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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.

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

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  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

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