reading 2 - managing for performance guide for managers
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Performance DevelopmenFramework
NSW Public Secor
GUIDE FOR MANAGERS
Managing for
Performance
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II MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS
Using his guide
Publicaion and conac deails
Managing or perormance: Guide or managers
Sae o New Souh Wales hrough heNSW Public Service Commission, 2014
This work is copyrigh. Apar rom any usepermited under Copyrigh Ac 1968, no par maybe reproduced wihou prior writen permissionrom he NSW Public Service Commission.
March 2014
NSW Public Service Commission
Level 14, Bligh House4-6 Bligh SreeSydney NSW 2000Ausralia
Telephone: +61 2 9272 6000
Email: Perormance@psc.nsw.gov.au
www.psc.nsw.gov.au
While here is no one-size-fis-all approach o
managing people and heir work perormance,here is a range o core managemen pracices
ha can help you maximise individual and
eam perormance. This guide aims o help you
do his.
Par 1 inroduces you o he NSW Public Secor
Perormance Developmen Framework, is six
componens and essenial elemens, which
he Public Service Commission (PSC) has
esablished as mandaed pracices or everyone
in he secor.
Par 2describes how he six componens ohe Framework are applied, each represening
a suie o good perormance managemen
pracices and processes ocused on aligning
individual and eam effor wih business
oucomes. These pracices are currenly no
mandaory.
Each componen is srucured around wha
is involved and when i should be applied,
ollowed by links o he how in Par 3.
Par 3 liss a range o pracical ips and ools
you can use o manage employee perormance.
Par 4aims o bus some o he myhs and
perceived barriers o managing perormance.
This is no inended o be a comprehensive
guide or managing employees and eams, or
a subsiue or agency policies or specialis
advice rom HR eams.
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MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS 1
Foreword 2
Inroducion 3Par 1: NSW Public Secor Performance Developmen Framework 4
Managing or perormance 5
Par 2: Componens of he Framework and good performance managemen pracices 7
Componens and essenial elemens o he NSW Public Secor 8
Perormance Developmen Framework
Se and clarify expecaions 9
Whas involved 9
When o se or clariy expecaions 9
Seting expecaions or your eam 10
Useul ools and reerences 10
Monior 11
Whas involved 11
When o monior perormance 12
Monioring eam perormance 12
Useul ools and reerences 12
Plan and review 13
Whas involved 13
Reviewing objecives 13
When o plan and review 14
Seting and reviewing eam objecives 14 Useul ools and reerences 14
Develop 15
Whas involved 15
When o develop 16
Team developmen 16
Useul ools and reerences 16
Recognise 17
Whas involved 17
When o recognise 17
Recognising eams 18
Useul ools and reerences 18
Resolve unsaisfcory performance 19
Whas involved 19
When o deal wih unsaisacory perormance 20
Resolving unsaisacory eam perormance 20
Useul ools and reerences 20
Par 3: Reference guide o suppor good managemen pracice 21
Par 4: Myhs abou managing for performance 38
References 41Appendix A: Mandaory performance objecives of execuives managing budges 42
Appendix B: Mandaory performance objecives for everyone managing people 44
Conens
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2 MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS
The new NSW Public Secor Perormance
Developmen Framework provides a pracicalguide wih six core componens, each o which
are mandaory. There is no one-size fis all
approach o managing people; his guide is a
reerence o help you apply good managemen
pracices or each o hese six componens.
While annual reviews are cerainly no he be
all and end all o perormance developmen,
we know rom our recen People Mater Survey
ha no everyone in he secor is having hese
conversaions. These are an absolue mus and
we are now racking his o make sure heseconversaions happen universally across he
secor. Bu as his guide makes clear, annual
reviews are jus a building block or more
regular and effecive perormance developmen.
I hope his guide helps you in your role as a
manager. Beter perormance developmen will
help us achieve our commimen o creaing a
highly perorming and engaged public secor.
Graeme Head
Commissioner
As a manager, your role involves
managing he mos undamenal resourcewihin he NSW public secor: our people.
Perormance developmen is no abou once-
yearly reviews, ollowing a rigid process, or
ocusing only on unsaisacory perormance;
he large majoriy o public secor employees
wan o and do perorm well.
We know ha we all work bes when we:
have clear goals and undersand wha is
expeced o us receive air and regular eedback abou how
we are perorming
have he capabiliies o do our job
are recognised or a job well done
receive eedback abou how we can improve.
You have a criical role in making sure his
happens or your eam.
Bu i is no a one-way processeedback
should go boh ways. Regardless o role orlevel, every employee is responsible or
managing heir own perormance and career
developmen, bu you need o suppor
everyone you manage o perorm o he bes
o heir abiliy.
Foreword
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MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS 3
The NSW Governmen is commited o
creaing a high-perormance public secor.To achieve his, i is crucial o improve he
perormance o he secors workorce.
