processes

Inputs

Outputs

Source: Cicek et al

Four parts to the STAR performance model

S ituation

T argets

A ctions

R esults

Glaxo SmithKline

Four part performance management model

Plan

Monitor

Review

Reward

Source: Moretti

Four pillars to performance management

Alertness

Agility

Adaptability

Alignment

Four personal life needs

Happiness

Achievement

Significance

Legacy

Source: Nash and Stevenson

Four performance management questions

What do I do well?

What needs to improve?

What are the barriers to improvement?

How can the barriers be overcome?

Four challenges for organisations

Developing rewards, recognition, and career opportunities

for specialists

Creating unified vision in an organisation of specialists

Devising the management structure for an organisation of

task forces

Ensuring the supply, preparation and testing of top

management people

Peter Drucker 1988

Four pivots of ethical thinking

Ethical awareness

Moral intent Principled judgement Responsible action

Source: Stainer

Four signs of high performance people

Motivated to proactively execute their authority

to fulfil their responsibilities

Stimulated to perform their work and achieve superior results

Inspired to communicate their progress and results

Willing to accept responsibility for those results

Source: Graeme Dobson

Four parts to the FAST performance model

F ocus

A ccelerate

S trengthen

T ie it all together

Kotter et al

Four stages to business process management

Strategise

Plan

Monitor and analyse

Take corrective action

Source: Frolick

A knowledge management model

Data

Information

Knowledge

Wisdom

Four ways to create high morale

Make people feel truly importantGive people real responsibilityLet people experience and enjoy successProvide strong management support

McNutt and Wright

Four career patterns

Transitory Steady-stateLinearSpiral

Four essentials for performance management

Be clear about what is meant by performance

Understand what the organisation is and needs to be in its performance culture

Be very focused on how individual employees will benefit and play their part in the process

Understand that it is a tool for line managers and its success will depend on their ability to use it effectively

Source: CIPD

Four rules for performance management

Measure current performance, set targets

Appraise behaviours against goals

Take action to meet goals set and address issues

Monitor performance and re-appraise if needed

Source: Team technology

Four key counselling skills Attending

Receiving: listening and looking

Responding: statements and questions

Assisting

Intervening: suggesting and confronting

Concluding: resourcing and supporting

Source: John Hughes

Four things a job should have Variety

Autonomy

Wholeness

Feedback

Four characteristics of counselling Counselling is:

…both person-centred and problem-focused

…concerned to detect deeper issues

…knows its limits

…hard-headed as well as warm-hearted

Source: John Hughes

Intention to stay

The ACAS motivation Model

LowLow

High

HighCommitment to achieve

Free-loader Eager beaver

MercenarySkiver

Four rules of praise

Be specific - for what exactly? Be direct - from you, face to face

Say it first - don’t wait for a prompt

Do it often - overcome the awkwardness

Praise don’t patronise

Four things we must understand when motivating people

You cannot motivate anyone, you can ‘only’ create a situation in which s/he feels motivated People at work are motivated by a unique set of unsatisfied needs People with fully satisfied needs cannot be motivated To motivate you ‘only’ need to make people feel good

Source: Andrew Gibbons

Four types of employee before, during and after redundancy

Happy stayers

Unhappy stayers

Happy leavers

Unhappy leavers

Source: Andrew Gibbons

Four ethical principles

Respect for the individual

Mutual respect

Procedural fairness

Transparency of decision making

Source: Winstanley and Coulson-Thomas

Four questions to help work on performance shortfalls

What should or could be happening?

What is happening?

How can the desired performance be measured?

What is the performance gap between what is and what should be?

Source: Graeme Dobson

Four rules for performance management

Learning never endsPrepare people for challengesDemonstrate real and enduring confidence Reward excellent performance

