1 / 21

MANAGING PERFORMANCE A business psychology perspective by Michael Wellin BA, MSc, C.Psychol.

MANAGING PERFORMANCE A business psychology perspective by Michael Wellin BA, MSc, C.Psychol. . MANAGING PERFORMANCE TOPICS. Setting targets Communicating to get buy in Identification of poor performers Acting fairly if improved targets not met. SETTING TARGETS.

Mercy
Download Presentation

MANAGING PERFORMANCE A business psychology perspective by Michael Wellin BA, MSc, C.Psychol.

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. MANAGING PERFORMANCEA business psychology perspective by Michael Wellin BA, MSc, C.Psychol.

  2. MANAGING PERFORMANCE TOPICS • Setting targets • Communicating to get buy in • Identification of poor performers • Acting fairly if improved targets not met

  3. SETTING TARGETS

  4. PERFORMANCE MANAGEMENT OR MANAGING PERFORMANCE? PERFORMANCE MANAGEMENT MANAGING PERFORMANCE • Continuous process • About assessment, development & relationship • Involves joint manager & employee understanding • Relates to business goals & employee commitment • Focuses on behaviours which achieve outputs & results • Annual / biannual discussion • Mainly about manager assessing employee • Manager does it to the employee • Relate to organisation business cycle • Increasingly based on competencies

  5. SETTING TARGETS DELEGATION • Analyse the Task • Analyse the Person, • Explain Reasons for Delegating • Monitoring Process • Review & Follow up SMART OBJECTIVES • Specific • Measurable • Achievable • Realistic • Time specific

  6. LATEST THINKING ABOUT MAXIMISING PERFORMANCE TRADITIONAL FOCUS ON DEVELOPING WEAKNESSES • Identify what person good at & not so good at • Focus development on improving areas where not so good • Overcoming weaknesses will increase performance • NEW FOCUS ON MAXIMISING STRENGTHS • Identify what person good at & not so good at • Focus development on making best use of strengths • Putting people in jobs which use their strengths will increase enjoyment, commitment and performance ‘First Break All the Rules’ Marcus Buckingham & Curt Coffman

  7. 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

  8. COMMUNICATING TO GET BUY IN

  9. THE COMMITMENT HIERARCHY CAN I USE & GROW MY TALENT? Can I apply and grow more of my talents here? Managing Understanding & Performance LEVEL 4 DO I BELONG HERE? Do my values match other people’s & the organisations? LEVEL 3 AM I VALUED HERE? Does someone value me? Are my efforts appreciated? LEVEL2 Traditional Performance Management LEVEL 1 WHAT IS EXPECTED FROM ME? Do I know what is expected from me? Do I have the equipment and material I need?

  10. 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?

  11. THE PERSONAL DEAL YOU ME WHAT I EXPECT FROM YOU? WHAT YOU GIVE ME? • WHAT YOU • EXPECT • FROM ME? WHAT I GIVE YOU?

  12. IDENTIFICATION OF POOR PERFORMERS

  13. OBJECTIVES & COMPETENCIES TOGETHER DETERMINE OUR PERFORMANCE • OBJECTIVES ARE THE ‘WHAT’ OF BUSINESS PERFORMANCE • THEY DESCRIBE TARGETED RESULTS AND OUTPUTS • e.g. install the new IT system by 21.09.08 • e.g. achieve high levels of customer satisfaction & repeat business • COMPETENCIES ARE THE ‘HOW’ 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

  14. EVALUATION ERRORS

  15. OBJECTIVE ASSESSMENT STEPS

  16. ACTING FAIRLY IF IMPROVED TARGETS ARE NOT MET

  17. REASONS FOR PERFORMANCE GAP • Personal ability e.g. not have the competency or knowledge • Manager performance – e.g. not provided sufficient direction or resources • Environment forces – e.g. department barriers, change in market demand • Personal circumstances – e.g. family illness • Motivation & commitment – e.g. stress, breach of psychological contract

  18. FOUR INSPIRATIONAL LEADER QUALITIES Robert Goffee & Gareth Jones

  19. 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

  20. BENEFITS OF MANAGING PERFORMANCE • Increase understanding • Identify talent • Empower and support • Develop talent • Increase performance

  21. TO FIND OUT MORE Contact Michael Wellin at Business Transformation Ltd. E – mike@businesstransform.co.uk W- www.businesstransform.co.uk T - +44 (0) 20 7278 6006 M- +44 (0) 7966 081192

More Related