Welcome to

1. Welcome to Managing Individual Performance

2. Performance Review Cycle

3. Strategy Performance Management Process Business Plan Cascade Dept/team plan Individual

4. Task What is the purpose of performance appraisal???

5. Why Bother…? • Provides feedback to employees • Determines promotion • Encourages improvement • Encourages superior performance • Sets and Measures Goals • Improves Overall Organisational Performance

6. Why Bother…? • Encourages Coaching and Mentoring • Supports People Planning and Succession Planning • Determines Individual Training and Development Needs • Determines Organisational Training and Development Needs • Confirms Good Hiring Decisions

7. Why Bother…? • Provides Legal Defensibility for Decisions • Facilitates layoff decisions • Counsels Poor Performers • Confirms Poor Hiring Decisions

8. Group Exercise Why Does Appraisal Sometimes Not Work?

9. I’ve Got Better Things To Do… 8 x 5 x 50 = 2000 1 + 1+ 1 + 3 = 6 6%2000 = 0.3

10. Issues with Appraisal… • Too complex • Poor explained • Poor preparation and information gathering • Bias • Judging, blaming and settling scores • It’s Done On You… • Constant interruptions, no privacy • Actions not followed through

11. Issues with Appraisal… • No Ownership • Adverse Impact • Scarce Rewards • Personal Reflection • Equal Opps Terror • It’s a Chore

12. Individual Review – Does it Add Up? • Criticism = 0 • Praise = Little +ve or –ve Effect • Specific Goals = Best Performance • Defensiveness = Inferior Performance • Coaching = Ongoing • Development Review and Salary Review Don’t Go Together • Employee Participation = Good Source: McGregor and Drucker

13. Performance Review Cycle

14. Performance Planning (1) Performance Planning… is …Agreeing What The Job Is

15. Performance Planning (1) • 4 Key Objectives: • Agree Individual’s Key Job Responsibilities • Common Understanding Of RESULTS To Be Achieved • Identify BEHAVIOURS That Individual Must Display • Create Appropriate Individual Development Plan

16. Performance Planning (1) Job Performance Comprises:

17. Performance Planning (1) Ob-jec-tive (ob-j.k’t.v) adjective 1: Of or having to do with a material object. 2: Having actual existence or reality. 3 a: Uninfluenced by emotions or personal predjudices: an objective critic b: Based on observable phenomena; presented factually: an objective appraisal. Source: Collins English Dictionary

18. Performance Planning (1) The Three Tests of Management Objectivity: • There Is A Clear Standard • Manager Is Trained And Experienced • Manager Acts With Integrity

19. Performance Planning (1) Sources of Goals / Objectives: • Organisation’s Vision • Objectives From Previous Review • Critical Job Responsibilities • Manager’s Objectives • Departmental / Team Plans

20. Performance Review Cycle

21. Performance Execution (2) Performance Execution… is …Getting The Job Done

22. Performance Execution (2) Can People Be Motivated…?

23. HIGH LOW Performance Execution (2) JOB SATISFACTION Recognition Achievement Freedom/Discretion/Autonomy Learning and Growth Challenge The Work Itself JOB DISSATISFACTION Job Security Benefits Working Conditions Pay Supervision Company Policies and Procedures HIGH LOW

24. Performance Execution (2) Creating Conditions That Motivate… • Provide Opportunities For Achievement And Accomplishment • Allow People Freedom, Discretion And Autonomy In Doing Their Job • Increase The Amount Of Challenge • Make Sure Work Is Varied And Interesting • Provide Recognition

25. Performance Execution (2) Group Exercise: How Can Managers Recognise Good Performance?

26. Performance Execution (2) Recognising Good Performance… • A Sincere Thank You • Asking Employee Advice • Eating Lunch Together • Providing More Desirable Work • Writing To Your Boss About Employee • Extended Lunch • Forwarding Newspaper / Magazine Article • Giving Out Advance Copies Of Company Material

27. Performance Execution (2) Recognising Good Performance… • Arranging For Employee Business Cards • Writing A Quick Thanks On A Post-It • Introducing Employee To Visitors And Explaining The Contribution They Make • Writing A Favourable Memo And Filing It In Personnel File

28. Performance Review Cycle

29. Performance Assessment (3) Performance Assessment… is …Evaluating How The Job Has Been Done

30. Performance Assessment (3) Bias - Sources • Halo/horns effect - One accomplishment colours judgement on other accomplishments • Personality theories - One trait colours judgement of other traits • Biased sampling- Looking only at recent performance • Attributional error - Not looking at contribution of external circumstances • Similar/different to me effect - favouritism • Assumptions - about age, gender, education, social background, race etc

31. Performance Assessment (3) Bias - Overcoming it • Examine you own beliefs, attitudes and prejudices • Do not ‘shoot first ask questions later’ • Try to see things from another perspective • Ask politely and directly if you do not understand something • Keep an open mind • Be willing to learn • Be willing to be proved wrong

32. Performance Review Cycle

33. Performance Review (4) Performance Review… is …Discussing How The Employee Has Done

34. Performance Review (4) Skills • Asking questions that raise awareness • Observing and listening • Providing constructive feedback • Being constructively challenging • Receiving constructive feedback • Controlling own feelings and reactions • Influencing, negotiating, persuading • Agreeing and setting goals The coach may also need technical expertise and experience.

