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Monitoring and Managing PerformanceCourse Tutor :

Md.Rifat Amin Ryhanrifat@bimsedu.com.

For general query:

info@bimsedu.com

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Introduction

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The process of monitoring individual and groupperformance, and giving helpful feedback forimprovement, is generally called performance

appraisal.

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1.1 Role of performance appraisal

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(a)To identify individuals' learning/development needs(b) To identify problems or barriers to performance(c)To identify people with potential for future promotion

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1.1 Role of performance appraisal

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(d) To provide a basis for reward decisions(e)To improve communication about work issues,performance and development opportunitiesbetween managers and team members.

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1.2 Why have a formal appraisalsystem?

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If no system of formal appraisal is in place

(a) !anagers may obtain random impressions of subordinates'performance , but not a coherent, complete and ob"ectivepicture

(b) !anagers may not have devoted time and attention to thematter of improvement and development

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1.2 Why have a formal appraisalsystem?

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If no system of formal appraisal is in place

(c) #i$erent managers may be applying a di$erent set of criteria,and varying standards of ob"ectivity and "udgment.

(d) !anagers rarely give their subordinates systematic or

constructive feedback on their performance.

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1.3 The systematic approach toappraisal

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% typical appraisal system would involve

(a) Identi&cation of criteria for assessment(b) The preparation of an appraisal report(c) %n appraisal interview, for an echange of views aboutthe results of the assessment, targets for improvement.

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1.3 The systematic approach toappraisal

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% typical appraisal system would involve

(d) The preparation and implementation of action plansto achieve improvements and changes agreed

(e) ollowup monitoring the progress of the actionplan.

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. a s ou e mon ore anassessed?

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*elevant criteria for assessment (a) +ob, role or competence descriptions(b) #epartmental or team plans, performancestandards and targets..

(c) Individually negotiated goals and standards

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2.2 Benchmarkin

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enchmarking is the 'establishment, through data gathering,of targets and comparators, that permit relative levels ofperformance (and particularly areas of underperformance) tobe identi&ed. %doption of identi&ed best practices should

improve performance.(-I!% Ofcial Terminology)

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The benchmarkin process

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tage The &rst stage is to ensure senior management commitment tothe benchmarking process.tage 0

The areas to be benchmarked should be determined andob"ectives should be set.

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The benchmarkin process

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tage 1

2ey performance measures must be established.tage 3elect organisations to benchmark against.tage 4

!easure own and others' performance.

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!dvantaes and dra"backs ofbenchmarkin

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%dvantages(a) -an assess a &rm8s eisting position(b) ocuses on key areas to improve and sets target(c) haring of information(d) -ost control and improvement in performance

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!dvantaes and dra"backs ofbenchmarkin

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#rawbacks(a) Too much criticism on past performance.(b) #oesn8t identify why performance was good or bad(c) #epends on accurate information about rival

companies

(d) It is not cost free

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2.3 Reportin methods

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Overall assessment

ree format. 9o guaranteed consistency of thecriteria and areas of assessment,

!anagers may unable to convey clear, e$ective

"udgments in writing.

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2.3 Reportin methods

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Guided assessment

%ssessors are re:uired to comment on a number ofspeci&ed characteristics and performanceelements.

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2.3 Reportin methods #$radin%

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2.3 Reportin methodsBehavioural incident methods

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2.3 Reportin methods

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Results-orientated schemes % wholly resultsorientated approach Targets are agreed in advanceThe subordinate can assess himself easily

!anager is not a critic but a counsellor