As a manager, you should work wih
employees o:
se and clariy expecaions, by ensuring
employees undersand heir roles and wha
is expeced o hem
monior employees perormance and
engage in ongoing wo-way discussions oconinuously develop heir perormance
plan and review employees work objecives,
and help hem undersand how heir
achievemens link o agency and secor
objecives
Inroducion
develop he capabiliies employees need o
effecively ulfil heir roles and perorm a ahigh level
recognise employees or good perormance
resolve unsaisacory perormance promply
and effecively.
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4 MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS
Figure 1: Componens of he Performance Developmen Framework
1 Secion 67 o he Governmen Secor Employmen Ac 2013
NSW Public Secor PerformanceDevelopmen Framework
According o legislaion1, all public secor
agencies mus have a perormance
managemen sysem ha mees essenial
elemens and guidelines se by he Public
Service Commissioner.
The NSW Public Secor PerormanceDevelopmen Framework conains hese
guidelines and ses he approach or managing
all aspecs o employee perormance in he
NSW public secor.
As depiced in Figure 1, he Framework consiss
o six componens. Each componen has
essenial elemens ha define he mandaory
benchmarks or agency perormance
managemen sysems. These are se ou on
page 8 o his guide.
The Frameworks componens are no designed
o be applied sequenially. I is imporan o
undersand he purpose o each componen
and apply hem appropriaely, wheher
individually or in combinaion, depending on
he circumsances.
The PSC will review he Framework regularly osuppor ongoing improvemens in perormance
managemen across he secor and o ensure i
is aligned wih urher workorce managemen
reorms.
PART 1:
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MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS 5
2 Corporae Leadership Council (2005),Managing for high performance and reenion, Corporae Execuive Board, Washingon DC.
Figure 2: Individual objecives feed ino sae-wide sraegies
Managing for performance
Managing or perormance describes
managemen pracices and aciviies o improve
perormance and align individual and eam
effors wih he organisaions objecives.
Perormance in he conex o his Framework
comprises no only wha an employee does in
heir role, bu also how hey go abou doing i
heir behaviour.
Effecively managing an employees
perormance is a hallmark o a successul
manager. Research shows ha employees workbes when hey have clear goals and undersand
wha is expeced o hem and heir work;
receive air and regular eedback abou how
hey are perorming; are recognised or a job
well done; and ge consrucive advice abou
areas o unsaisacory perormance and how
hey may improve2.
An organisaions perormance is he resul o
he combined effors o he individuals wihini. Figure 2 illusraes how every employee
plays an imporan role in achieving divisional,
deparmenal and sae-wide objecives. As a
manager, you play a criical role in aligning
employee capabiliies and effors wih
organisaional oucomes.
This involves ensuring your employees clearly
undersand wha hey need o achieve; wha
capabiliies hey need o be successul in heir
role; any processes and procedures hey are
expeced o ollow; and he sandards and
behaviour expeced o hem. Managers also
need o work wih employees o ideniy
heir capabiliies, leverage heir srenghs and
provide developmen opporuniies o close
any gaps beween heir capabiliies and wha is
expeced o hem.
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6 MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS
Perormance managemen isn abou
once-yearly reviews or ocusing only onunsaisacory perormance. Nor is i abou
filling in orms and icking boxes over he year
as you complee each aciviy. Raher, i is an
ongoing process involving regular discussions
wih employees abou coninuously improving
heir perormance. These discussions are an
opporuniy or you o se and manage your
employees expecaions; acknowledge good
perormance hrough posiive eedback; provide
consrucive advice o realign expecaions
and perormance; help hem develop key
capabiliies; and, i necessary, addressunsaisacory perormance. A large majoriy
o employees wan o, and do, perorm well.
Unsaisacory perormance is only an issue or
less han 5 or 10% o employees3.
Good perormance developmen is abou
managing all aspecs o employee perormance
consisenly, equiably and ransparenly.
This enables you o:
build and mainain open and consrucive
working relaionships wih your employees help hem undersand he link beween
heir everyday work, your role and he
organisaions objecives
allocae work asks more effecively
beter arge learning and developmen o
mee individuals and he organisaions
needs
recognise and develop alen
improve employee engagemen4.
According o research by he Corporae
Leadership Council, an employeesundersanding o expecaions and sandards
and how hey relae o heir work and he
organisaion is he bigges driver o
employee and organisaional perormance.
When employees undersand his, heir
perormance can improve by as much as 36%5.
As a manager, here is a range o acions you
can ake o effecively suppor and build he
perormance o individuals and your whole
eam. These are se ou in he nex par o
his guide.
3 US Office o Personnel Managemen (1999), Repor of a special sudy Poor performers in Governmen: A ques for he rue sory.The Officeo Meri Sysems, Oversigh and Effeciveness ound ha, conrary o he popular percepion ha poor perormance was a problem in heederal public service, poor perormers represened only approximaely 3.7% o he workorce.
4
The concep o employee engagemen is generally recognised as an employees connecion and commimen o heir organisaion, is goalsand values as a whole. For urher inormaion, reer o page 4 1 o How i is: The Sae of he NSW Public Secor Repor 2012.5 Corporae Leadership Council (2002), Building he High-Performance Workforce a quaniaive analysis of he effeciveness of performance
managemen sraegies,Corporae Execuive Board, Washingon DC.
