performance management report
DESCRIPTION
57 page Performance Management report. What it is and how to do it.TRANSCRIPT
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Web: www.m-t-d.co.uk Telephone: 0800 849 6732 1
Performance Management
What’s It All About?
MTD Training, 5 Orchard Court, Binley Business Park, Coventry, CV3 2TQ Web: www.m-t-d.co.uk Phone: 0800 849 6732 Email: [email protected]
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MTD Training
Performance Management
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Performance Management© 2010 MTD Training & Ventus Publishing ApSISBN 978-87-7681-703-9
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Contents
Contents Preface 61. Introduction 8
2. Laying the Foundation for Effective Performance Management 122.1 Introduction 12
3. Understanding Poor Performance 24
4. Coaching Performance 31
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Contents
5. Performance Improvement for Individuals 38
6. Performance Improvement for Teams 496.1 Introduction 49
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Preface
Preface
wide variety of clients
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Preface
Download A FREE Self Study Management Course
FREE Self Study Management Course
Contact MTD:
Online:
Telephone:
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Introduction
1. Introduction
1.1 Benefits of Performance Management
One of the major roles of a supervisor is to manage the performance of the team and of each individual team member. Although some people find performance management to be difficult or unpleasant, but when it is done well, it is about partnership and motivation.
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Introduction
The benefits above are from the point of view of the coach. But there are also benefits for the employee – and your job is to communicate these benefits to your team.
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Introduction
Follow-through on your performance management process. If you don’t stick to it, you can’t expect your team to do so.
Maintain consistency. The targets you set for your team should be the same performance expectations that you use to evaluate them.
These benefits are attainable for your team when you lay the foundation of a fair, consistent, clear, and achievable performance management plan.
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Introduction
1.2 Laying the Foundation for Successful Performance Management
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Laying the Foundation for Effective Performance Management
2. Laying the Foundation for Effective Performance Management
2.1 Introduction
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Laying the Foundation for Effective Performance Management
2.2 Goal Setting
2.2.1. Locke and Latham's Goal Setting Theory
Goal setting can be used in every type of work place and with every level of employee.
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Laying the Foundation for Effective Performance Management
Clarity
A clear goal is one that can be measured and leaves no room for misunderstanding.
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Laying the Foundation for Effective Performance Management
Unclear Goal Clear Goal
Get better at processing work orders. Reduce work order errors by 10%.
Improve communications within the team.
Create a system for ensuring that every team member is informed of changes in policy, changes in hours, or other important information. Include a component where the employee must acknowledge having received the information.
Increase the diversity of products that you sell.
Increase diversity of product sales so that no more than 25% of your sales come from any one department.
Learn Microsoft Access. Take Microsoft Access I and II at the community college by November 30, 2010.
Figure 1: Examples of Clear Goals
Challenge
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Laying the Foundation for Effective Performance Management
Commitment
Feedback
The employee and employer must both be committed to using the resources needed to complete the goal.
We are motivated by the reward we believe we will receive for completing tasks.
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Laying the Foundation for Effective Performance Management
Task Complexity
Even the most motivated person can become discouraged if the complexity of the task wasn’t fully understood.
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Laying the Foundation for Effective Performance Management
2.2.2 S.M.A.R.T. Goals
Specific
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Laying the Foundation for Effective Performance Management
Measurable
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Laying the Foundation for Effective Performance Management
Attainable
Realistic
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Laying the Foundation for Effective Performance Management
Timely
2.3 Define Priorities
2.4 Define Performance Standards
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Laying the Foundation for Effective Performance Management
2.5 Provide Feedback
2.6 Maintain Records
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Laying the Foundation for Effective Performance Management
2.7 Know How to Manage Poor Performance
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Understanding Poor Performance
3. Understanding Poor Performance
3.1 Introduction
one.
3.2 Common Reasons for Poor Performance
Before you can coach an employee to their best level of performance, you need to understand what the barriers are that are keeping them from performing at that level already.
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Understanding Poor Performance
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Understanding Poor Performance
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Understanding Poor Performance
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Understanding Poor Performance
3.3 More Discussion on Attitude Problems
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Understanding Poor Performance
When you speak in that tone of voice, it sounds very aggressive and it makes your teammates uncomfortable and unwilling to express their own opinions.
When you make negative comments about your team member it causes him to feel as if he is not a valued member of the team, which impacts his performance.
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Understanding Poor Performance
When you talk to me with that sarcastic tone, it makes me feel that you don’t respect me or my role as the leader of this team. It makes our relationship strained, when it could be a mutually supportive partnership instead.
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Coaching Performance
4. Coaching Performance
4.1 Introduction
Coaching is the art of inspiring, energizing, and facilitating the performance, learning and development of your employees.
Coaching others is more than a science – it’s an art. It requires that two people remain in a continual ‘dance’ of communication and partnership.
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Coaching Performance
4.2 Characteristics of a Successful Coach
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Coaching Performance
4.2.1 The Coaching Continuum
Figure 2:
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Coaching Performance
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Coaching Performance
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Coaching Performance
4.2.2 Skills of a Great Coach
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Coaching Performance
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Performance Improvement for Individuals
5. Performance Improvement for Individuals
5.1 Introduction
5.2 The GROW Model
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Performance Improvement for Individuals
5.2.1 Goal
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Performance Improvement for Individuals
5.2.2 Reality
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Performance Improvement for Individuals
5.2.3 Options
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Performance Improvement for Individuals
5.2.4 Way Forward
5.3 The OUTCOMES Model
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Performance Improvement for Individuals
5.3.1 Objectives
5.3.2 Understand
5.3.3 Take Stock
5.3.4 Clarify
5.3.5 Options Generation
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Performance Improvement for Individuals
5.3.6 Motivation to Action
5.3.7 Enthusiasm and Encouragement
5.3.8 Support
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Performance Improvement for Individuals
5.4 The Personal Development Program (PDP)
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Performance Improvement for Individuals
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Performance Improvement for Individuals
5.5 Giving Feedback
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Performance Improvement for Individuals
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Performance Improvement for Teams
6. Performance Improvement for Teams
6.1 Introduction
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Performance Improvement for Teams
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Performance Improvement for Teams
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Performance Improvement for Teams
6.2 Building a High Performance Team
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Performance Improvement for Teams
6.3 Team Assessment
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Performance Improvement for Teams
6.4 Twelve Conditions for a High-Performing Team
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Performance Improvement for Teams
6.5 Achieving a High-Performing Team
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Performance Improvement for Teams
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References
References