1. Performance Management Process: Overview
Prerequisites
Performance Planning
Performance Execution
Performance Assessment
Performance Review
Performance Renewal and Recontracting
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2. Performance Management Process
Prerequisites
Performance Planning
Performance Execution
Performance Management Process
Performance Renewal and Recontracting
Performance Assessment
Performance Review
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3. Prerequisites
Knowledge of the organization’s mission and strategic goals
Knowledge of the job in question
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4. Knowledge of mission and strategic goals
Strategic planning
Purpose or reason for organization’s existence
Where organization is going
Organizational goals
Strategies for attaining goals
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5. Mission and Goals Cascade effect throughout organization
Organization Unit Employee
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6. B. Knowledge of the job Job analysis of key components
Activities, tasks, products, services, processes
KSAs required to do the job
Knowledge
Skills
Abilities
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7. Job Description Job duties KSAs Working conditions
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8. Generic Job Descriptions
Occupational Informational Network (O*Net)
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9. Job analysis Use a variety of tools Interviews Observation
Questionnaires (available on Internet)
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10. Job analysis follow-up
All incumbents should
review information and
provide feedback
re:
Task
Frequency
Criticality
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11. Performance Planning: Results
Key accountabilities
Specific objectives
Performance standards
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12. Key Accountabilities Broad areas of a job the employee is responsible
for which
the employee is responsible
for producing results
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13. Specific Objectives Statements of outcomes Important Measurable
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14. Performance Standards
“Yardstick” to evaluate how well employees have achieved each objective
Information on acceptable and unacceptable performance, such as
quality
quantity
cost
time
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15. Performance Planning: Behaviors
How a job is done
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16. Performance Planning: Competencies
Measurable clusters of KSAs
Critical in determining how results will be achieved
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17. Performance Planning: Development Plan
Areas for improvement
Goals to be achieved in each area of improvement
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18. Performance Execution: Employee Responsibilities
Commitment to goal achievement
Ongoing requests for feedback and coaching
Communication with supervisor
Collecting and sharing performance data
Preparing for performance reviews
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19. Performance Execution: Manager Responsibilities
Observation and documentation
Updates
Feedback
Resources
Reinforcement
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20. Performance Assessment
Manager assessment
Self-assessment
Other sources (e.g., peers, customers, etc.)
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21. Multiple Assessments Are Necessary
Increase employee ownership
Increase commitment
Provide information
Ensure mutual understanding
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22. Performance Review Overview of Appraisal Meeting
Past
Behaviors and results
Present
Compensation to be received
Future
New goals and development plans
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23. Six Steps for Conducting Productive Performance Reviews
Identify what the employee has done well and poorly
Solicit feedback
Discuss the implications of changing behaviors
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24. Six Steps for Conducting Productive Performance Reviews
Explain how skills used in past achievements can help overcome any performance problems
Agree on an action plan
Set a follow-up meeting and agree on behaviors, actions, attitudes to be evaluated
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25. Performance Renewal and Recontracting
Same as/different from Performance Planning
Uses insights and information from previous phases
Cycle begins again
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26. Performance Management Process Summary: Key Points
Ongoing process
Each component is important
If one is implemented poorly, whole system suffers
Links between components must be clear
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