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8 MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS
Componen Essenial elemens
CYCLICAL
CONTINUOUS
Se and clariyexpecaions
Collaboraive processbeween manager andemployee o se perormanceexpecaions and clariy hemon an ongoing basis.
Each employee has an up-o-dae descripion o heir role,including required capabiliies and responsibiliies, linkedo he organisaions sraegy.
All employees undersand he public secor values, hecapabiliies required o hem in heir roles, and hedeliverables or which hey are accounable.
All employees are aware o he codes o conduc, policies,procedures and sandards hey are expeced o observe.
All new employees (in he secor or he eam) undergo areview process ha includes inormal and ormal reviews.
Monior
Ongoing join evaluaion oprogress owards achievingwork goals and expecaions,involving regular wo-wayeedback.
All employees have regular opporuniies o discuss heir
work wih heir manager and receive inormal eedback onheir perormance (eiher individually or as a eam).
All employees have he opporuniy o provide inormal andormal eedback (hrough a srucured assessmen mehod)o heir manager.
Plan and review
Collaboraive processbeween managerand employee o planperormance, linked ocorporae objecives, wihperiodic reviews o progress
owards achieving work goals.
All employees have an annual ormal perormance agreemenwih heir manager ha ses ou individual perormanceobjecives linked o corporae objecives as well as hecapabiliies hey are required o demonsrae in heir role.
Perormance agreemens or all execuives who havefinancial accounabiliy include mandaory perormanceobjecives se ou in Appendix A.
Perormance agreemens or all employees who haveresponsibiliy or managing people include mandaoryperormance objecives se ou in Appendix B.
All employees have a ormal perormance review a leasonce a year.
Formal perormance reviews are o inorm all assessmensor incremenal salary progression; paymen o increasesdeermined by he Sauory and Oher Officers RemuneraionTribunal (SOORT); and any conrac renewal.
Develop
Collaboraive process
o ideniy and developemployees capabiliies wihperiodic reviews o progress.
Developmen plans are based on he capabiliies requiredin he role, he employees exising capabiliies, and his/herperormance objecives and/or career goals.
Progress agains developmen plans is ormally reviewed aleas once a year.
Recognise
Regular pracice orecognising employee efforsand excellen perormanceoucomes and achievemens.
Agencies have guidelines in place o help managersappropriaely recognise employees a he local level.
EV
ENT-
DR
IVEN
Resolve unsaisacoryperormance
Process o addressing
employee unsaisacoryperormance.
Managers promply work wih he employee o undersandand resolve insances or paterns o unsaisacoryperormance.
Componens and essenial elemensof he NSW Public Secor
Performance Developmen Framework
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MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS 9
When o se or clarifyexpecaions
You should se and clariy expecaions on an
ongoing basis, bu paricularly when a new
employee sars work, an exising employee
akes on a new role or heir responsibiliies
change, and when you ake on a new eam or
he eams responsibiliies change. Doing his
will help employees clariy heir responsibiliies
and realign heir perormance.Failing o se clear sandards o perormance
and behaviour can cause employee conusion
or misundersanding, leaving employees unable
o perorm heir role even i hey are capable o
doing so.
While i is imporan o se and clariy
expecaions or employees individually, i is
equally imporan o do his or he whole eam.
Se and clarify expecaions
Good perormance sars wih employees
having a clear undersanding o goalsand expecaions. This firs criical sep
esablishes he requiremens or hem o
perorm heir role.
Whas involved
An employee needs o know:
heir role, required capabiliies,
responsibiliies and conribuion wihin he
eam and he organisaion
wha hey are accounable or and expeced
o deliver o heir eam and organisaions
mission and goals
expecaions around ehics, values and
behaviour
how heir perormance will be measured
and assessed.
You should discuss hese expecaions clearly
and openly wih each employee, making sure
ha you boh have a shared undersandingo each ohers responsibiliies and
accounabiliies.
Perormance expecaions should be based
on he capabiliies employees need o carry
ou heir role effecively. They should also be
derived rom he public secor core values and
direcly relae o your agencys mission and
goals. Perormance expecaions mus describe
accepable behaviours and acions expeced and
define work oupus required.
You should develop hese expecaionscollaboraively wih each employee (excep or
legislaed or mandaory corporae requiremens
or objecives) o ensure you boh undersand
wha is required.
Once you have esablished expecaions, you
should coninuously monior your employees
perormance, provide eedback o reinorce
heir perormance and clariy expecaions on
an ongoing basis.
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10 MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS
Seting expecaions foryour eam
Teams are diverse, wih differen dynamics,
culures and people. Change wheher
wihin he eam or in he environmen i
operaes in can creae uncerainy.
One o he mos imporan seps in building
a high-perorming eam is o se or clariy
expecaions. This gives he eam an
opporuniy o discuss heir expecaions
beore working ogeher.
Whas involved
When seting and clariying expecaions
or your eam, discuss shared goals and
values, and how hey relae o hose o he
organisaion and he public secor. Ask
your eam o consider is role wihin he
organisaion and wha i is expeced o deliver.
