Performance Management Process Final

PERFORMANCE MANAGEMENT PROCESS

Muhammad Haneef MBA, III Sem


• In theory, The Performance Review Process can be thought of as positive interaction b/w “coach” and an employee, working together to achieve maximum performance. In reality, it’s more like finding a dead squirrel in your backyard and realizing the best solution is to fling(throw) it onto your neighbor’s roof.

Scott Adams(The Dilbert Principle)


Prerequisites

Performance planning

Performance execution

Performance Assessment

Performance Review

Performance Renewal &

Recontracting


1. Prerequisites2. Performance planning3. Performance execution4. Performance Assessment5. Performance Review6. Performance Renewal & Recontracting

Prerequisites

• 1.Knowledge of the orgn’s mission and strategic goals

• 2. Knowledge of the job in question

1.Knowledge of the orgn’s mission and strategic goals

• Mission• A mission is a statement, which outlines the

fundamental purpose of the organizationStrategic goals It is the result of strategic planning:Purpose for existing future positionGoals to achieveStrategies to achieve them

Strategy is a commitment to undertake one set of action rather than another

• Once the mission & S.goals have been setit should be cascaded(flow)

downwardIf there is any lack of clarity regarding

goals orrelationship b/w orgn’s M & S and

unit’s M & S There’ll be the lack of clarity of responsibility & goals can’t be achieved.

2. Knowledge of the job in question

• Through job analysis

Job analysisJob specification • Systematic process of determining the knowledge,

skills & abilities(KSA) required for performing jobs in an organization.

Job description• Systematic investigation of the tasks , duties and

responsibilities necessary to do jobs .

Job Analysis: A Basic Human Resource Management Tool

Tasks Responsibilities Duties

Job Analysis

Job Descriptions

Job Specifications

Knowledge Skills Abilities

Human Resource Planning

Recruitment

Selection

Training and Development

Performance Appraisal

Compensation and Benefits

Safety and Health

Employee and Labor Relations

Legal Considerations

Job Analysis for Teams

2.Performance planning

• Performance planning discussion includes Results Behaviors Development plan

1.Results

• Out comes of an employee’s performance• It is to be discussed that:• Key accountabilities(areas) /Job descriptions• Specific objectives(goals)• Performance standards

It is a yardstick to check how well achieved the objectives

2.Behaviors• This discussion because mere results may give the

incomplete picture.

eg. Sales figure may be affected by the sales territoty

It includes:• Competencies i.e KSAs

eg. Customer servicewritten/ oral communicationCreative thinkingconvincing etc..

3. Development plan

• Identifying areas which need improvement &

• setting the goals to be achieved in each area.

• It includes both Results &Behaviors

3.Performance Execution

Responsibilities of employee1.Commitment to goal achievement 2.Ongoing performance feedback & coaching3.Communication with supervisor4.Collecting & Sharing performance data5.Preparing for performance reviews

Performance Execution

• 1.Commitment to goal achievement

• Employee must be committed to the goals that were set.

• One way to enhance the commitment is to allow employee to be active participant in goal setting


• 2.Ongoing performance feedback & coaching

• Employee should take proactive role in seeking feedback

• Should not wait until a serious problem develops for coaching


• 3.Communication with supervisor

• Supervisors are busy

• The burden is on employees openly & regularly


4.Collecting & Sharing performance data

• Regular updates on progress In terms of results & behaviors

5.Preparing for performance reviews He should not wait until the end of review cycle approaches

Employee has to prepare for review by

ongoing & realistic Self appraisal

It helps to take immediate corrective action


Responsibilities of supervisor1.Observation & documentation2.Updates3.Feedback & coaching4.Resources5.Reinforcement


• 1.Observation & documentation(collection and classification of information)

Supervisor must observe & document the performance on daily basis

It is to keep track of examples of good & bad performance


2.UpdatesOrgn’s goals may change,

It is impt to update & revise theInitial objectivesStandardsKey accountabilities(results)Competency areas(behaviors)


3.Feedback & coachingFeedback on progression towards goals

Coaching to improve performance

On regular basis & b4 review cycle


4.ResourcesHe should provide enough resources &

opportunities for devlpmntl activts

Should encourage to participate in Training ClassesSpecial assignments etc..


5.Reinforcement(strengthen or support )He has to reinforce effective behavior &

progress toward goal

He has to give the remedy for negative performance

Performance problem must b taken into care, diagnosed & steps to b taken sooner

Performance ExecutionResponsibilities of employees1.Commitment to goal achievement

2.Ongoing performance feedback & coaching

3.Communication with supervisor

4.Collecting & Sharing performance data

5.Preparing for performance reviews

Respnsblts of supervisors1.Observation & documentation

2.Updates

3.Feedback & coaching

4.Resources

5.Reinforcement

4.Performance Assessment

Self appraisal Both employee & supervisor take ownership Both fill the appraisal forms

Whether the desired results have been achieveddesired behaviors have been displayedGoals stated in the development plan have been

achieved It increases the employee ownership & commitment It gives impt information to the performance review

5.Performance Review

The meeting b/w managers & employees Appraisal meeting Often regarded as ‘Achilles’ = heel of the entire process It is the review of past Effective appraisal meeting focuses on present & future also present – changes in compensation that may result from the results obtainedFuture – dvlpmntl plans expected to achieve by next review

Performance Renewal & Recontracting

• Similar to performance planning stage• It uses information gathered during the review

to make adjustments as needed

Documents

Performance Management Process Final