Download - MANAGING PERFORMANCE A business psychology perspective by Michael Wellin BA, MSc, C.Psychol
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MANAGING PERFORMANCE
A business psychology perspective by Michael Wellin BA, MSc, C.Psychol.
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MANAGING PERFORMANCE TOPICS
Setting targets
Communicating to get buy in
Identification of poor performers
Acting fairly if improved targets not met
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SETTING TARGETS
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PERFORMANCE MANAGEMENT OR MANAGING PERFORMANCE?
MANAGING PERFORMANCE
Continuous processAbout assessment, development & relationshipInvolves joint manager & employee understanding Relates to business goals & employee commitmentFocuses on behaviours which achieve outputs & results
PERFORMANCE MANAGEMENT
Annual / biannual discussion Mainly about manager assessing employeeManager does it to the employeeRelate to organisation business cycleIncreasingly based on competencies
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SMART OBJECTIVESSpecific MeasurableAchievable RealisticTime specific
DELEGATIONAnalyse the Task Analyse the Person, Explain Reasons for Delegating Monitoring Process Review & Follow up
SETTING TARGETS
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LATEST THINKING ABOUT MAXIMISING PERFORMANCE
TRADITIONAL FOCUS ON DEVELOPING WEAKNESSES Identify what person good at & not so good atFocus development on improving areas where not so goodOvercoming weaknesses will increase performance
‘First Break All the Rules’ Marcus Buckingham & Curt Coffman
NEW FOCUS ON MAXIMISING STRENGTHS Identify what person good at & not so good atFocus development on making best use of strengthsPutting people in jobs which use their strengths will increase enjoyment, commitment and performance
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A SINGLE OBJECTIVE CAN TAKE MANY DIFFERENT SHAPES
Increase revenues from 5 major clients
Increase revenues from major clients by 20%
Increase profitability from major clients by 10%
Increase major client satisfaction with our services by 5% as measured by annual client survey
Formulate & execute key account plans for major clients
Fulfil role as ‘Trusted Business Advisor’ in all major clients
Introduce one new service to each major client
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COMMUNICATING TO GET BUY IN
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THE COMMITMENT HIERARCHY
WHAT IS EXPECTED FROM ME? Do I know what is expected from me?
Do I have the equipment and material I need?
AM I VALUED HERE? Does someone value me?
Are my efforts appreciated?
DO I BELONG HERE? Do my values match other
people’s & the organisations?
CAN I USE & GROW MY TALENT? Can I apply and grow more of my talents here?
LEVEL 4
LEVEL 3
LEVEL 2
LEVEL 1
Traditional Performance Management
Managing Understanding & Performance
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GIVING FEEDBACK IN COACHING STYLE
MD “Should I tell this individual why I am taking them off the account following poor client feedback ?”
Tell it as it is, including how the client feels & ask the individual:What do you think might have caused the client to react as they have?What recent communications/interactions have you had with the client that might have caused them to react as they have? Could there be anything about your manner/style that they might have reacted to? Have you ever had anything similar?What have you learnt from this experience for the company/you to avoid future repetitions?
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THE PERSONAL DEALTHE PERSONAL DEAL
WHAT I
GIVE YOU?
WHAT YOU
GIVE ME?
YOU ME
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IDENTIFICATION OF POOR PERFORMERS
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OBJECTIVES ARE THE ‘WHATWHAT’ OF BUSINESS PERFORMANCE THEY DESCRIBE TARGETED RESULTS AND OUTPUTS
e.g. install the new IT system by 21.09.08e.g. achieve high levels of customer satisfaction & repeat business
OBJECTIVES & COMPETENCIES TOGETHER DETERMINE OUR PERFORMANCE
COMPETENCIES ARE THE ‘HOWHOW’ OF BUSINESS PERFORMANCE THEY DESCRIBE THE BEHAVIOURS PEOPLE USE TO ACHIEVE
RESULTS e.g. create and use a project plan (for implementing the new IT system) e.g. listen, empathise with the customer’s issues & respond to them
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EVALUATION ERRORS
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OBJECTIVE ASSESSMENT STEPS
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ACTING FAIRLY IF IMPROVED TARGETS
ARE NOT MET
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REASONS FOR PERFORMANCE GAP
Personal ability e.g. not have the competency or knowledgeManager performance – e.g. not provided sufficient direction or resourcesEnvironment forces – e.g. department barriers, change in market demandPersonal circumstances – e.g. family illnessMotivation & commitment – e.g. stress, breach of psychological contract
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FOUR INSPIRATIONAL LEADER QUALITIES
Robert Goffee & Gareth Jones
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DELIVERING TOUGH MESSAGES
Plan the message
Tell it as it is
Give the reasons
Do not be drawn into an argument
Show empathy
Be optimistic & show respect
Summarise actions
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BENEFITS OF MANAGING PERFORMANCE
Increase understanding
Identify talent
Empower and support
Develop talent
Increase performance
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TO FIND OUT MORE
Contact Michael Wellin at Business Transformation Ltd.
E – [email protected] W- www.businesstransform.co.ukT - +44 (0) 20 7278 6006M- +44 (0) 7966 081192