McNutt and Wright

Four signs of a performance culture

People feel comfortable talking openly about performance

Individuals know how what they are doing makes a difference

People show commitment to achieving shred objectives

When there are problems, people work together to resolve them

Four drivers of motivation

The drive to acquire

The drive to bond

The drive to comprehend

The drive to defend

Four criteria for management succession planning

Past and current performance

Potential and ambition

Opportunities for executive development

Readiness

Source: Van Cliearf

Four ethical principles

Respect for the individual

Mutual respect

Procedural fairness

Transparency of decision making

Source: Winstanley and Stuart-Smith

Five key behaviours for working well with your boss

Compatible work styles

Mutual expectations

Information flow

Dependability and honesty

Good use of time and resources

Source: Keller et al

The ADKAR performance model

A awareness of the need for change

D esire to participate and support

K nowledge on how to change

A bility to apply new skills and behaviours

R einforcement to sustain the change

The classic SMART target setting model

S pecific

M easureable

A ttainable

R elevant

T ime-based

Five feelings and beliefs to create for positive performance management

A sense of personal competence

A sense of personal choice

A sense of having an impact

A sense of value or meaning in the activity

A sense of trust or security

Five steps of six sigma

Define the process to be improved or controlled

Measure the performance of the process

Analyse the data collected from the measuring

Improve the process based on the analysis

Control the process at near to zero error/defect rates

following the improvement

Five qualities of an intrapreneur

Confidence

Political and business savvy

Networker

Innovator

Risk taker

Source: Beverley Hamilton

Five things to do when behaving ethically

Obey the law

Be honest

Be fair

Be concerned

Be courageous

Source: Williams

Five parts to the performance management cycle

Establish mutual expectations

Observe and measure

Problem solve, coach and develop

Evaluate, feedback and document

Recognise and reward

Five phases of performance management

Planning

Developing

Monitoring

Rating

Rewarding

Source: Graeme Robson

Five things empowered people seek

A chance to be tested, to make it on their own

A chance to take part in a social experiment

A chance to do something well

A chance to do something worthwhile

A chance to change the way things are

Source: David Berklow

The OSCAR performance model

O outcomes: to be achieved

S ituation: whats the current position?

C hoices: what are our options?

A ctions: what do we need to do next?

R eview: how will progress be checked?

Five musts for measures

What does each of my customers want?

How can we design systems and processes that can respond quickly to what they want?

Measures must help understanding and performance of the system

Measures must relate to what customers value

Measures must be in the hands of the people doing the work

Source: Spitzer

Five principles of performance management

Give personal, dedicated responsibility

Refresh and communicate strategy

Cascade and manage strategy

Improve performance

Manage and leverage knowledge

Source: Paladino

Maslow’s hierarchy of needs

Physiological needs

Safety and security needs

Social needs

The need for self-esteem and respect

The need for self-actualisation

Five ‘A’ qualities for counselling

Awareness

Authenticity

Acceptance

Availability

Ability

Six stress risk factors

Heredity

Smoking

Workload

Bodyweight

Blood fat levels

Lack of exercise

Six methods to counter resistance to change

Education and communication

Facilitation and support

Manipulation and co-optation

Participation and involvement

Negotiation and agreement

Explicit and implicit coercion

Source: John Kotter

Six ways to manage performance management Focus on outcomes that meet business objectives,

rather than outputs

Manage performance by cascading down from the top

and building bottom-up

Define and use measures that evolve over time

Use a mix of short and long term measures, and select

measures that link cause and effect

Measure effectiveness (doing the right things) and

efficiency (doing things right) in parallel

Relate individuals' reward and remuneration to

achievement of outcomes

Six transitions for successful succession planning

From annual review to continuous process From short term replacement to long term development and retention From who we’ve got to what we need From position blockage to turnover where needed From insufficient bench strength to a pool of potential talent From subjective evaluation to an emphasis on results

Source: Popoff

Six performance management key related issues

Organisational health and robustness

Strategic objectives and making these known

Managerial interpersonal skills and credibility

Systems and processes for review and reward or…

Succession planning

Knowledge management and retention

Source: Andrew Gibbons

Six things empowered people achieve

Doing something that makes them feel good aboutthemselves

A chance to accomplish something worthwhile

The opportunity to learn new skills

The chance to gain knowledge

The freedom you need to do your job well

The chance to focus on the things you do best

Lawler and Renwick

Six things empowered people wantDoing something that makes them feel good

Accomplishing something worthwhile

Learning new skills

Opportunity to use and develop the new skills

Freedom to do their job to their own high standards

A chance to do the things they do best

Source: Lawler and Renwick

Six cornerstones of elite performance

Focus on what you can control

Love the pressure

Fixate on the long term

Use the competition

Reinvent yourself

Celebrate victories

Six types of managerial obsolescence Abrupt

Creeping

Psuedo

Ability

Attitudinal

Industrial/sectoral

Jack Welch’s six rules

Control your destiny or someone else will

Face reality as it is, not as you wish it were

Be candid with everyone

Don’t manage, lead

Change before you have to

If you don’t have a competitive advantage, don’t compete

Source: Jack Welch

Six basic job needs

Tell me what you expect from me Give me the opportunity to perform Let me know how I am getting on Give me guidance where I need it Reward me according to my contribution Let me know what’s going on

