performance management start
DESCRIPTION
ÂTRANSCRIPT
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Performance management
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Why should we do
performance management?
• Define goals for member and leader
• Track progress of organisation and person
• Evaluate performance
• ”Manage” performance
• Reward and recogniton
• Ensure members are doing what they are suppose to
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Lc vision
LC goals
Functional goals
Team goals
KPIs
Actions
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What we discussed at JulyCo
Set KPIs/Goals
Track KPIs
Evaluate (Appraisal) Track KPIs
Review
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Classic performance
management model
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6 months cycle
Set KPIs/Goals
Track KPIs
Appraisal Track KPIs
Review
Month 0
3 months
6 months
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6 months cycle
• Each role (besides EB) should not be more than 6 months – JD, myaiesec.net and review
• Enhances the variety of experiences members have
• Increases productivity
• Boost our numbers
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6 months cycle
Set KPIs/Goals
Track KPIs
Appraisal Track KPIs
Review
Month 0
3 months
6 months
Role assignment on myaiesec.net
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What is needed?
1. Assign role on myaiesec.net
2. Set goals/KPIs
3. Track KPIs
4. Evaluate/Appraisal
5. Track KPIs
6. Final review
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Lc vision
LC goals
Functional goals
Team goals
KPIs
Actions
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How is this done in practice?
• Understand the context
• Define KPIs (set goals) for performance
• Define the development the member wants to go through
Remember: Always connect the KPIs/goals to what the Team, LC, Entity and Organization wants to do!
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Understand the context
• How is the team’s performance related to the LC’s performance?
• How is the member’s performance related to the team’s performance?
In numbers, but also in terms of vision for the team, LC, Entity etc.
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1. Set goals
• Job Description
• Measurable KPIs (e.g. #of RA and not #successful flyer design)
• Personal KPIs connected to team’s MoS
• Expectations towards personal development
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Finalize goal setting
• Verify the goal setting by putting it to writing
• Quanfity the measurable KPIs
• Qualitify the personal developmental goals
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2. Track KPIs
• Weekly or monthly depending on the JD/time of year
• Ongoing process
• Not defined as TM’s job
What do you do now?
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3. Evaluate/Appraisal
• Halfway through the role’s duration
• Review the goal setting
• Is the member developing as expected?
• Is the member performing as expected?
• Does anything need to be changed?
• This should be TM’s job to do appraisals in a good manner with the members
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4. Review
• At the end of the role’s duration
• Review the performance of the entire duration with emphasis after the evaluation
• Figure out what the next step is going to be
• Is a new role needed?
• Does the member stay in the organisation?
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PM booklet
• Released now! (Find it below)
• Stop being that random cat in the dryer