2. Performance Management Procedural Job Aid A consultant’s guide through performance management. Learning Team A AET/550 University of Phoenix April 13, 2015 Charles Crissey

3. Introduction In order to successfully perform the performance management process, a number of components need to be carefully designed to meet the needs of the stakeholders of an organization. In this presentation, we examine the 6 components of the performance management process : Prerequisites Prerequisites Performance Planning Performance Planning Performance Execution Performance Execution Performance Assessment Performance Assessment Performance Review Performance Review Performance Renewal and Recontracting Performance Renewal and Recontracting

4. Prerequisite: Principles of Performance Technology According to Pershing (2006), the Principals of Performance Technology that the consultant must adhere to are as follows: Focus on results, using our knowledge of the business we are supporting to link performance-improvement initiatives to business needs and goals and add value for the stakeholders Take a systems viewpoint that encourages consideration of all aspects of the organization's total performance system Add value to the organization or business by producing results that make a difference Establish partnerships with clients and other performance- improvement professionals to share skills, knowledge, creativity, and successes

5. Prerequisite: Work Environment All levels of the work environment must be considered so that “we correctly identify the level affected by the performance issue or opportunity so that our investigations are complete and our recommendations have a high probability of success” (Pershing, 2006). According to Pershing (2006), these levels include: Individual or teams: the worker level Operations: the work level Organization: the entire enterprise Society: the communities served, the world

6. Prerequisite: Organizational Systems and Performer Variables HTP professionals must consider this organization as a system in which all components of it are related and should therefor be considered during the investigation (Pershing, 2006). Receivers: Those affected by the result of the investigation (stakeholders) (Pershing, 2006). Results: what the organization creates and or produces (Pershing, 2006). Process: The system’s processes that create or produce results (Pershing, 2006). According to Pershing (2006), variables that should be considered are those of the performer /worker that are relevant to the task. These variables are broken into: Skill and/or knowledge Motivation Confidence Preferences Practices

7. Performance Planning According to Pershing (2006), a systematic approach that contains sequential steps to identify needs and recommend solutions should be used. The steps follow a pattern: Identify/review the problem; Compare current practices with desired outcomes; Make recommendations based on desired outcomes; Design, develop, and implement solutions; Monitor performance to reach desired outcomes. NeedResultsWhatHowDoEvaluate

8. Performance Execution Organization Organization Feedback Feedback Competence Competence Track and Measure Track and Measure Communication Communication Strategic linking of all of these tools ensures that learners have a focal point and understand the objectives clearly. (Performance Factory, 2014)

9. Performance Assessment Assessment falls under two sections of Performance Technology Instruction Assessment falls under two sections of Performance Technology Instruction Design – Specifications for student learning are adapted to match goals, activities, and lesson plans. Design – Specifications for student learning are adapted to match goals, activities, and lesson plans. Evaluation – Assessment implementation follows to determine learning achievement. Evaluation – Assessment implementation follows to determine learning achievement. Pershing (2006) HPT Models and Assessment HPT Models and Assessment Dick and Carey Model – Assessment begins the instructional development in order to ensure alignment with objectives Russell’s Objective Alignment Framework – Assessments determine mastery and are developed in accordance with activities. Pershing (2006)

10. Performance Assessment Assessing Learner Outcomes Formative Assessment Ongoing and developed to fit into the instructional process to further understanding of student needs. Summative Assessment End of instruction assessments that determine learner knowledge assimilation and learning outcome achievement. Confirmative Assessment Competency maintenance testing to ensure continued understanding of learning concepts Ch. 15: Instruction as Intervention, Pershing, 2006

11. Performance review Performance Feedback Feedback from within the organization providing information that will aid improvements implemented Value Feedback Feedback from outside sources, such as customers, that will provide valuable information further aid improvements

12. Performance renewal & recontracting Extension of contract based on satisfactory review Extension of contract based on satisfactory review Contract is for a specified amount of time Contract is for a specified amount of time Parameters to contract Parameters to contract Satisfactory evaluation from previous contract term Satisfactory evaluation from previous contract term Promotion of organizational vision Promotion of organizational vision Proficient at position in organization Proficient at position in organization Clear understanding of future goals and organizational needs Clear understanding of future goals and organizational needs

