Assess Performance

1. Assess Performance

2. Assess Performance Assessing performance is fundamental to any organisation looking to promote excellence in performance in its employees. Managing performance is integral to the development and success of an organisation as it ensures that employees are focussed on accomplishing organisational objectives and are acting in accordance with the org’s values Assessment or measurement is a crucial part of the performance management process.

3. Assess Performance Scenario Thomas works in the call centre. He answers customers enquiries, processes new customers and handles complaints. He needs to answer minimum 50 calls per day and enter all new info into database within 24 hrs. Plus resolve 75% of complaints himself before passing to supervisor.

4. Assess Performance Scenario You have just been appointed Thomas manager and want to assess his performance but no system in place for tracking calls . No way of knowing whether Thomas has answered 50 calls or not. Database says when information entered and by who but no way of knowing whether done within 24 hrs No way of knowing whether no of complaints handed on exceeded 25% This scenario illustrates why performance cannot be managed unless an organisation puts in place a framework and set of specific procedures for assessing performance

5. Performance Management System Is a practical set of processes based on the key elements of recruitment, assessment, appraisal and follow up which enable any organisation to measure the performance of individuals against Their key performance indicators and act on results It relies on the use of a specific set of documents and procedures which are designed to guide managers and employees thru the Performance management and review process and provide important feedback to the org on performance issues.

6. Performance Management System In order to have their performance measured fairly your staff members must know in advance all relevant information about any performance levels they are required to meet, how this will be assessed and whether there are any reward or disciplinary procedures attached PMS should be developed in consultation with staff so that all parties concerned understand and accept the system

7. Performance Management System Key elements • Clear job descriptions are created-providing a new employee with a detailed job description is an essential part of PMS • Recruitment and selection processes are implemented – PM process is greatly assisted if right people are chosen for the right jobs. Matching the skills and interest of an individual to the requirements of a job. HR Manager in conjunction with mngt is responsible for developing the selection process used in an org.

8. Performance Management System • Performance requirements, standards and measures, code of conduct are negotiated and implemented. • Performance indicators need to be agreed to from the start • Individual work plans are created • Performance is tracked and formal or informal assessments are made- periodical meetings should be set up throughout the year to assess performance and discuss any problems

9. Performance Management system • End of year performance reviews are conducted • Action is taken by mgnt where necessary- if employees fail their performance objectives they are counselled and areas are identified for further development • A new performance plan is developed

10. Performance Management system • For a PMS to be successful it must integrated into the org’s overall planning cycle from the strategic level right down through the operational process and individual performance plans • Ultimate goal of PM is to achieve the company mission and values. To ensure that the performance mngt processes you implement support the org’s objectives you need to answer the following questions

11. Performance Management system • What does your org hope to achieve by using a PMS? • What particular steps and procedures are necessary to make the system work? Some of the common answers to the first question include:- • To objectively measure performance • To identify problem employees or employees demonstrating exceptional performance • To identify areas for org learning and development

12. Performance Management system • To identify any inefficient systems or internal processed which adversely affect performance • To identify areas where capitol expenditure is needed • To provide essential operational and performance feedback to the management • To improve the org’s overall performance Important to understand why your org wants to measure and manage the performance of its employees so you can maintain focus in the PMS

13. Performance Management system • When implementing system must make sure that every part of the process is consistent with the org’s policies and requirements under employment law and industrial relations regulations • If you as manager make a decision based on performance which affects a persons prove either a positive or negative way then you are required to prove the validity of your reasons

14. Performance Management system • Make sure you familiarise yourself with any policies covering performance issues relating to an individual’s employment and cross check your documents and procedures against them to make sure you are in compliance before you give feedback and make any decisions based on performance

15. Performance Management system Types of policies you need to comply with include:- • Conditions of employment • Wage conditions and bonus requirements • Annual leave policies • Sick leave policies • Carers leave/special purposes leave etc • Recruitment policies and procedures • Grievance procedures • Termination policies and procedures

16. Performance Management system Job descriptions and recruitment process Need to recruit the right person for the right job Job description must be comprehensive and specific. JD should provide information about • The strategic or operational objectives of the position • Conditions of employment • Details as to mngt or reporting lines • Specific job functions and tasks to be performed in the position

17. Performance Management system • Estimate of time spent performing each function or task • Level of skill, training and ability needed to successfully perform the job • Any special requirements of the position • If org finds an applicant who is a good fit for a particular position then there is greater chance they will be able to perform to the org’s expectations • It also gives the applicant an opportunity to assess the specifics of the position to decide whether or not they are interested in the role so it is a useful tool for both parties.

