performance management in organization and schoolspacu.org.ph/wp2/wp-content/uploads/2014/07/... ·...
TRANSCRIPT
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Performance Management
in Organization and Schools
Chapter
Penny S. Bongato
Exec Director, IBPAP
Former Director, PMAP
Former Trustee, PSTD
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Learning Objectives
Understand what is performance management in
the general work setting
Performance Management Cycle and key
components of the cycle
Performance management in the school setting
Some challenges in the school environment
Personal Sharing: Faculty evaluation
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The Challenge
“I want to ensure
that all my
teachers are at
least good”
“I want to make
sure that my
students learn
from the
teachers”
“How can I make
sure my teachers
continue to learn
the latest
technology?”
“What are we
going to do with
all these
satisfactory yet
traditional
teachers?”
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What does the organization or school
desire?
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But usually, what happens?
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What is Performance Management in
the General Setting?
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What is Performance Management?
Performance management is the process
through which managers ensure that employee
activities and outputs are congruent with the
organization's goals.
Performance Appraisal is the process through
which an organization gets information on how
well an employee is doing his or her job.
Performance Feedback is the process of
providing employees information regarding their
performance effectiveness.
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What is Performance Management?
Align individual objectives to organizational
objectives
Enable expectations to be defined and agreed in
terms of role responsibilities and accountabilities
Provide opportunities for individuals to identify
their own goals and develop their skills
Motivating people by providing them with
recognition and opportunity to use and develop
their skills and abilities
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Objectives of Performance
Management
Align individual and organizational objectives
Improve organizational performance
Improve individual performance
Provide basis for personal development
Develop a performance culture
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Performance Management Cycle
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Key Performance Management
Activities
Performance and development planning
Defining performance measures
Concluding performance agreements
Managing performance
Reviewing, analyzing and assessing performance
formally
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1. Performance and Development
Planning
Agreement between the manager and the
Individual
Role profile vs Job description
Identification of priorities
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Role Profile
Different from a job description
Defines role in terms of key results expected
Updated a formal performance agreement is
developed
Key elements of a role profile:
Key result areas
What role holder needs to know and be able to do
Behavioural competencies needed
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2. Performance Measures
Key perfomance indicators (KPIs):
Output
Outcome
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3. Performance Agreement
Performance and development agreement which
includes:
Role requirements
Performance measures and indicators
Core values and behaviour requirements
Performance development plans
Process details
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4. Managing Performance
Continuous process throughout the year, not a
one time event
Main activities are:
Providing feedback
Updating objectives
Continuous learning on the job
Coaching
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Formal Performance Review
Formal review: once or twice a year
Meeting includes review of :
agreement,
goals,
measurement
giving feedback
positive reinforcement and dialogue
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Formal Performance Review
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5. Analyzing and Assessing
Performance
Measure the goals versus what has been
accomplished
Identify development areas
Start the discussion on performance development
plans and personal development plans
Give feedback
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Providing Feedback
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Guidelines on Providing Feedback
Build feedback on the job
Provide feedback on actual events
Describe, don’t judge
Refer to and define specific behaviors
Define good work or behavior
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Guidelines on Providing Feedback
Ask questions
Select key issues
Focus
Provide positive feedback
Provide constructive feedback
Ensure feedback leads to actions
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360-degree Feedback
Multi-source feedback
The systematic collection and feedback of
performance data derived from a number of the
stakeholders on their performance
Feedback is coming from the manager, peers, as
well as the direct reports
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Benefits of 360-degree feedback
Increased employee self awareness
Creation of development activities that are more
specific to the employee
Increased involvement of employees at all levels
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360-degree feedback:
Advantages and Disadvantages
Advantages Disadvantages
Employees get a broader
perspective of how they are
perceived by others
People do not always give frank
or honest feedback.
It gives employees a more
rounded view of their
performance.
Employee may be put under
stress in receiving or giving
feedback
Increased awareness of and
relevance of competencies
Lack of action following feedback
Feedback is perceived as more
valid and objective
Can be time consuming and
resource intensive
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360-degree feedback: Criteria for
Success
It has the active support of management
There is commitment at all levels
Accurate tool
Comprehensive and well delivered
communication
No one feels threatened by the process
There is follow up action
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If performance is below expectation,
what do you do?
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What about the school setting?
How can this be applied?
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Possible Metrics for Schools
Number of enrolles
Number of faculty who are Ph.D.
Number of board passers
Number of courses offered
Number of graduates to freshmen
Teachers’ evaluation
Support staff evaluation and development
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In most schools of education, what is
the goal?
• Is it happy teachers?
• Beautiful schools?
• Quality curricula?
• More enrollees? More budget?
• More courses?
• Competition with other countries?
• Expansion?
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Performance Management Cycle
Annual Performance Appraisal“How do I improve my performance
and get on in my career”
Role Description“What do I do?”
Clear Goals & Objectives“What am I trying to achieve?”
Learning and Development“How do I do it?”
Monthly 1:1s“How am I getting on with it?”
Action Plans and Coaching“What do I need to do to get better?”
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My Experience at DLS-CSB
Orientation with the School
Orientation with the Dean
Understanding performance measurement
STAR evaluation
Peer evaluation
Dean evaluation
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Sample STAR Evaluation
Planning and Preparation
Classroom environment
Instruction
Professional responsibility
Learner centered practices
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Sample Evaluation of STAR
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Sample Evaluation of STAR
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Sample Evaluation of STAR
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Penny S. Bongato, FPM, MBA, TM
Executive Director, IBPAP
Part time Faculty, De La Salle College of St. Benilde
http://www.facebook.com/penny.bongato
www.linkedin.com/in/pennybongato
https://twitter.com/pennybongato
Thank you!