1. Performance Management
TTMIB Presentation
Presenter: Bruno Dvornicich

2. 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.

3. 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

4. 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

5. 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

6. 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

7. 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

8. The Performance Management Cycle