18. Performance Plans Performance plan is a comprehensive document that sets out all the outcomes and performance requirements on which that individual is to be assessed It is an agreement between a manager and a team or individual about what a team or individual smut achieve within a particular timeframe

19. Performance Plans Developed when an individual joins and organd updated and reviewed annually. They must link the following elements:- • Individuals key result areas • Various tasks an individual must perform • Key performance indicators to each task • Timeframes, deadlines • Development plan

20. Performance Plans To develop an individual performance plan you must:- • Review and/or update the individuals job description • Define the objectives, expectations and criteria to be used in evaluating the individuals performance • Identify any training and professional development needs for the individual e.g. on the job coaching, job rotations internal transfers

21. Conducting performance planning meetings • Performance management process starts with an initial planning meeting with each staff member where performance objectives are discussed clarified and agreed upon • All participants in the performance mngt and review process are trained and that they understand their role in the process • Sensitive information such as pay and performance are commonly discussed in these situations

22. PM Meetings • Meetings are generally conducted by a mixture of:- • Line managers • HR Officers • Union representatives • All participants need to be trained in how to conduct themselves in these situations and then types of questions they should ask

23. PM Meetings • It is the mngr responsibility to ensure that all participants in the process are fully briefed on: • Specific job functions goals and key competencies • What you intend to measure and how • Criteria by which decisions about discipline redundancy and reward must be made • Training and development opportunities available • Specific documentation inn use by org for writing performance plans, providing feedback and performance appraisals

24. Performance Management • Employment contracts, performance standards and org policies • Essential managers. Employees know how to analyse results in order to make informed decisions • Participants in the PM and review process must be able to recognise people issues and have the skills and sensitivity to deal with them. This includes using appropriate language and body language and ability to make assessments and decisions based on facts about performance rather than personal opinion

25. Performance Management • Manager must ensure PMS is implemented in a timely and purposeful manner. Must monitor assess and review on a regular basis in accordance with the org’s timeline and cycle of review • Performance assessments and appraisals must be completed on time. Employees who have worked hard for 12 months trying to achieve key result areas and performance targets will not be impressed if you conduct your performance reviews late. Performance reviews are a time when important issues like promotions or pay rises are decided

26. Monitoring and evaluating Performance Management • PM is a cyclical continuous process in which you need to monitor your staff members, give feedback and provide access to coaching and development on an ongoing basis. • Ideally regular informal performance development discussions should be held at least quarterly • Held regularly they provide a forum for both the manager and staff member to openly discuss performance issues in an informal, non judgmental way • Both parties can focus on identifying shirt term goals and challenges which the individual staff member can work toward

27. Monitoring and evaluating Performance Management • Some org’s allow employees to access their performance plans online • Allows employee and manager handy mechanism to review and update plan progressively incorporating any changes or recommendations which arise from discussions throughout the year.

28. Observational techniques to enhance Performance Best way to keep track of employee performance is thru a process of ongoing review. This requires attentiveness and observations skills on the part of the manager. Need to observe their activities and behaviours. Activities include:- • Level of output generated • Revenue generated by employee • Accuracy and quality of work • Impact of their work on others • Special projects or achievements

29. Performance Management Behaviours include:- • Friendliness/professionalism in the workplace • Enthusiasm and commitment levels • Initiative • Punctuality • Teamwork Observation alone is not enough you must also communicate with your team

30. Performance Management • Good observational techniques with open communication will enable you to assess your staff members day to day performance and detect unproductive behaviour or activity as it occurs • This allows staff member to make changes if required. • Also if you do not pull them up they may feel they are meeting your performance expectations

31. Performance Management • If you give your staff members regular, timely and specific feedback they will be much more likely to understand what it they are doing wrong and will be able to put improved work practices into action as soon as possible.