performance mangment [autosaved]
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Performance Management:
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OBJECTIVE
In today's do more with less economy its moreimportant than ever to develop high performance teamleaders and mangers know that the key of success is toalign their teams and maximize team impact throughthe effective use of their unique talent to achievestrategic business objectives.
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Why Manage
Performance?
Curb or redirect non-productive activities
Encourage and reward behaviors aligned with
organizational mission and goals
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Planning for the Process
Review employee’s jobdescription
Understand theperformancemeasurement system
Review notes from the year
Understand employeeexpectations
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An iterative process of goal-setting, communication, observation
and evaluation to support, retain and develop exceptional
employees for organizational success.
Communicate
ObserveEvaluate
Set Goals
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Biggest performance lever Employee
Goal planning
Tracking Performance assessment
Ongoing coaching
Reward
Recognition activities
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GOAL ALIGNMENT
Challenges Only 20 percent companies create individuals goals
aligned to the organization
52%
74%
50%
Sales
mid levelmangers
lower levelemployee
time spent workers
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Your ExperienceThink about yourlast review:
What thoughts come tomind?
What went right, what went wrong?
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Acceptable
(Usually Meets Standards)
Generally meet expectations required for theposition.
Competently perform most aspects of the jobfunction, responsibility or goal.
May require improvement in one or two areas of consistent weakness.
Employee requires coaching in a weak area or may
need additional resources or training to meetexpectations.
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Corporate strategy individuals
Goals The connection between business objective and
individual goals is a week point in most goal planningprocesses
University of Virginia management professor RobCross has shown that managers can identify the besttalent for a particular initiative only around 50% of thetime
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Performance Standards Managees expect that managers everywhere in
the organization will use identical--at least
similar---standards to measure the performanceof competing positions
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What do Employees Expect? Clear expectations
Positive/constructive feedbackon a regular basis
Involvement in goal setting
Be treated fairly andconsistently
Sharing of information andresources
Job/career enrichmentopportunities
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GOAL ALIGNMENT Critical information
Identifying teams
Recourses Talent intelligence
Opportunities
Collaboration
Successful goal completion
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Continuously coaching As a manger the continues coaching is essential
Notes
Emails Review cycles
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Conducting the Meeting Review rating system
Discuss employee’s self review
Let employee talk
Be aware of all three parts of the messages you send: Words Tone Body Language
Stay focused onperformance
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Excellent (Exceeds Standards)
Clearly considered to be exceptionalperformers.
Consistently exceed the communicatedexpectations of the job function, responsibility or goal.
Demonstrate unique understanding of workbeyond assigned area of responsibility.
Identify needs and provide unique, innovativeand workable solutions to problems.
Achievements and abilities are obvious tosubordinates, peers, managers and customers.
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Good (Fully Meets Standards)
These employees are “on track” and fully achieve expectations. Independently and competently perform all
aspects of the job function, responsibility, orgoal.
Performance consistently meets therequirements, standards, or objectives of the job.
Occasionally exceeds requirements. Recognizes, participates in, and adjusts to
changing situations and work assignments.
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Acceptable
(Usually Meets Standards)
Generally meet expectations required for theposition.
Competently perform most aspects of the jobfunction, responsibility or goal.
May require improvement in one or two areas of consistent weakness.
Employee requires coaching in a weak area or may
need additional resources or training to meetexpectations.
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Unsatisfactory
(Fails to Meet Standards) Employees with this rating fail to satisfactorily
perform most aspects of the position (orfunction).
Performance levels are below establishedrequirements for the job. Employee requires close guidance and direction
in order to perform routine job duties.
Performance may impede the work of others andthe unit. A performance improvement plan must be
submitted to OHR.
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Filling out the Form Review notes
Behaviors vs. value judgments
Align categories on form with employee’s jobresponsibilities
Optional categories Set goals
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Setting Effective Goals Quick Tips
S.M.A.R.T. Goals
Specific Measurable
Achievable/Agreed Upon
Relevant
Time-bound
Aligned
Adjustable
Communicate
ObserveEvaluate
Set Goals
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Performance Appraisal Practice Review Performance Appraisal for items that are: Under-rated Over-rated Poorly stated
Refer to employeebackground
Rewrite Performance Appraisal using tools
reviewed today Make sure to fill out the form
completely including theGoals section
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SOLUTIONS Real time visibility
Insight decisions
Advance performance management visibility up wardand down ward
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Conclusion
The research validates that improved performancemangement through better business goal alignment ashift from annual performance reviews to continous
coaching and a modern view of compensations andrewards
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THANK YOU