13. Key Issues: Prerequisites & Performance Planning Prerequisites Prerequisites Need to be understood prior to beginning a performance management plan.Need to be understood prior to beginning a performance management plan. Provide the consultant withProvide the consultant with clear expectations, tools, and considerations to develop a high quality performance management plan. Involves consideration of all levels of employees and management in the work environment. Performance Planning Performance Planning Needs to start the process of performance management. Needs to continue throughout the process to ensure alignment with goals. Sequential Steps to identify needs/solutions for execution. Identify the problem Compare practices & desired outcomes Make recommendations Design, develop, & implement solutions Monitor performance

14. Key Issues: Performance Execution & Assessment Performance Execution (Performance Factory, 2014) Performance Execution (Performance Factory, 2014) This is done to implement the overall performance management plan.This is done to implement the overall performance management plan. Strategic alignment of steps ensures successful performance within the organization.Strategic alignment of steps ensures successful performance within the organization. Organize information Organize information Allows insight into the organization.Allows insight into the organization. Gather feedback Gather feedback Provides clear information regarding performance issuesProvides clear information regarding performance issues Track Understanding Track Understanding Ensures clarity of goals and focus for learnersEnsures clarity of goals and focus for learners Ensure communication Ensure communication Creates a positive feedback environment for management and employees and promotes understandingCreates a positive feedback environment for management and employees and promotes understanding Performance Assessment (Pershing, 2006) Performance Assessment (Pershing, 2006) Needs Assessment - happens before instruction is implemented. Includes objective testing to evaluate current level of understanding. Formative Assessment – happens during instruction to determine effectiveness of design. Includes discussion, non-graded assessments, and observation. Summative Assessment – end of instruction assessment to determine knowledge acquisition. Includes graded assessments.

15. Key Issues: Performance Review & Performance Renewal and Recontracting Performance Review (Pershing, 2006) Performance Review (Pershing, 2006) Happens after implementing a performance management plan.Happens after implementing a performance management plan. There are two types of performance review –There are two types of performance review – Performance Feedback Performance Feedback Create a survey to be given after solutions have been implemented.Create a survey to be given after solutions have been implemented. Deals directly with Managers and Employees within the company.Deals directly with Managers and Employees within the company. Value Feedback Value Feedback Deals with shareholders outside of the company, such as customers.Deals with shareholders outside of the company, such as customers. Includes Surveys as part of the evaluation processIncludes Surveys as part of the evaluation process Performance Renewal & Recontracting (OPM, 2015) Performance Renewal & Recontracting (OPM, 2015) Happens after implementation of a performance management plan and continually as needed.Happens after implementation of a performance management plan and continually as needed. Performance Renewal Based on summary reviews of employees and reviews of standards once a plan is implemented Provides feedback on the effectiveness of the performance plan Performance Recontracting Determines the need for further changes Usually defined in the initial contractual agreement between a consultant and company.

16. References Pershing, J. (2006). Handbook of human performance technology: Principles, practices, and potential (3rd ed.). San Francisco, CA: John Wiley & Sons. The Performance Factory. (2014). 7. Strategy Execution – the 8 building blocks of a great strategy execution process (the final 4). Retrieved April 13, 2015, from http://www.the-performance-factory.com/en/free-performance- library/performance-management-articles/7-strategy-execution-the-8- building-blocks-of-a-great-strategy-execution-process-the-final-4/ http://www.the-performance-factory.com/en/free-performance- library/performance-management-articles/7-strategy-execution-the-8- building-blocks-of-a-great-strategy-execution-process-the-final-4/http://www.the-performance-factory.com/en/free-performance- library/performance-management-articles/7-strategy-execution-the-8- building-blocks-of-a-great-strategy-execution-process-the-final-4/ U.S. Office Of Personnel Management. Effective Performance Management: Doing What Comes Naturally. (n.d.). Retrieved April 13, 2015, from http://www.opm.gov/policy-data-oversight/performance- management/reference-materials/more-topics/effective-performance- management-doing-what-comes-naturally/ http://www.opm.gov/policy-data-oversight/performance- management/reference-materials/more-topics/effective-performance- management-doing-what-comes-naturally/ http://www.opm.gov/policy-data-oversight/performance- management/reference-materials/more-topics/effective-performance- management-doing-what-comes-naturally/