PERFROMANCE MANAGAMENT SEMINAR ON MANAGING TEAM PERFORMANCE by RAJ KUMAR BAGHEL(10EC64R21) DIPIN KUMAR (10EC64R09) PRASUN PANDE(10EC64R19)

 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 CONTENTS

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

Importance of Teams  Global pressures  Flexibility in flatter organizations  Complexity of products and services  Rapidly changing environments

Performance Management & Teams PM systems should target: Individual performance but also Individual’s contribution to team performance Performance of entire team

Managing for Improved Team Performance  Don’t limit team processes with other task or organizational requirements-unconstrained  Provide good team design and organizational supporte. Eg:reward system,training system.  Give feedback only on processes that the team members can control-no point on giving feedback on aspects beyond the control of the team

Types of Teams  Classified by 1.Complexity of task-Routine to Non routine 2.Membership configuration- Static to Dynamic

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

Membership Configuration includes  Membership configuration includes :-  Length of time team expects to work together  Stability of team membership Static to Dynamic

Types of Teams Based on Membership Configuration and Task Complexity

Types of Teams  Work or Service Teams  Project Teams  Network Teams

Work or Service Teams  Intact teams  Routine tasks,including manufacturing and service tasks  Most members share similar skill sets

Project Teams  Assembled for specific purpose and disband as soon as their specific tasks have been completed  Tasks outside core product or service,therefore nonroutine  Members from different functional areas and dependent on each other's knowledge and skill sets

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 Memebers located different geographical boundaries thorugh ,telephone and videoconferencing

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

Purposes of Team PM Traditional goals of any PM System - Make all team members accountable - Motivate all team members to have a stake in team performance

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?

Including Team Performance in the PM System Six basic principles are:- 1.Make sure your team is really a team 2.Make the investment to measure 3.Define measurement goal clearly 4.Use a multi-method approach to measurement 5.Focus on process as well as outcomes 6.Measure long term changes

Including Team Performance in the PM System Prerequisites Performance Planning Performance Execution Performance Assessment Performance Review Performance Renewal and Re-Contracting

Performance Management Process Performance Review Performance Renewal and Re- contracting Performance Assessment Performance Execution Performance Planning Prerequisite

Prerequisites Knowledge of mission Organization Team Knowledge of job to be performed by the team Job analysis has to be done to determine the key component of a particular job- - what task need to be done - how they are to be done - what knowledge, skills, and abilities(KSAs) are needed to do them

KSAs(knowledge, skills, and abilities) for team performance Communication:- giving and receiving constructive feedback, listening and sharing information and ideas. Decision making:- Helping the team to make decision

Collaboration :- dealing with conflict effectively, committing to the team and its goal, valuing the experience of other team members. Team leadership :- Taking on the role of team leader, including knowing how to extract best out of the team. Self control :- keeping emotion under control and not displaying negative actions even when faced with opposition.

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

Performance Execution Team responsibilities 1.Commit to goal achievement 2.Seek feedback from Each other Supervisor 3.Communicate openly & regularly 4.Conduct regular & realistic peer-appraisals

Performance Execution Supervisor responsibilities 1.Observe and document Team performance Relative contribution of team members 2.Update team on any changes in goals of the organization 3.Provide resources & reinforcement

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

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

Dimensions of Team Performance to assess: Effectiveness Efficiency Learning and growth Team member satisfaction

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

Team meeting Discuss overall team - Performance - Results Information comes from: - Team members - Other teams/outsiders - Supervisor’s evaluation

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

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

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)