Is imporan o deermine he key roles
and responsibiliies wihin he eam and
how decisions will be made. To ensure good
working relaionships, esablish how eammembers are expeced o behave and
conduc hemselves a work, and wih
oher eam members; and wha behaviours
will no be acceped, such as bullying or
harassmen. Lasly, se he perormance
sandards hey are expeced o mee, and
how hese will be measured and assessed.
When o se or clarify expecaions
You should se, or clariy and discuss
expecaions wih a eam when: you sar o lead a new eam or a new
employee joins he eam
he eams responsibiliies change or eam
member responsibiliies need o be clarified
workplace or organisaional policies ha
guide employee conduc and behaviours
are inroduced or changed.
Seting expecaions and regularly clariying
and reinorcing hem on an ongoing basis
will avoid misundersandings, conflic anddisagreemens wihin he eam.
Useful ools and references
Reer o Par 3 o his guide or more
inormaion on:
Capabiliy rameworks (page 23)
Codes o conduc, and workplace policies
and procedures (page 24)
Developing senior execuive services (SES)
perormance agreemens (page 32 )
Prevening bullying in he workplace
(page 23)
Probaion review, which allows you o
suppor a new employees progress and
learning in heir new role (page 34)
Role definiion (page 35)
Values saemens (See also: codes o
conduc, and workplace policies and
procedures) ha ariculae an organisaions
values and expeced behaviours (page 37)
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12 MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS
When o monior
performance
Perormance monioring shouldn be lef unil
he six-monhly ormal perormance reviews.
By proacively monioring perormance on an
ongoing basis, you can recognise progress and
achievemens, clariy he uure direcion, and
ideniy and effecively address a perormance
issue when i happens and beore i worsens.
In such insances, give clear advice on
improving perormance. Regular eedback and
suppor resolves he majoriy o insances ounsaisacory perormance. Reer o he secion
on resolving unsaisacory perormance on
page 19 or more inormaion.
Employees who regularly mee and exceed
expecaions sill require monioring and
should be recognised or heir effors and
achievemens. Wihou goal clarificaion and
help wih prioriising work demands, high-
achieving employees can be underuilised and
become demoivaed.
Where operaional circumsances make i
possible, you should provide eedback o
employees hroughou he workday and deal
wih problems as hey arise.
On some occasions, here is a greaer need o
monior perormance, such as when:
a new employee sars work or when
an employee is in a new role and needs
addiional suppor
somehing changes ha is affecing he
employees perormance
he employees responsibiliies change.
The principles or monioring individual
perormance apply equally o eams. Team
discussions should cenre on he work, how i
is achieved, achievemens and he uure o he
eams work.
Monioring eamperformance
Once you have se eam expecaions and
objecives and when he eam sars o
ge resuls you need o monior he eam
o ensure i says on course. This includes
recognising he eams achievemens,
making any necessary correcions o
preven small problems rom becoming
major disasers and aking he seps needed
o ge he bes perormance possible romhe eam.
Team meeings are one way o help you
manage perormance. These meeings are
an opporuniy o periodically clariy and
reinorce he eams purpose, and o build
and srenghen eamwork. They are an ideal
way or he whole eam o communicae
and share inormaion and ideas, and o
monior is progress agains is objecives.
While you may provide general eedback
on he eams perormance o he groupas a whole, you should also hold regular
shor meeings wih each eam member o
discuss heir work, provide specific eedback
on heir perormance and discuss heir
developmen. Any discussion abou an
individuals perormance should be done
privaely, no during a eam discussion.
Useful ools and referencesReer o Par 3 o his guide or more
inormaion on:
Capabiliy rameworks (page 23)
Coaching o enhance perormance (page 24)
Engaging in difficul conversaions(page 26)
Giving and receiving eedback (page 30)
Ongoing monioring (page 31)
Perormance agreemens (page 32)
Prevening bullying in he workplace (page 23)
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MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS 13
Plan and review
To help employees undersand heir
role wihin he organisaion, youshould provide a coheren perormance
agreemen wih specific work objecives
linked o he corporae sraegy. Planning
and reviewing perormance objecives
wih your employees is an essenial par
o your responsibiliies.
Whas involved
When planning perormance objecives wih
employees:
ideniy he objecives and required
capabiliies, ensuring hey are clearly linked
o business plans and corporae sraegies
discuss and confirm how perormance will
be assessed and measured, and how progress
owards heir arges will be moniored
documen he key elemens discussed and
agreed o beween you and he employee in
heir perormance agreemen.
A simple way o align employee objecives o
he corporae sraegy is o se perormance
objecives in a cascading manner. You should
give employees a copy o your objecives and
ask hem o draf heir perormance objecives
based on wha you need hem o achieve.
Employees can also add oher objecives
ha may be criical o heir role, bu are no
necessarily included in your perormance
agreemen. Then you and your employeesdiscuss and agree on which objecives will be
included in heir perormance agreemen.
Some objecives or arges are non-negoiable,
including mandaory governmen or corporae
objecives. You should discuss hese wih your
employees so hey clearly undersand which
arges are no negoiable and why.
