Improving Performance 1

Geoff Moss*

Certificate/Diploma in First Line Management 1) Improving Team performance 30082) Personal development as a First Line Manager 3001Assignments each around 1500 words each - linked to the practical application in the organisation and to management theoryNew College resources (online access)10 sessions to cover the theory in above units

*The Course

If you have not got your card you need to go to Resource Facility get themWe also need to log onto New college website to start you off on our systemsYou also need to log into Moodle once please, so I can allocate you as students.*Recap 2 Resources?

To do this course you need to have experience as a manager and /or working at level 3i.e. (a level standard )for the assignments.Course level *

By the end of this session learners will be able to:-

1.1 Describe the manager's role in identifying performance issues in the team1.2 Describe how to evaluate individual and team performance1.3 Identify the limits of responsibility for dealing with individual team performance2.1 Identify the range of approaches available

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Learning Outcomes

Be able to identify issues which affect performance.

Be able to identify issues which affect performance.Understand different styles of managementKnow how to select and apply the best course of action to address a performance issue.Be able to identify and take appropriate action to help individuals achieve their performance objectives.Know different motivation & team leading /development theories

*Improving team performance

Meredith Belbin Team Roles Nine roles in a teamProvide good balance and increase likelihood of success..There are no 'good' or 'bad' roles. People are as they are, and all roles play important parts in successful teams.*Brief look at teams

*Where do you fit in your team?

What can you do?InspirationListen to your team! Give creditProvide a supportive environment

In Teams give examples of you doing this.

Flipchart

*Improving team performance

Exercise 1Performance Issues?As a team what you deem to be performance issues ?(5 minutes)

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Quantity of work (untimely completion, limited production) Quality of work (failure to meet quality standards at the required performance level)

Flipchart talk about % research and relate to organisation

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Performance Issues.

Fewer than 25% of all job holders say that they are currently working at full capacity50% said that they do not put effort into their job over and above that which is required to keep it60% believe that they do not work hard as they used to. 75% said that they could be significantly more effective than they presently were.

*Research Warren Bennis

Exercise 2How would you know when someone is not performing well?

List possible external factors that could affect performance*

Exercise 2 responses. In addition to the reasons given for activity 2 you could also mention:-*Complaints from customers, colleagues, other departments.Targets/objectives not metDecrease in service or product outputIncrease in materials being usedIncrease in wasteOverspendsLate deliveriesPoor quality of service or productLate reportsMissed meetingsPreventable accidentsThese things might happen for a range of reasons. Managers need to discover whether they are happening because of poor performance, or because of wider issues. E.g.Equipment breakdown/ malfunction or unrealistic objectives.

External causes of poor performanceChange in customer demandShortage of resources etcPublic holidays/absencesStrikesOrganisational restructuringChanges in requirementsIssues in peoples private livesPoor working practicesMotivation issues

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*Tackling poor performanceSETTING STANDARDS

Everyone needs to know what standards they are working to i.e. what is expected of them and how their performance will be measured.

QuestionHow do your team know what is expected of them and how their performance will be measured?

Why measure performance?

You cannot manage what you cannot measure. Anon*Performance measurement

When you can measure what you are speaking about and express it in numbers, you know something about it.KelvinThese are two often-quoted statements that demonstrate why measurement is important. Yet it is surprising that organisations nd the area of measurement so difcult to manage.

Measuring Performance*

Performance Management*In the cycle of never-ending improvement, performance measurement plays an important role in: Identifying and tracking progress against organisational goals Identifying opportunities for improvement Comparing performance against both internal and external standardsReviewing the performance of an organisation is also an important step when formulating the direction ofthe strategic activities.

*Measuring Performance

S pecificM easurableA chievableR elevantT ime boundE thicalR ealistic*SMARTER

Poor performance falls into two main categoriesCapability: For some reason they are not capable of performing the job to the required standard. (e.g. poorly trained)Conduct: Whilst they are capable of doing the job to the required standard - for some reason they are not. (e.g. Poor attitude)*BEHAVIOUR ABILITY

Examples of under-performance as a result of conduct may include : Poor time keeping Not accepting reasonable instructions Unacceptable attitude towards other employees Unwillingness to take on additional duties

Examples of under-performance as a result of capability may include Lack of skill or experience Poor interpersonal skills Lack of research publications Repeated errors

*Conduct v Capability

QuestionHas the person ever performed the task to the required standard. If the answer is YES and the job has not changed then it is not a capability issue.We then need to ask the questionWhat has brought about this change? Is it a welfare matter or a discipline matter?*Capability or Conduct? What question can we asked to determine the answer?

ASK ABE Model (Favell 2004)ActionsSkillsKnowledge

AttitudeBehaviourEmotions*CapabilityConduct

Whats the problem?*A member of staff is performing badly on the computer. Everything is taking too long to complete, there are several mistakes, and the formatting is poor. (Capability?)

Actions:- They might not be checking what they are doing or not leaving enough timeSkills:- Typing speed and capability might be an issue.Knowledge:- Do they know what is expected - do they know how to format, correctly layout a document?

ASK

Actions to rectify issues*

Actions/ApproachesSkillsKnowledgeObserve 1-1 performance and give feedbackSend on a course, feedback 1-1Give clear instructions and guidanceProvide Coaching or MentoringProvide practice situations or simulationsMore information about equipment/processGive a demonstrationProvide coaching for completing a task/activityGive an operating manualUse sitting with Nellie (Work Shadowing)Self study material or evening class

*Your role - Complete this chart.

Whose work output are you responsible for? (name/group)When do you check their performance?How do you know how well they are doing?When should you take action?

Exercise 5To whom should you refer if a performance issues is outside your immediate level of responsibility?

And Why?

What influences your decisions?*

Referring members of staffYour line manager is generally the first response but you may need to consider other people as well i.e.The manager responsible for the projectA specialist (finance manager)The persons own line managerThe agency responsible for the workerThe managing contractor

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In making your decision you may need to consider:-Whether the staff member concerned reports directly to youThe nature or seriousness of the problemHas the problem occurred before?How clear is the issue?Who has overall responsibility for the task?*

When should you refer to others?When the matter is outside your responsibility.Consider the number of staff involvedExisting relationshipHow important/urgent is the impact on you and your team.The extent to which health and safety is threatened.Extent of performance issue

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Behaviour have a think of examples where you have dealt with behavioural issues within your team and the different approaches you were able to consider to address a performance issue? *Ready for next time.