A definition of performance management

1. A definition of performance management ‘A process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance’. Source: CIPD

2. “There is nothing more useless than doing efficiently that which need not be done at all” Peter Drucker

3. “The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it” Michelangelo

4. Two principles of assertion You don’t get what you don’t get ask for You get a lot of what you do ask for

5. Efficiency is doing things right Effectiveness is doing the right things

6. Three aspects of objectives Performance specifies what should be done Conditions specifies how and under what conditions Standards specifies minimum acceptable measures

7. Three determinants of performance Task clarity Skills Confidence Source: Markham

8. Four aspects to performance management Structure Processes Inputs Outputs Source: Cicek et al

9. Four parts to the STAR performance model S ituation T argets A ctions R esults Glaxo SmithKline

10. Four part performance management model Plan Monitor Review Reward Source: Moretti

11. Four pillars to performance management Alertness Agility Adaptability Alignment

12. Four personal life needs Happiness Achievement Significance Legacy Source: Nash and Stevenson

13. Four performance management questions What do I do well? What needs to improve? What are the barriers to improvement? How can the barriers be overcome?

14. Four challenges for organisations Developing rewards, recognition, and career opportunities for specialists Creating unified vision in an organisation of specialists Devising the management structure for an organisation of task forces Ensuring the supply, preparation and testing of top management people Peter Drucker 1988

15. Four pivots of ethical thinking Ethical awareness Moral intent Principled judgement Responsible action Source: Stainer

16. Four signs of high performance people Motivated to proactively execute their authority to fulfil their responsibilities Stimulated to perform their work and achieve superior results Inspired to communicate their progress and results Willing to accept responsibility for those results Source: Graeme Dobson

17. Four parts to the FAST performance model F ocus A ccelerate S trengthen T ie it all together Kotter et al

18. Four stages to business process management Strategise Plan Monitor and analyse Take corrective action Source: Frolick

19. A knowledge management model Data Information Knowledge Wisdom

20. Four ways to create high morale Make people feel truly important Give people real responsibility Let people experience and enjoy success Provide strong management support McNutt and Wright

21. Four career patterns Transitory Steady-state Linear Spiral

22. Four essentials for performance management Be clear about what is meant by performance Understand what the organisation is and needs to be in its performance culture Be very focused on how individual employees will benefit and play their part in the process Understand that it is a tool for line managers and its success will depend on their ability to use it effectively Source: CIPD

23. Four rules for performance management Measure current performance, set targets Appraise behaviours against goals Take action to meet goals set and address issues Monitor performance and re-appraise if needed Source: Team technology

24. Four key counselling skills Attending Receiving: listening and looking Responding: statements and questions Assisting Intervening: suggesting and confronting Concluding: resourcing and supporting Source: John Hughes

25. Four things a job should have Variety Autonomy Wholeness Feedback

26. Four characteristics of counselling Counselling is: …both person-centred and problem-focused …concerned to detect deeper issues …knows its limits …hard-headed as well as warm-hearted Source: John Hughes

27. The ACAS motivation Model High Eager beaver Free-loader Intention to stay Skiver Mercenary Low Low High Commitment to achieve

28. Four rules of praise Be specific - for what exactly? Be direct - from you, face to face Say it first - don’t wait for a prompt Do it often - overcome the awkwardness Praise don’t patronise

29. Four things we must understand when motivating people You cannot motivate anyone, you can ‘only’ create a situation in which s/he feels motivated People at work are motivated by a unique set of unsatisfied needs People with fully satisfied needs cannot be motivated To motivate you ‘only’ need to make people feel good Source: Andrew Gibbons

30. Four types of employee before, during and after redundancy Happy stayers Unhappy stayers Happy leavers Unhappy leavers Source: Andrew Gibbons

31. Four ethical principles Respect for the individual Mutual respect Procedural fairness Transparency of decision making Source: Winstanley and Coulson-Thomas

32. Four questions to help work on performance shortfalls What should or could be happening? What is happening? How can the desired performance be measured? What is the performance gap between what is and what should be? Source: Graeme Dobson

33. Four rules for performance management Learning never ends Prepare people for challenges Demonstrate real and enduring confidence Reward excellent performance McNutt and Wright

34. Four signs of a performance culture People feel comfortable talking openly about performance Individuals know how what they are doing makes a difference People show commitment to achieving shred objectives When there are problems, people work together to resolve them

35. Four drivers of motivation The drive to acquire The drive to bond The drive to comprehend The drive to defend

36. Four criteria for management succession planning Past and current performance Potential and ambition Opportunities for executive development Readiness Source: Van Cliearf

37. Four ethical principles Respect for the individual Mutual respect Procedural fairness Transparency of decision making Source: Winstanley and Stuart-Smith

38. Five key behaviours for working well with your boss Compatible work styles Mutual expectations Information flow Dependability and honesty Good use of time and resources Source: Keller et al

39. The ADKAR performance model A awareness of the need for change D esire to participate and support K nowledge on how to change A bility to apply new skills and behaviours Reinforcement to sustain the change

40. The classic SMART target setting model S pecific M easureable A ttainable R elevant Time-based

41. Five feelings and beliefs to create for positive performance management A sense of personal competence A sense of personal choice A sense of having an impact A sense of value or meaning in the activity A sense of trust or security

42. Five steps of six sigma Define the process to be improved or controlled Measure the performance of the process Analyse the data collected from the measuring Improve the process based on the analysis Control the process at near to zero error/defect rates following the improvement

43. Five qualities of an intrapreneur Confidence Political and business savvy Networker Innovator Risk taker Source: Beverley Hamilton

44. Five things to do when behaving ethically Obey the law Be honest Be fair Be concerned Be courageous Source: Williams

45. Five parts to the performance management cycle Establish mutual expectations Observe and measure Problem solve, coach and develop Evaluate, feedback and document Recognise and reward

46. Five phases of performance management Planning Developing Monitoring Rating Rewarding Source: Graeme Robson

47. Five things empowered people seek A chance to be tested, to make it on their own A chance to take part in a social experiment A chance to do something well A chance to do something worthwhile A chance to change the way things are Source: David Berklow

48. The OSCAR performance model O outcomes: to be achieved S ituation: whats the current position? C hoices: what are our options? A ctions: what do we need to do next? Review: how will progress be checked?

49. Five musts for measures What does each of my customers want? How can we design systems and processes that can respond quickly to what they want? Measures must help understanding and performance of the system Measures must relate to what customers value Measures must be in the hands of the people doing the work Source: Spitzer

50. Five principles of performance management Give personal, dedicated responsibility Refresh and communicate strategy Cascade and manage strategy Improve performance Manage and leverage knowledge Source: Paladino