There are wo mandaory objecives currenly in
place across he secor.
Perormance agreemens or all execuives whohave financial accounabiliy mus include
mandaory perormance objecives se ou in
Appendix A. These objecives are par o a
range o measures approved by Governmen o
significanly improve financial managemen in
he NSW public secor.
Perormance agreemens or all employees who
have responsibiliy or managing people mus
include mandaory perormance objecives se
ou in Appendix B. These objecives, ocused
on people and capabiliy managemen, are one
o a number o public secor reorm iniiaives
aimed a improving workorce managemen
across he secor.
Afer seting he perormance objecives, you
and your employees can discuss sraegies or
meeing hem. This discussion should cover
he capabiliies he employee needs o be
successul, any capabiliy gaps hey will need
o address, possible approaches hey migh ake
and anyhing ha migh affec heir abiliy o
mee heir objecives. Reer o he nex secion
on developing capabiliies on page 15 or more
inormaion.
Reviewing objecives
Annual or oher periodic perormance reviews
are he bes ime o ormally assess employees
progress owards meeing heir objecives.
Execuives should review heir objecives
inormally a leas every quarer, wih one
ormal annual review. All oher employees
should have one inormal and one ormal
annual review. The review process is supporedby ongoing monioring and regular wo-way
eedback beween reviews.
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MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS 21
PART 3:
o supporgood managemen
pracice
Reference
guide
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MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS 23
BBullying in he workplaceBullying is repeaed unreasonable behaviour
direced owards an employee or group o
employees ha creaes a risk o healh and
saey7. Wheher inenional or uninenional, i
is a workplace healh and saey issue ha you
mus swifly address and resolve.
Direc bullying can include verbal abuse,
puting someone down, spreading rumours
or innuendo, or inerering wih someones
personal propery or work equipmen.
Indirec bullying can include:
unjusified criicism or complains
deliberaely excluding someone rom
workplace aciviies
deliberaely denying access o inormaion
or oher resources
wihholding inormaion ha is vial or a
worker or workers o perorm effecively
seting asks ha are unreasonably above or
below a workers abiliy
deliberaely changing work arrangemens,
such as rosers and leave, o inconvenience a
paricular worker or workers
seting imelines ha are very difficul o
achieve
excessive scruiny a work.
A single inciden o unreasonable behaviour
can poenially escalae ino bullying and
should no be ignored. Single incidens can sill
creae a risk o healh and saey.
As a manager, you are responsible or ensuring
your employees healh and saey a work.
Reasonable managemen acions carried ou in
a air way are no bullying. For example:
seting perormance goals, sandards and
deadlines
allocaing work and rosering work hours
ranserring workers
deciding no o selec a worker or a
promoion or developmen opporuniy
addressing unsaisacory perormance or
inorming a worker abou inappropriae
behaviour
implemening perormance managemen
processes or organisaional changes
giving consrucive eedback
downsizing.
For guidance on managing bullying in he
workplace, reer o WorkCover Auhoriy o
NSW Bullying prevenion ki.
CCapabiliy frameworks
Capabiliies are he knowledge, skills, and
abiliies ha public secor employees musdemonsrae o perorm heir roles effecively.
They are cenral o esablishing a clear shared
undersanding o he behaviours expeced o
each employee.
The capabiliies required or a role should be
idenified when i is firs creaed and reviewed
i i is updaed. Taken in combinaion wih
he roles broad objecives and he deliverables
relevan o he review period, he idenified
capabiliies provide managers and employees
wih a good saring poin or assessingperormance and planning developmen.
A capabiliy ramework is a descripion o he
range o capabiliies an organisaion needs
o achieve is goals. A capabiliy ramework
provides a sysemaic basis or creaing roles;
recruiing o roles; managing perormance;
capabiliy developmen and career planning;
and, more broadly, workorce planning.
7 WorkCover NSW (2009), Prevening and responding o bullying a work, Ediion 3. NSW Governmen
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MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS 27
Provide a range of learning and
developmen opionsThe mos effecive growh and developmen
sraegies allow employees o learn and developa new skill or behaviour by applying and
pracising i in real-lie workplace siuaions.
Proessional developmen should be a 70:20:10blend 70% on-he-job experience, asks and
problem solving; 20% peer-based learning or
examples; and 10% ormal courses suppored
by reading and lisening. The ollowing ableprovides examples o learning and developmen
opions.
