Performance Management TTMIB Presentation Presenter: Bruno Dvornicich

Cause of Problems and Possible Solutions 7 Major Causes of Poor Employee Performance Cause of Problems and Possible Solutions Don’t know what is expected - Set standards, expectations, objectives Don’t know how to do what is expected – Provide training, reference materials, other aids Knows how to do a task but is ‘out of practice’ - Provide practice Lack of feedback on actual performance – Feedback ~ discussions, self monitoring Expected performance is difficult, therefore less desirable for the employee - Remove inhibitions ~ make good performance matter Interference from work environment - Find the source ~ priorities, time demands, duty mix, physical environment, resources, etc. It is easier, ‘rewarding’, or more desirable to work below expectations – Let them know your expectations, and the consequences of non-performance. Make performing as expected less difficult & more rewarding.

Why manage performance? To improve the performance of the individual ~ which benefits the organisation To develop the employee ~ which benefits the employee We manage performance to see if a person is … Reaching goals Continuously improving Requiring improvement Deserving of praise

Why do we measure against agreed standards? To identify what is important to the organisation or business unit (key result areas) To focus on results (outcomes) rather than what we do (tasks) To make it clear what we want to achieve To help people focus on they key values of the organisation

RoadTek uses two methods to measure performance against standards Public Service Legislation CW’s & similar staff Main Roads Achievement Planning Framework “office based” & similar staff RoadTek Performance Review RoadTek Achievement Planning Framework

The Achievement Plan Structured on the Balanced Scorecard Provides an opportunity to discuss short term (12 month) goals and long term (5 year) career goals with your manager Captures the strategies you will undertake to reach the goals Has a template to capture learning and development requirements Is undertaken every 6 months – first develop the plan then review at 6 months

The Performance Review Based on 11 critical areas (eg: teamwork, safety, customer focus …) Provides an opportunity to formally discuss and record past performance and future skill requirements The Review process is undertaken every six months although any issues are dealt with on a daily basis, and discussions can happen at any time Reviews are portable across business units

The Performance Management Cycle