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APS Performance Management Diagnostic Tool

APS Performance Management Diagnostic Tool. People Management Network. Overview of the session. Introduction to the project An explanation of the Diagnostic Conclusions – what I have learnt. Developed from the Strengthening the Performance Framework Project.

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APS Performance Management Diagnostic Tool

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  1. APS Performance Management Diagnostic Tool People Management Network

  2. Overview of the session • Introduction to the project • An explanation of the Diagnostic • Conclusions – what I have learnt

  3. Developed from the Strengthening the Performance Framework Project A joint project originally between the APSC, Australian National University, University of Canberra, University of New South Wales, Canberra

  4. Background: Strengthening the Performance Framework project • Ahead of the Game Blueprint for Reform (2010) • Performance management and employee engagement • SOSR findings • Literature • International Comparisons • Capability Reviews • Primary Data

  5. Why High Performance? • Where is the greatest improvement going to come from? • What is meant by “More with Less”? • Need a real change to occur – change management

  6. State of the Service Reports

  7. Performance management has a substantial positive influence on employee engagement…

  8. If we keep doing what we’ve always done, we’ll keep getting what we always got

  9. Changing the conversation How do we change a conversation? What do you want to be different? What might it look like if it works?

  10. What is High Performance? • ‘No consistent standard of value has emerged to serve as a reliable guide for governments • We tend to be able to describe what it is not!

  11. Characteristics ofHigh Performing Organisations • Continuous Learning and Improvement • Vertical and Horizontal System Alignment • Strategic Orientation and individual role/goal clarity • Outcome and Citizen Orientated • Cooperative Partnerships • Capabilities and Competences • High Employment Engagement • Ongoing feedback and management of expectations • Walking the Talk

  12. Performance Management … a mechanism that underpins and integrates other management practices

  13. A Framework for High Performance

  14. Questions for High Performance • Question One: What will it look like if it works? • Question Two: How do we know what to prioritise? • Question Three: What will really motivate you? • Question Four: Why does ‘performance management’ exist • Question Five: How will we know when we are there? • Question Six: Is it likely?

  15. Outcomes so far • Changes to legislation • APS Employment Principles • Core skills: Performance Management Program

  16. Where Now? • Diagnostic Process • Identify the good, build on what’s working • Designed as a circuit breaker to change the conversation

  17. Diagnostic Process

  18. Questions?

  19. Need to know why you are doing it • Need to know why you are doing it • Need to know why you are doing it • Need to know why you are doing it • Need to know why you are doing it Five Most Important Things I Have Learnt

  20. Factors that have a positive influence on the quality of performance management…

  21. Factors that have a positive influence on the quality of performance management… • The extent to which managers see performance management to be a core management activity that contributes to improving whole of organisational performance • The extent to which there is a clear accountability mechanism for performance improvement in the organisation • The capacity of managers to clearly describe high performance in terms of the job and the context • The amount of time (resources) available to managers to do performance management • The quality of the performance management conversation (the quality of what is exchanged between the manager and the employee)

  22. Done well performance management has a range of positive outcomes… • Performance management has a positive impact on employee engagement • Increases role clarity for all employees • Consistent understanding of expectations and contribution for both managers and employees • A consistent approach to clearly articulating and managing expectations • Provides a focus for improving performance at the individual and organisational level • Builds workforce adaptability through ability to understand and respond to change

  23. Management not HR must drive • Setting it up as core business – people management • Strategically underused • Accountability matters – poor performance is not addressing underperformance Five Most Important Things I Have Learnt

  24. Performance Management … a mechanism that underpins and integrates other management practices

  25. Thank you

  26. For further details: Contact: Damian West, APSC damian.west@apsc.gov.au Deborah Blackman, UNSW Canberra d.blackman@adfa.edu.au Fiona Buick, University of Canberra fiona.buick@canberra.edu.au Michael O’Donnell, UNSWCanberra m.odonnell@adfa.edu.au http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2275681 http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2130232.D

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