On he job (70%) Peer-based learning(20%)
Formal raining (10%) Reading and lisening
On-he-job
experience and asks,and sharing bespracice examples
Observing and
working wih rolemodels; receiving andgiving eedback
e-learning, ineracive
uorials
Reading proessional
aricles, books orjournals
Modelling a behaviouror demonsraing askill or colleagues
Menoring colleagues,reverse menoring
Sel-paced learning Researching or aworkplace ask
Shadowing a moreexperienced colleague
Coaching or beingcoached
Formal shor rainingcourses
Paricipaing inwebinars
Underaking a newask or projec
Joining proessionalneworks orcommuniies o
pracice
Seminars, conerencesor lecures
Lisening o podcassand wachingvodcass
Acing in anoher role,underaking higherduies
Paricipaing inlearning circles andorums
Proessionalassociaion aciviies
Lisening oinerviews wihexperiencedproessionals
Pursuing careerdevelopmenopporuniies
Ineracing wih peerso underake a ask ordiscuss issues
Leadershipdevelopmenprograms
Reading discussionpapers andproessionalmagazines
Acceping emporary
appoinmens
Designing or
delivering a rainingsession or ohers
Managemen
developmenprograms
Paricipaing in aask orce, eam orcommitee
Sharing learning Teriary courses
Preparing orpresening a repor
Insrucing ohersin proessionaldevelopmen
Underaking jobroaions
Ineracing wih peerso complee a projecor solve a problem
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MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS 29
Figure 5: Seps for dealing wih disagreemens
Disagreemens
Your employees may disagree wih aspecs
o he perormance managemen process. Iis imporan ha he process is air and open
and ha you manage any issues ha arise
appropriaely.
When dealing wih a conflic during a
perormance discussion, be clear ha you
wan o work oward a resoluion. Lisen o he
employee and seek o undersand heir poin oview. Be open o valid explanaions, bu ocus
on he soluion raher han on atribuing blame.
You should rerame he issue, or express issuesand soluions in a way ha ensures employees
clearly undersand hem. Focus on he win
win impac o he proposed soluion, such ashe posiive effec he change will have or he
employees career and or he oupu o he
eam or organisaion.
Above all, be resolue. Remain calm and
objecive. As a manager, you can allocae andsupervise work, give your employees reasonable
work-relaed direcions and provide eedback.
Figure 5 summarises and illusraes he seps
or dealing disagreemens during perormance
discussions.
I he employee reuses o ake acion o resolve
an idenified problem, or reuses o ollow a
lawul direcion you have given hem, you mayneed o ake a more srucured approach. Begin
by asking your HR eam or advice abou urher
seps you should ake.
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MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS 31
I you receive eedback ha is no clear or
specific enough, ask he person o providesome specific examples o help you ideniyhe relevan acion or behaviour. This shouldbe a wo-way, open discussion so ha bohparies have a clear view o wha he eedbackwas, wha behaviour or acion has led o heeedback, and wha needs o be reinorced ordone differenly.
Receiving eedback helps you succeed in yourrole and here is no need o eel hreaened by i.
MMeasuring performance
Once you have esablished perormanceagreemens, you and your employees shouldagree on how heir perormance will beevaluaed and how heir progress owardsachieving goals will be measured.
Measuring perormance sars wih comparinghe resuls he employee has achieved agains
he objecives in heir perormance agreemen,which should include well-defined goals andperormance indicaors.
Key perormance indicaors define howperormance may be measured. They may be:
Quaniaive indicaors. These are measureso quaniy, such as How many?, Howofen? and How much?
Qualiaive indicaors. These measure hequaliy o he resul agains he sandard, or
example, Wha was he resul? or How does
he resul compare o he planned resul?
Misconduc
Misconduc involves improper, wrong or
poenially unlawul conduc ha is ouside opolicy, direcions or he law. I usually involvesan allegaion o an employees ac or omission
arising rom negligence or wih inen. Seriousallegaions or incidens where he acs areunclear are more likely o be consideredas allegaions o misconduc. Examples
include assaul, hef, blaan disregard orpolicies, or oher serious acions ha mayrequire invesigaion. Misconduc is deal
wih in secion 69 o he Governmen SecorEmploymen Ac 2013.
Where an allegaion o misconduc by an
employee is made you should consul Clause37 o 41 o he Governmen Secor EmploymenRules 2014.
Monioring
Employees mus be able o pu heir perormanceagreemens ino acion, solve problems
independenly and srech heir abiliies omee challenges. However, hey may need yoursuppor and inpu o achieve hese goals.
I is a good idea o have a ormal perormancemonioring process. One-o-one meeings workbes, where you can discuss work in progress
and any help he employee needs, and findsoluions or problems hey have.
Ongoing perormance monioring
Observe andevaluaeprogress
Observe your employees progress owards achieving heir goals. Review plansand recognise i here is any slip in employee achievemen, i he perormanceagreemen needs o be adjused o reflec changing circumsances, or i hey needraining, coaching, assisance or your guidance o mee heir goals.
Lisen Acively lisen, paricularly o any issues hey have wih heir work, and provideadvice and direcion where appropriae.
Quesion Mainain an acive ineres in heir work and find ou how hey are doing.
Giveeedback
Give posiive eedback o oser good perormance, enhusiasm and moivaion.When necessary, give consrucive eedback so he employee can adjus heirbehaviour or modiy heir curren work oupus o help hem reach heir goals.
Receiveeedback
Be open o receiving eedback in reurn, especially around how you can help youremployees do heir job beter.
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MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS 33
Wha o discuss in a formal performance
reviewPerormance reviews should involve open and
acual discussions beween you and youremployees abou wha hey have achievedand how; wha has no been achieved and why;developmen aciviies and heir oucomes;and he employees career aspiraions.You should also discuss how he employeesaciviies and behaviour have conribued ohe organisaion meeing is goals, services andvalues. The sample quesions below may helpyou guide he conversaion.