Six factors that determine performance

Flexibility

Responsibility

Standards

Rewards

Clarity

Team commitment

Six guiding principles of behaviour

Don’t be conceited, boastful or self-righteous

Don’t provoke one another

Don’t envy one another

Carry one another’s burden

Be humble

Don’t make comparisons

Source: Low Sui Pheng

Six signs of an empowered person

Accepts and welcomes responsibility

Wants more responsibility and accountability

Sees responsibility as a challenge

Does not see responsibility as something imposed as a painful dutySees responsibility as a free choiceSees responsibility as an opportunity for further personal development

Source: Claus Moller

Seven things to accept when managing redundancy

The message must be clear honest and consistent

Past history and perceptions are important

Understand the thirst for information

The message will be corrupted and hard to control

A little sensitivity goes a long way

You will never it anywhere near 100% right

It’s not over when it’s over

Source: Andrew Gibbons

Stress – related issues Personal time management

Interpersonal and assertion skills

Ability to empower and delegate

Motivation and commitment levels

Job design

Relationships with colleagues

Decision making abilities

The RESOLVE model of managing performance

R esearch the facts

E xplain immediately

S pecificy the unacceptable performance

O bserve the response

L ink the impact of performance to business need

V olunteer your feelings directly and honestly

E valuate the employee’s commitment to rectify

The seven habits of highly successful people

Be proactive

Begin with the end in mind Put first things first Think win/win Seek first to understand, then to be understood Synergise Sharpen the saw

Source: Dr Stephen Covey

Seven components of a performance management culture

Reciprocation

Equity

Trust

Transparency

Clarity

Balance

Ownership

Seven sources of stress at work Intrinsic to the jobRole in the organisationRelations within the organisationCareer developmentBeing in the organisationOrganisation interface with outsideIntrinsic to the individual

Source: Cary Cooper

The seven P career modelPurpose

Positioning

Packaging

Preparation

Presentation

Performance

Planning

Seven dangers in implementing performance management

Consumes excessive management time

Demands considerable financial investment

Perceived as bureaucratic – too many measures

Discourages entrepreneurial intuition

Confuses over where organisational priorities lie

Forces managers to continually review performance

Confuses users with over-complicated measures

Source: Kennerley and Martinez

Seven disempowering leadership behaviours

How I see things is correctKeep separate from those you leadNever admit to mistakes or show weaknessBe consistent to the point of rigidityOverwork and sacrifice - and expect the sameCriticise, manipulate and coerceAs leader, pursue power over purpose

Adapted from Nixon 1995

Seven ethical measures

Integrity

Morality

Honesty

Legality

Professionalism

Flexibility

Not inequity or nepotism Source: Hoian

Seven questions for high performance

What are my roles and responsibilities?

What standards are expected of me?

Who is going to give me feedback?

How will this feedback be given?

How am I doing?

Where do I go from here?

How do I get there?

Source: OWL Associates

The eight deadly demotivators Politics that creates confusing messages

Unclear expectations

Unproductive meetings

Inconsistency between words and deeds

Hypocrisy

Constant and destabilising change

Withholding information

Low quality standards

Eight issues in criticising constructively

Your personal credibility with the other/s

Be specific about the reason to be critical

Have the right motives - why are you doing this?

Give support and encouragement

Choose the time and place with care

Anticipate retaliation

Give feedback on behaviour - don’t make judgements

Get commitment to the agreed changed behaviour

Source: Andrew Gibbons

Eight key issues for leaders

Identify core values

Build alliancesHave a visionCommunicateBuild trustBring in the right peopleAllow those hired to do their jobsGet results

Source: Steven Sample

The eight subordinate’s dilemmasAlliance or Competition

Clarify expectations or Second guess

Initiative or Dependence

Competence or Inferiority

Differentiation or Identification

Relating personally or Relating impersonally

Mutual concern or Self interest

Integrity or Denial

Source: Neilsen and Gypen

Eight fundamental concepts of excellenceResults orientation

Customer focus

Leadership and constancy of purpose

Management by processes and facts

People development and involvement

Continuous learning innovation and improvement

Partnership development

Corporate social responsibility EFQM

Eight payoffs of performance management

Focuses attention on organisational priorities

Drives improvement to the business

Improves customer satisfaction

Increases productivity

Aligns operational performance/corporate objectives

Increased employee satisfaction

Encourages focus on performance improvement

Improved organisational reputation

Source: Kennerley and Martinez

Eight features of effective appraisal schemes

All participants are briefed and prepared

Paperwork is simple and understood

An agreed and positive action plan

Tangible top management commitment

Centred on developmental not money issues

Truly negotiated – nothing hidden

Relationships are strengthened

Agreed actions are followed up and happen!

