PERFROMANCE MANAGAMENT

SEMINAR ON MANAGING TEAM PERFORMANCE

by

RAJ KUMAR BAGHEL(10EC64R21)

DIPIN KUMAR (10EC64R09)

PRASUN PANDE(10EC64R19)

Definition and Importance of Teams Types of Teams and Implications for PM Purposes and Challenges of Team PM Including Team Performance in the PM System Rewarding Team Performance

CONTENTS

Definition of Team

Two or more people InteractDynamically

Independently Share common and valuedGoal, Objective or Mission

Importance of Teams

Global pressures Flexibility in flatter organizations Complexity of products and services Rapidly changing environments

Performance Management & Teams

PM systems should target:Individual performance but alsoIndividual’s contribution to team performancePerformance of entire team

Managing for Improved Team Performance

Don’t limit team processes with other task or organizational requirements-unconstrained

Provide good team design and organizational supporte. Eg:reward system,training system.

Give feedback only on processes that the team members can control-no point on giving feedback on aspects beyond the control of the team

Types of Teams

Classified by1.Complexity of task-Routine to Non routine2.Membership configuration- Static to Dynamic

Complexity of Task ranges from:

RoutineWell definedFew deviations in how work is doneOutcomes easily assessed- to - Non-routineNot defined wellNo clear specifications on how to do the workOutcomes are long term and difficult to assess

Membership Configuration includes

Membership configuration includes :- Length of time team expects to work together Stability of team membership

Static to Dynamic

Types of Teams Based on Membership Configuration and Task

Complexity

Dynamic ° Network

Teams Membership Configuration

° Project Teams

Static ° Work and

Service Teams

Routine Non-Routine Task Complexity

Types of Teams

Work or Service Teams Project Teams Network Teams

Work or Service Teams

Intact teams Routine tasks,including manufacturing and

service tasks Most members share similar skill sets

Project Teams

Assembled for specific purpose and disband as soon as their specific tasks have been completed

Tasks outside core product or service,therefore nonroutine

Members from different functional areas and dependent on each other's knowledge and skill sets

Network TeamsMembership not constrained by Time or space Organizational boundariesTeams may includeTemporary or full-time workers

Customers

Vendors

Consultants

Work is extremely non-routineMemebers located different geographical

boundaries thorugh email,telephone and videoconferencing

Examples of PM Approaches by Type of Team

Type of Team Work & Service

Team

Project Team

Network Team

Type of PM Approach Peer ratings

Ongoing measurements

Development of competencies

Purposes of Team PM

• Traditional goals of any PM System- Make all team members accountable- Motivate all team members to have a stake in team

performance

Challenges of Team PM

• How do we assess relative individual contribution?

• How do we balance individual and team performance?

• How do we identify individual and team measures of performance?

Including Team Performance in the PM System

Six basic principles are:-1.Make sure your team is really a team2.Make the investment to measure3.Define measurement goal clearly4.Use a multi-method approach to measurement5.Focus on process as well as outcomes6.Measure long term changes

Including Team Performance in the PM System

• Prerequisites• Performance Planning• Performance Execution• Performance Assessment• Performance Review• Performance Renewal and Re-Contracting

Performance Management Performance Management ProcessProcess

Performance Review

Performance Renewal and Re-contracting

Performance Assessment

Performance Execution

Performance PlanningPrerequisite

Prerequisites

• Knowledge of missionOrganizationTeam

• Knowledge of job to be performed by the team• Job analysis has to be done to determine the

key component of a particular job- - what task need to be done - how they are to be done - what knowledge, skills, and abilities(KSAs) are needed to do them

• KSAs(knowledge, skills, and abilities) for team performance

Communication:- giving and receiving constructive feedback, listening and sharing information and ideas.

Decision making:- Helping the team to make decision

Collaboration :- dealing with conflict effectively, committing to the team and its goal, valuing the experience of other team members.

Team leadership :- Taking on the role of team leader, including knowing how to extract best out of the team.

Self control :- keeping emotion under control and not displaying negative actions even when faced with opposition.

Performance Planning

• Results expected of the team• Behaviors expected of team members• Developmental objectives to be achieved by

team and its members

Performance Execution

Team responsibilities1. Commit to goal achievement2. Seek feedback from

• Each other• Supervisor

3. Communicate openly & regularly4. Conduct regular & realistic peer-appraisals

Performance Execution

Supervisor responsibilities1. Observe and document

• Team performance• Relative contribution of team members

2. Update team on any changes in goals of the organization

3. Provide resources & reinforcement

Performance Assessment

Types of Assessments• Self-appraisals• Peer evaluations• Supervisor evaluation• Outsider appraisals (if appropriate)

Performance Assessment

Kinds of Performance to be Assessed• Individual task performance• Individual contextual performance• Team performance

Dimensions of Team Performance to assess:

• Effectiveness• Efficiency• Learning and growth• Team member satisfaction

Performance Review

• Two meetings with supervisor or review board- Team meeting- Individual meeting

• Emphasis on past, present and future

Team meeting

• Discuss overall team - Performance- Results

• Information comes from:- Team members- Other teams/outsiders- Supervisor’s evaluation

Individual meeting

• Discuss how individual behavior contributed to team performance

• Information comes from:- Self-appraisal- Peer ratings- Supervisor’s evaluation

Performance Renewal and Re-Contracting

• Make adjustments to performance plan• Include plan for individual performance as

it affects team functioning

Making Team-based Rewards Effective

• All employees should be eligible• Rewards should be

- Visible- Contingent- Reversible

• Avoid factors which cause reward systems to fail

• Consider variable pay systems (in addition to individual bonuses)