A his review here should be no surpriseshis is no he ime o able insances ounsaisacory perormance or he firs ime.You should have addressed any unsaisacoryperormance issues promply when heyoccurred. This doesn mean you can discussareas o unsaisacory perormance hahave been addressed and recified, or ha areongoing, bu his discussion is a holisic reviewo he employees pas perormance, no jusspecific insances.
Perormance review discussions are moreeffecive i boh paricipans are prepared.The employee should draf heir review
response using a perormance agreemenemplae and orward a copy o you. Thisencourages he employee o hink abou heirachievemens and gaher any maerial ha maysuppor heir assessmen o heir perormanceover he previous six or 12 monhs.
You should hen conduc your own assessmen,gahering any supporing maerial o supporyour findings and record he resuls on hesame documen. This may include he resulso ormal assessmens, 360-degree eedback,psychomeric assessmens, sel-assessmenor, in he absence o any ormal ools, hrough
observaion and discussion.
The joinly developed assessmen documenorms he basis or he review discussion.
Two-way feedback
This is also a ime when you may seek eedbackon your perormance rom your employeesperspecive. This may come rom ormalassessmen ools such as 360-degree eedbackor i may be a series o quesions you pose. Toensure you receive meaningul eedback, le
your employees know in advance ha you willbe seeking heir opinions so hey have ime o
consider he quesions beore he meeing.
Sample quesions
Siuaion Wha was he siuaion?
Wha worked well?
Wha didn work?
Wha were he challenges?
Wha resources were available?
Who was involved?Task Wha asks did you need o accomplish?
Had you perormed hese asks beore?
Wha did you learn while doing hem?
Did hey ake as long as you expeced?
Acion Wha did you do o complee he asks?
How did you manage your ime?
How did you gaher resources?
How did you deal wih challenges?
Resul Wha were he resuls?
Were you saisfied wih he resuls?
Wha effec did he resuls have on your eam or agency?
How did your resuls measure agains he benchmark?
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MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS 35
RRecogniionEmployees should be recognised or heireffors and achievemens. However, people
value recogniion differenly depending onheir role, moivaions, personal syle and values.
You migh like o recognise an individual or eamwhen a projec eam achieves a greaer hanexpeced resul; an employee respondsvolunarily and successully o challenging
siuaions; or an employee displays asponaneous ac o leadership ha makes aposiive difference. I may also be appropriaeo recognise consisenly ousandingperormance by an employee or eam; aproposal or process improvemen ha benefis
he eam or organisaion; or someone whohas gone he exra mile o deliver excellencusomer service.
How o give recogniion effecively
Communicaing appreciaion or a job welldone is mos effecive when i is meaningul,simple and sincere. The recogniion should beappropriae o he achievemen and given ouas close as possible o he achievemen or even.
Research has shown ha mos employees findi more meaningul o receive genuine verbalrecogniion rom heir manager, cusomers,cliens or peers, or rom a more senior managerwihin he organisaion han a financial reward.
Ge o know your employees and find ou wha
is imporan o hem. This will enable you orecognise hem in a meaningul way.
Wha moivaes your employees?
Your employees may be moivaed by:
more ineresing or challenging work
a sense o achievemen
heir colleagues
an opporuniy o show iniiaive
proessional developmen
increased responsibiliies.
Social recogniion such as morning eas,
lunches and he like also reinorce posiiveperormance and behaviour. Personally writenemails or leters are anoher way o reinorcehigh perormance.
Opions or recogniion include:
verbal acknowledgemen in meeings
escalaed recogniion, when a seniormanager provides verbal recogniion
newsleter or email recogniion copied o heeam or a senior manager
an award cerificae presened by a senior
execuive or he Direcor-General
a iered sysem o awards culminaing ina ceremony wih he Direcor-General or asenior execuive
nominaing he employee or a ormalaward program, like he Premiers Award orIndividual Excellence and Achievemen or,in he case o eam recogniion, or a PublicSecor Award.
However, be mindul ha over requenrecogniion can lead o a sense o enilemenand lose heir value. An elemen o surprise can
heighen he effeciveness o recogniion8.
Role definiion
There are many names or documens ha define
he responsibiliies o a role, or example job
descripion, posiion descripion or role profile9.
Regardless o wha i is called, an effecive role
definiion documen should:
ouline he purpose and organisaionalconex o he role
describe he requiremens, accounabiliies
and oupus o he role
ideniy he capabiliies needed o
successully carry ou he role
deail who he employee repors o and who
repors o hem (i applicable)
link he role o he agencys capabiliy
ramework
8 Wagner, R. & Harer, J (2007), The Fourh Elemen of Grea Managing,Gallup Business Journal, 9 Augus 2007, adaped rom 12: The Elemens oGrea Managing htp://businessjournal.gallup.com/conen/28270/he-ourh-elemen-o-grea-managing.aspx#3. Downloaded 15 April 2013.