Nine responsibilities of a leader See clearly when you look

Hear correctly when you listen

Think clearly when you speak

Inquire critically when you doubt

Show respect when you serve

Maintain calm when you are challenged

Consider consequences when you decide

Create desirable results when you work

Do what is right when you act

Nine components of effective performance management

Reciprocation

Equity

Transparency

Clarity

Balance

Ownership

Consequences

Consistency

Source: Graeme Robson

Stress – key issues What is it?

Indicators

Sources

Implications

Effects

Prevention

Suppression

Managing the stressed

Cure?

Ten facilitators of empowerment

Real, demonstrable commitment by management

Few hierarchical layers

Adequate training in teamwork and communication skills

Clear communication of the empowerment message

Sufficient meaningful personal feedback

A culture of openness, encouragement and trust

Awareness and interest in the ‘big picture’

Appropriate, fair rewards, built on individual contribution

Mistakes are acknowledged and learned from positively

Taking the long term perspective

Adapted from: Smith and Mouly

Ten uses of an appraisal scheme Identify development needs

Develop working relationships

Seek and use feedback on performance

Agree key job competencies

Set specific targets and objectives

Discuss career plans

Review past performance

Plan future development

Clarify roles and expectations

Praise and motivate

Source: Andrew Gibbons Source: Andrew Gibbons

Ten features of real leaders Work hard and focus well

Develop and communicate a vision of success

Do not ever consider failure

Are very different to managers

Balance strong self-esteem with flexibility

Never stop learning - especially from experience

Possess and use courageous patience

Are rarely seen, but can be found anywhere

Make strong friends and enemies

Leave a lasting and positive sign of ‘being there’ Source: Andrew Gibbons

Ten golden rules for giving feedback

Give feedback on observed behaviour not perceived attitudes

Describe what you saw and felt, don’t make judgements

Focus on behaviour that can be changed

Select and stick to the most important issues

Ask questions rather than make statements

Set ground rules in advanceComment on positive issues not just the negativeStick to specific behaviour, don’t waffle vaguelyObserve everyone’s personal limitsBefore offering feedback, consider its value to the receiver

Source: Wood and Scott

Ten ‘right’s as a person

I have a right to:

Be treated with respect as an equal person

Define my needs and ask reasonably for what I want and need

Define my own limits and to say ‘no’

Express my feelings and opinions

Make my own decisions and to change my mind

Seek clarification and understanding if something is not clear

Make mistakes without feeling guilty or made to look foolish

Hold my own set of values

Be listened to when I speak

Refuse to take inappropriate responsibility for other’s issues

Ten signs that a person has stress under control

A diet low in caffeine, salt sugar and alcohol

Non smoker

A true and realistic sense of purpose in life

Physically fit – feels healthy and energised

Expresses emotions including anger positively

Slim but not overweight

Sleeps well, and relaxes thoroughly

Manages time well and avoids overload

Enjoys their accomplishments

Has supportive, positive personal relationships

From: Bob Ferdinand

Source: Cary CooperSource: Cary Cooper

Eleven reasons appraisal fails

Commitment is lacking

Preparation is inadequate

Paperwork is too complicated

Action plans are not actioned

No incentive is felt

Appraisers are not competent

It is linked to pay too soon

It is used for the wrong things

The appraiser dominates

Expectations are unreasonably raised

The process is not monitored or evaluated

Twelve ways to win people to your way of thinking

The only way to get the best of an argument is to avoid it

Show respect for the other person’s opinions

If you are wrong, admit it quickly and emphatically

Begin in a friendly way

Get the other person saying ‘yes yes’ immediately

Let the other person do a great deal of the talking

Let the other person feel that the idea is his or hers

Try honestly to see things from the other person’s point of view

Be sympathetic with the other person’s ideas and desires

Appeal to the nobler motives

Dramatise your ideas

Throw down a challenge

A view on management…

“Ninety per cent of what we call managementconsists of making it difficult for people to get things done”

Peter Drucker

Stress – a definition

Stress is a term borrowed from engineering. Its original use implies an inherent ability to stand up to a defined amount of strain. If the loading is exceeded, the structure distorts

or fractures

Each of us has a unique reaction to varying types of stress, and an individual, personal response and tolerance when under pressure

“What gets measured

gets done”

Source: Tom Peters

You cannot buy

loyalty or commitment

All behaviour, including behaviour at work

is motivated

“Intelligent people prefer to agree than to obey”

Source: Charles Handy

All behaviour, Is directed to meeting a

person’s needs