Managing performance

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Here is a definition of Performance Management:

“an integrated set of planning and review procedures which cascades down through the organisation to provide a link between each individual and the overall strategy of the organisation.”

Out of Performance Management has arisen the need for Performance Measurement.

Why measure performance?

The main reasons for measuring performance can be summarised under three main headings:

ACCOUNTABILITY
CONTROL
DEVELOPMENT

An increasing emphasis on performance and on the achievement of results is leading to the adoption of performance management schemes by more and more organisations. These schemes may vary in their design and application but nearly all are based on the simple premise of reviewing an individual’s (or a team’s) performance against previously agreed targets. The traditional idea of an annual appraisal meeting where a form was completed and then forgotten until the next year is disappearing, as performance management is accepted as a key part of the manager’s responsibility in developing their staff.

Performance Appraisals

From the point of view of an organisation or a manager, performance appraisal provides an opportunity to assess the value of each individual’s performance over a period of time. It is a learning opportunity for both managers and the individual being appraised and to review:

• If performance was good (i.e. agreed objectives were met or exceeded), what made it good and how can these contributing factors be maintained?
• If performance was merely acceptable, what could the organisation, manager or individual do to improve in the coming appraisal period?
• If performance was below the agreed standard, what were the reasons?

The emphasis in well-designed performance management schemes is not to punish “below-par performance” but to help people to reach a better standard of performance in the future (or maintain an already high standard).

Schemes not designed and applied in this way rarely benefit individuals or the organisation. Performance cannot be appraised without the existence of an explicit standard. So the other major benefit to both organisations and their staff is that it forces discussion and agreement on an objective standard of performance which staff members are supposed to reach.

Conducting a Performance Management Meeting

10 Point Checklist

1. Set a clear agenda and objectives for the meeting and prepare thoroughly.
2. Use specific examples rather than generalities when describing performance, good or bad.
3. Listen!
4. Motivate – balance positive and negative feedback.
5. Focus on behaviour that can be changed rather than on more vague aspects of personality or attitude.
6. Discuss development needs and performance improvement.
7. Summarise to ensure clarity about what has been agreed.
8. Don’t avoid emotive issues if they important.
9. Set SMART objectives. SMART = Specific, Measurable, Achievable, Realistic, Time-bound.
10. Be prepared to receive feedback on yourself as a manager.

For a practical and comprehensive look at this topic we have a 2 day Performance Management Course which can be customised around your own organisation’s performance management procedures and documentation. We can also arrange Appraisals Course to provide the interpersonal skills required to conduct performance reviews.

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Posted by Heather Buckley in Management Skills on April 15th, 2007 | No Comments »

Motivating teams

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Silicon Beach Training offer a great  staff motivation training course, as well as providing  team building training and team leadership training.

Key motivational practices

Managers and leaders need to develop a skill set which will enable them to create the right environment within which a member of staff will be motivated.

Remember, people have to motivate themselves; managers can’t motivate people anymore than they can empower them. However, managers can and should set up an environment where they best motivate and empower themselves. This environment needs to include at the very least the following:

• Support and encouragement
• Access to training and development opportunities
• Feedback on performance
• Praise

The key for managers is knowing how to set up the environment for each of their team members.

How to Motivate the Team

Everyone is motivated by different needs but generally when staff feel good about themselves, the work they do, and the organisation they work for, it is much easier to gain their cooperation.

Here is a list of ways in which managers can extract the very best out of team members, which is of benefit to them, you and the organisation as a whole.

• Involve team members in the decision-making process. If not deciding what is to be done, then how it is to be done, or when or in what way and by whom. Let their participation increase over time.
• Keep people informed. e.g. on changes that can directly affect them such as policy changes, procedure or rule changes etc.
• Be aware of the morale level of your employees. Be sensitive to changes in morale. Know when and why it goes up or down.
• Maintain an open-door policy. Be approachable, available, and interested, not distant.
• Develop a caring attitude. A good manager trains, develops, counsels, guides, and supports their employees.
• Be sure to listen. Always listen to and try to understand what employees are communicating.
• Outline job responsibilities. Make certain that team members know exactly what is expected of them and how their performance will be evaluated.
• Always treat employees with respect. Be thoughtful and considerate of the person you are dealing with.
• Ask for suggestions. Be sure to invite suggestions and new ideas from team members concerning work. Be willing to put good ideas into action by making changes.
• Give feedback. An effective manager gives feedback on performance and achievements and does not criticise, blame or personally attack others.
• Give recognition. Give appropriate praise and recognition for a job well done.
• Maintain high standards. By involving team members in establishing high standards of performance, you will build their pride and self-confidence

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Posted by Heather Buckley in Management Skills on April 19th, 2007 | No Comments »