35. Performance Review (4) Attitudes To get the best out of people the manager must: • Believe in their ability to learn, grow and improve • Support and encourage people to develop achieve their potential • Help them overcome self-limiting beliefs and attitudes • Trust people and be trustworthy

36. Performance Review (4) Style • Interested • Objective • Supportive • Empathetic • Perceptive • Aware • Self-aware • Patient • Sense of humour and perspective

37. Performance Review (4) Approaches 1 - Tell and sell • Consistent with an authoritarian view of management. • Manager explains and defends a previously thought out position • Person is passive recipient rather than active participant(Review is done-to person rather than done-with.) • Induces defensiveness and dependence in the reviewee and reluctance to accept follow-up actions • No dialogue or rapport. Manager learns nothing and does not enhance relationship

38. Performance Review (4) Approaches 2 - Tell and listen • Manager explains a previously thought out position, but invites comment • Better than “tell and sell” but is still doing-to people rather than doing-with • Defensiveness, dependence, lack of commitment to actions still likely • Judgmental element means no real rapport established

39. Performance Review (4) Approaches 3 - Coaching • Person is encouraged to identify and discuss problem areas and to offer potential solutions • Person is active participant • Agreed actions emerge through discussion • Forward looking, action oriented and developmental • Builds rapport and shared understanding of priorities and problems • Generates commitment to actions and motivation to achieve them

40. Performance Review (4) Approaches 4 - Passive • Manager’s aim is to be popular, and/or avoid any kind of conflict or disagreement • Manager lets reviewee direct and control the discussion • Can turn into a counselling session or a moaning session • Unrealistic promises may be made.

41. Examine the Appraisal process. Define the key things to consider at the following stages: • the planning required before the discussion • the discussion itself • after the discussion Exercise

42. Before the Appraisal discussion… • Explain the process • ‘Fit’ to performance management • Self-appraisal • Think about examples… • Think about potential outcomes • Prepare question plan • Room / Timing / Interruptions • Conflict with other work

43. During the Appraisal discussion… • Establish a rapport • Establish a purpose • Revisit historical targets/goals • Analyse current performance • Explore options • Summarise regularly • Agree implementation plan

44. After the Appraisal discussion… • Ownership of training and development • Analyse trends • Company wide training plan • Follow up marginal performers • Link into performance management process

45. Performance Review (4) Questions - Do • Ask clear, concise and specific questions • Always acknowledge answers positively • Probe, when you need to, for extra information • Give answers real consideration before replying; a pause will often show that you have done so. • Use questions to raise self-awareness, for example; “How did you feel when you did that”.” • If people are wandering off-track ask ‘In what way does that relate to the problem’ • Ask: What action have you taken so far. What were the effects of this action. Try and understand the person’s reasons • Stay silent after asking a question

46. Performance Review (4) Questions - Don’t • Ask long-winded questions or use complex or inappropriate language or jargon • Ask leading or loaded questions; show that you think you already know. • Ask trick questions – undermines trust, causes resentment and de-motivation • Cut people off mid-sentence with some advice or another question • Use questions as if in a courtroom, to steer them to your point of view. • Be side-tracked by interesting answers that are not relevant to the issue you are dealing with. • Point out the lack of action, or its inadequacy. • Rush people, blether on, or answer your own question

47. Performance Review (4) Listening - Do • Maintain eye contact • Make encouraging noises and nod when appropriate. • Let people express themselves in their own words • Make only brief notes • Actively concentrate and seek to understand what the person is saying • Reflect back your understanding of what the person has said. • Ask relevant supplementary questions • Acknowledge understanding of what has been said • Listen fully and empathetically • Give the person time to think and speak. Tolerate reasonable silences.

48. Performance Review (4) Listening - Don’t • Look away or look disinterested • Argue, interrupt or make negative comments or gestures • Finish people’s sentences • Make long detailed notes • Be thinking about your next question or comment • Twist people’s words and feed them back to reinforce your own point of view • Make judgmental statements, leap to conclusions or give unnecessary advice • Show blame, irritation, get aggressive or defensive about what you hear • Ignore comments, ideas and feelings • Rush people, or leap in with statements, opinions or additional questions.

49. Performance Review (4) Words , Tone of Voice, Body Language Content (the words) Tone (volume, pitch and intonation) Body language (movements, posture, facial expressions) • If the words are saying one thing and the body is saying another, the body is more likely to indicate the true feelings

50. Words - Do and Don’t Choose words carefully Be specific Be clear Attack the problem Balance positives and negatives Be tactless, critical or punishing Be vague or general Do not talk around the point Attack the person Talk only about failures and shortcomings Performance Review (4)