Managing Team Performance: Overview

1. Managing Team Performance:Overview • 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

2. Definition of Team Two or more people • Interact • Dynamically • Independently • Share common and valued • Goal, Objective or Mission

3. Importance of Teams • Increased pressure, including global competition • Flexibility in flatter organizations • Complexity of products and services • Rapidly changing business environments

4. Performance Management & Teams • PM systems should target: • Individual performance • Individual’s contribution to team performance • Performance of entire team

5. General principles of PM relating to teams • Design and implement best system possible • Consider dangers of poorly implemented system

6. Managing for Improved Team Performance • Don’t limit team processes with other task or organizational requirements • Provide good team design and organizational support • Give feedback only on processes that the team members can control

7. Types of Teams • Classified by • Complexity of task • Membership configuration

8. Complexity of Task ranges from: • Routine • Well defined • Few deviations in how work is done • Outcomes easily assessed - to - • Non-routine • Not defined well • No clear specifications on how to do the work • Outcomes are long term and difficult to assess

9. Membership Configuration includes • Length of time team expects to work together • Stability of team membership Static Dynamic

10. Dynamic ° Network Teams ° Project Membership Teams Configuration Static °Work and ServiceTeams Routine Non - Routine Task Complexity Types of Teams Based on Membership Configuration and Task Complexity

11. Types of Teams • Work or Service Teams • Project Teams • Network Teams

12. Work or Service Teams • Intact • Routine tasks • Share similar skill sets

13. Project Teams • Assembled for specific purpose • Tasks outside core product or service • Members from different functional areas

14. Network Teams • Membership not constrained by • Time or space • Organizational boundaries • Teams may include • Temporary or full-time workers • Customers • Vendors • Consultants • Work is extremely non-routine

15. Type of Team Work & Service Team Project Team Network Team Type of PM Approach Peer ratings Ongoing measurements Development of competencies Examples of PM Approaches by Type of Team

16. Purposes of Team PM • Traditional goals of any PM System • Specific to Team performance: • Make all team members accountable • Motivate all team members to have a stake in team performance

17. 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?

18. 6 Basic Principles for Designing a PM SystemThat Includes Team Performance • Make sure your team is really a team. • Make the investment to measure. • Define measurement goals clearly. • Use a multi-method approach to measurement. • Focus on process as well as outcomes. • Measure long-term changes.

19. Performance Management Process (Overview/Review) Prerequisites Performance Planning Performance Execution Performance Renewal and Re-contracting Performance Assessment Performance Review

20. Prerequisites • Knowledge of mission • Organization • Team • Knowledge of job to be performed by the team, including KSAs

21. Prerequisites KSAs needed for most teams: • Task • Contextual • Communication • Decision-making • Collaboration • Team leadership • Self-control

22. Performance Planning • Results expected of the team • Behaviors expected of team members • Developmental objectives to be achieved by team and its members

23. Team responsibilities Commit to goal achievement Seek feedback from Each other Supervisor Communicate openly & regularly Conduct regular & realistic peer-appraisals Performance Execution

24. Performance Execution Supervisor responsibilities • Observe and document • Team performance • Relative contribution of team members • Update team on any changes in goals of the organization • Provide resources & reinforcement

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

26. Kinds of Performance to be Assessed Individual task performance Individual contextual performance Team performance Performance Assessment

27. Dimensions of Team Performance to Assess: • Effectiveness • Efficiency • Learning and growth • Team member satisfaction

28. Performance Review • Two meetings with supervisor or review board • Team meeting • Individual meeting • Emphasis on past, present and future

29. Team Meeting • Discuss overall team • Performance • Results • Information comes from: • Team members • Other teams/outsiders • Supervisor’s evaluation

30. Individual Meeting • Discuss how individual behavior contributed to team performance • Information comes from: • Self-appraisal • Peer ratings • Supervisor’s evaluation

31. Performance Renewal and Re-Contracting • Make adjustments to performance plan • Include plan for individual performance as it affects team functioning

32. 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)

33. Quick Review • 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