proactive performance management
DESCRIPTION
Learn about practices that enable you to pro-actively manage performance while maintaining motivation.TRANSCRIPT
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Proactive Performance Management
Presented by
Marion Stone
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Agenda
1. Where does performance management break down?
2. Performance management unpacked
3. Proactive performance management
4. Case Studies
5. Questions and close
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Agenda
1.1. Where does performance management Where does performance management break down?break down?
2. Performance management unpacked
3. Proactive performance management
4. Case Studies
5. Questions and close
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1. Where Does Performance Management Break Down?
Manager sees no business benefit
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Internet Forms
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Agenda
1. Where does performance management break down?
2.2. Performance management unpackedPerformance management unpacked
3. Proactive performance management
4. Case Studies
5. Questions and close
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2. Performance Management Unpacked
A set of management practices that – • Establish measurable goals and objectives for
employees• Assess achievement of those goals and
objectives• Use this information to improve performance
(through development and reward)
Performance management is management!
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Why do we do Performance Management?
Bersin & Associates 2010
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Summary of the nine ‘A’ level performance drivers and the impact
for performance management.Building the High Performance Workplace, CLC, April 2003
Performance Management Process Category
Performance Driver
Overall performance improvement (%)
Direct Impact on performance (%)
Informal feedback Fairness & accuracy of feedback
39 34
Performance culture Risk taking 39 29
Formal Review Emphasis on performance strengths
36 31
Performance Management System
Employee understanding of performance standards
36 31
Performance Culture Internal communication 30 27
Informal Feedback Manager knowledgeable about performance
30 30
Job opportunities Opportunity to work on the things you do best
29 25
Informal Feedback Feedback that helps employees do their jobs better
26 20
Job opportunities Opportunity to work for a strong leadership team
26 26
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What happens if you don’t manage performance?
• No clear objectives and direction• No feedback to get people back on
track leading to poor productivity• Low levels of training & dev (because it
wasn’t identified in the first place)
• No objective link between effort and reward
• Low morale
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What exactly is performance?
Performance takes into account - • The quality of the work produced (attention to
detail)• The approach to work (behaviours)• Work habits (e.g. lateness, gossiping)• Deadlines and targets achieved
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Agenda
1. Where does performance management break down?
2. Performance management unpacked
3.3. Proactive performance managementProactive performance management
4. Case Studies
5. Questions and close
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3. Proactive Performance Management
Proactive performance management – • Drives the business strategy• Is a process• Sets clear expectations/ standards• Capable managers
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Link to Business Strategy
Need both to define ‘Performance’
WHAT HOW
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Food for thought
“Of all the things I've done, the most vital is coordinating the people who work with me and aiming their views at a certain goal.”
Walt Disney
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Performance Cycle
Job Description/ Role Profile
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Setting Clear Expectations
Standards must be – • Aligned• Support the ‘what’ and the ‘how’• Specific• Measurable• Outputs (not inputs)
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Task vs. Objectives
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Defining Performance - Objectives
KEY PERFORMANCE AREAS
OBJECTIVES or OUTPUTS ACTIONS MEASURES or KPI’s
Sales Sales Targets set in Business Plan achieved
Compile and maintain a store call plan
Store plan available and up to date
Call on stores according to store plan
Stores visited once every 2 weeksTime efficiency maximisedStore manager or Dept Supervisor metStock levels and expiry dates checkedOrders compiled for store approvalOpportunities identified and recommendations madeStore report form completed
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Defining Performance - Behaviours
BEHAVIOUR BEHAVIOURAL INDICATORS1. Analytical Thinking/
Problem SolvingThe ability to gather,
analyse and effectively use information to solve problems
Breaks down problems into steps Collects data and information required to
identify the root cause of the problem Uses good judgement in selecting the best
option Makes rational, well thought through decisions
even when under pressure2. Supporting TeamworkThe ability and drive to
work co-operatively with others to achieve a shared goal, rather than independently
Builds collaborative relationships with colleagues and stakeholders
Shares their expertise with others Involves others in decisions Participates in discussions and supports
decisions Enhances and promotes team spirit
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Behaviours Drive Performance
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Capable Managers
The best systems will fail when implemented by unskilled people!
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The role of the manager
“Select a person, set expectations, motivate the person and develop the person.”
Marcus Buckingham
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Why do managers avoid managing performance?
• It is difficult giving bad news• The lack of appreciation of the impact of one
poor performer on the organisation• Managers don’t know how to manage
performance• Lack of time
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What to do?
• Clarify what you expect of your managers• Measure them on how well they manage their
team and the performance of their team• Educate them on the consequences for the
organisation if poor performance is not addressed (Think lost sales, high waste, customer complaints)
• Equip them with the skills to manage performance effectively
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Technical Expert vs. Manager
Manager skills now include – • Setting objectives and directionSetting objectives and direction• Reviewing performanceReviewing performance• Recruiting• Coaching/ trainingCoaching/ training• MotivateMotivate• Industrial relations• Partnering and influencing
No wonder managers struggle!
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Finding Skills
Quite simply we avoid doing what we do not know how to do!
Think tax returns, cooking a gourmet meal, fixing that gutter etc
Skills should include feedback,
coaching and how to deal with difficult discussions
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Finding Time!
Quite simply we don’t find time for those things that we do not know how to do!
Did you find time to watch you favourite TV programme in the last week?
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Agenda
1. Where does performance management break down?
2. Performance management unpacked
3. Proactive performance management
4.4. Case StudiesCase Studies
5. Questions and close
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4. Case Studies
Bonuses linked to performance
Improvement in communication
Positive feedback on ease of use
Higher levels of participation
Measurable sales indicators
Reduced sales head count with no loss of
productivity
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Agenda
1. Where does performance management break down?
2. Performance management unpacked
3. Proactive performance management
4. Case Studies
5.5. Questions and closeQuestions and close
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Cornerstone Connections
• Cornerstone Connections was born out of a desire to enable organisations to achieve their goals by unlocking the motivation & performance of their employees.
• The focus of Cornerstone since 2006 has been on supporting small & mid sized organisations in the greater Cape Town area
• Cornerstone Connections is the umbrella under which Marion Stone offers performance consulting, organisational development and facilitated workshops
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Client History
• Vital Health Foods – Food Manufacturing• Elex Khanyisa – Electrical testing• Mazars – Accountants• Netcare – Healthcare• Pesto Princess – Food Manufacturing• Bergstan – Consulting Engineers
SABPP
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What next?
• Leave me your business card and I will send you the slides & a detailed report entitled ‘Six steps to effective performance management’
• Take my business card• Visit my website for more information
www.cornerstoneconnections.co.za• Sign up for an informative, free monthly
newsletter on my homepage or by leaving me your card.
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Agenda
1. Where does performance management break down?
2. Performance management unpacked
3. Proactive performance management
4. Case Studies
5.5. Questions and closeQuestions and close