introduction to performance management by derek hendrikz
DESCRIPTION
Performance management by Derek Hendrikz covers standards, reporting, measurement, progress, quality improvement, review, reinforcement, development, key performance areas, kpa’s, key performance indicators, kpi’s, training, coaching, mentoring, job description, evaluation, outputs, development plans.TRANSCRIPT
Copyright © 2014
Derek Hendrikz Consulting
www.derekhendrikz.com
Performance management: planning, improvement and review
Plan Do Check
PERFORMANCEPLANNING
Performancepriorities
PERFORMANCE IMPROVEMENT
Continuousimprovement
Re-engineering
PERFORMANCEREVIEW
Performancemeasurement
Stablepart
Temporarypart
Performanceevaluation
EXTERNAL REQUIREMENTSVisionStrategies
Stakeholders- Customers- Authorities- etc.
PERFORMANCEREFERENCE
Comparative benchmarkingExternal audit
Customer surveyCompetitor analysis
SELF-AUDIT
Key processreview
Act Performance gap
Performance Management:
The design, development, implementation,
management and monitoring of systems and
processes that are aimed at maximising human
performance in the workplace.
www.derekhendrikz.com
IMPORTANCE OF PM
• Employees know and understand what is expected
from them
• Have skills and ability to deliver on expectations
• Individuals take responsibility for their own
development
• Management takes responsibility for improvement of
business processes through development of people07/18/07 4
www.derekhendrikz.com
PLACE OF PM IN HR
07/18/07
Recruitment & Placement
Induction:
Expectations Culture
Performance Management
Identify gapsTrain & Develop
Reward/Punish
Service Termination
Change placement
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Role of the individual to ensure organizational performance
• An organisation is a lifeless entity
• It requires people (individuals and teams)
• People are required to perform certain inter-related/
dependent functions, just like a system
• Organisation effectiveness is a team effort
07/18/07www.derekhendrikz.com
SYSTEMS APPROACH
• System consists of different parts
• Each is dependent on the other
• The whole is more than the sum of
its parts
• All the parts must have shared
understanding of what is to be
achieved07/18/07
www.derekhendrikz.com
PERFORMANCE MANAGEMENT PROCESS
• Strategic:
about long term goals and plans
• Improvement:
aimed at improving performance of individuals and
teams
• Development:
continuous development of individuals and teams
so they can remain up to standard www.derekhendrikz.com
PERSONNEL DEVELOPMENT
TRAINING AND
DEVELOPMENT
ON THE JOB:IN SERVICE FORMAL: OWN STUDYCOURSES
WORSHOPSCoachingMentoring
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STARTING the PM Process
1. Develop a job description
1. Describes what an employee will do
2. Describes required knowledge, skills and attitude
3. Specifies relevant equipment/ tools to support the
employee
2. Each job is divided into a number of functions and
tasks
3. Performance management tool is then developedwww.derekhendrikz.com
PERFORMANCE MANAGEMENT TOOL
• Key Performance Area (KPA): functions that
include tasks which an employee is required to perform
• Outputs: products and services that must be
produced
• Key Performance Indicators: shows that tasks
have been executed and meet specific standards: time,
quality, quantity and use of resources
www.derekhendrikz.com
MANAGEMENT OF PM
• Monitor behavior and objectives
• Reinforce desired behaviors and objective attainment
• Redirect inappropriate behaviors
• Provide control
www.derekhendrikz.com
APPRAISAL: REVIEW AND ASSESSMENT
• Formal meeting of employee and supervisor
• Both employee and supervisor rate achievement
• Identify areas that require development
• Develop a plan (PDP)
• Determine how it will be achieved
• Record agreements and commitments
www.derekhendrikz.com
Why does Performance Management often not work?
• Failure to implement.
• Ineffective communication.
• No monitoring systems in place.
• Ineffective corporate policy governing performance
management issues.
• Ineffective criteria, and measurement tools.
• Not tied to reward or punishment.
• Not directly linked to organisational strategy.www.derekhendrikz.com
Corner Stones of Performance Management
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Planning:
• Establish performance targets.
• Identify job behaviours.
• Identify basis for measuring performance.
• Provide direction, initial energising of behaviour.
www.derekhendrikz.com
Managing:
• Monitor behaviour & objectives.
• Reinforce desired behaviours and objective
attainment.
• Redirect inappropriate behaviours.
• Provide control.
www.derekhendrikz.com
Appraising:
• Formal meeting of employee and manager.
• Written record.
• Focus on future and employees development.
• Provide for re-planning and new objective
establishment.
www.derekhendrikz.com
Direct:
• Key result areas.
• Performance indicators.
• Required behaviours.
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Reward:
• Evaluate.
• Reinforce.
www.derekhendrikz.com