9 A role definiion may include or is someimes known as a role descripion, posiion descripion or saemen o duies.
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38 MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS
MyhsPART 4:
aboumanaging for
performance
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MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS 39
The ollowing are some o he myhs and perceived barriers ha sop some managers
rom correcly managing employee perormance. This par o he guide aims o bussome o hose myhs and break down he barriers o managing or high perormance.
Myh Bused
Performance managemen isabou managing employees
wih unsaisfacoryperformance.
Perormance managemen has been wrongly perceived as anegaive or puniive process, raher han a good managemenpracice ha helps align individual and eam effors wih heorganisaions objecives.
Perormance managemen is a holisic process involvingregular wo-way discussions beween you and your
employees, ocused on building and coninuously improvingemployee perormance. These discussions are an opporuniyo se and manage expecaions; acknowledge goodperormance hrough posiive eedback; provide consruciveeedback o realign expecaions and perormance; developkey capabiliies; and address unsaisacory perormance,where necessary.
We are doing alrigh wihou i.
Is jus more bureaucracy.
Managing he perormance o your employees is an inegralpar o your managemen role and responsibiliies.
I helps employees o:
be clear abou wha hey are supposed o do
say on rackknow wha heir work objecives and prioriies are, and no
wase effor and resources on unnecessary workaler you o any problems ha arisesugges how sysems and processes can be improvedorm a good working relaionship wih you and heir
colleaguesconinually lif heir perormance and heir value o your
eam and he agency.
Ive go 10 direc repors.How can I ge any work done
if I have o do an annualperformance agreemen and
review, drop by for chas andschedule cach-ups as well?
This is ime invesed, no los. Managing he perormance opeople is a criical par o your role and responsibiliy as amanager. Also, a eam o employees working effecively willbe more producive and achieve more han you can everdo on your own.
I have o wai unil I have aperformance discussion o
discuss work progress wihmy employees.
Beween perormance discussions, inormal meeings orcach-ups allow you o monior your employees work,praise achievemens and effors, address curren issues andconcerns, and help employees prepare or new or challengingasks, as well as explore developmen aciviies.
They may be scheduled regularly and/or occur ad hoc, such asduring a quick conversaion beore allocaing a ask.
Cach-ups avoid surprises in he ormal perormance
discussions and provide an opporuniy or you o correc anissue beore i becomes a larger problem.
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40 MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS
Myh Bused
My employees are professionals hey know heir job. Theyare no going o like i if I sarchecking up on hem everyoher day.
Don underesimae yoursel. You may be surprised how muchyour employees value he opporuniy o discuss heir workwih you.
The requency o your cach-ups and inormal or ormalperormance discussions wih each employee will depend ona range o acors, such as he employees level o capabiliy,he work hey are doing, and how new hey are o heorganisaion or o heir role.
Our agency is resrucuring.Performance prioriies,srucures and reporing lineswill likely change so heres
litle poin in underakingperformance planning ormanagemen.
The work o he agency and your business area sill goes on.Managemen direcion and suppor is paricularly imporanduring srucural change o help employees mainain ocus onheir work objecives.
Perormance objecives and plans don have o be or 12monhs. You can se hem or shorer periods and review hemwhen necessary.
Aligning individual performanceagreemens o business uni andcorporae plans is a grea idea,bu sign-off for agency businessplans is always delayed becausewe are waiing for he budge.
Don delay he perormance planning cycle. You can assumeha your usual work aciviies will coninue and base hem ondraf business plans Perormance agreemens can be adjusedi necessary afer hey approved.
Wha is here o discuss?Our service arges andsandards are se.
Some perormance objecives and arges may no benegoiable, bu all arges and sraegies o achieve hemshould be discussed and agreed upon.
You can sill discuss qualiaive aspecs o each employeesrole how hings are done as well as wha is done.
Wha is o sop me fromchanging arges jus becausehe employee is no going omee hem?
Plans need o be realisic and may need o change icircumsances change. Bu i he employee has perormanceissues, you need o speak wih hem, diagnose he causes andiniiae correcive acion ogeher.
We don have enoughemployees or resources ounderake developmenalaciviies.
Think beyond radiional raining courses.
Many developmenal aciviies can be done on he job,such as coaching by you or anoher senior employee, acingin a higher role or buddying wih anoher employee.
You can also give employees shor breaks o underake
online learning.
People jus have o ge onwih heir work and resolveissues you canno doeveryhing for hem.
This is rue o a cerain exen. Bu as a manager you will gebeter resuls i you share your knowledge and experience,lisen o and quesion your employees, and help hem comeup wih soluions o problems. This will also help build youremployees confidence and capabiliy so ha hey can resolveissues hemselves. I a small issue is lef unresolved, i mayescalae ino a larger problem ha is more difficul o manage.
If you are going o ge hainvolved, you migh as well dohe job yourself.
You are enabling your employees he effor you need o puin will reduce as hey develop he skills hey need o do he job.
A eam o employees working effecively will be more producive and achieve more han you ever could on your own.
Managers who ry o do i all demoivae heir employees andreduce heir skills, and end up burning ou hemselves.
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