Performance Management Process 1 Overview Prerequisites Performance Planning

Performance Management Process 1

Overview Ø Ø Ø Prerequisites Performance Planning Performance Execution Performance Assessment Performance Review Performance Renewal and Recontracting 2

Prerequisite s Performance Planning Performance Management Process Performance Renewal and Recontractin g Performance Review Performance Execution Performance Assessment 3

Prerequisites A. B. Knowledge of the organization’s mission and strategic goals Knowledge of the job in question 4

A. Knowledge of mission and strategic goals n Strategic planning • Purpose or reason for organization’s existence • Where organization is going • Organizational goals • Strategies for attaining goals 5

Mission and Goals Cascade effect throughout organization Organization Unit Employee 6

B. Knowledge of the job n Job analysis of key components • Activities • Tasks • Products • Services • Processes 7

B. Knowledge of the job (continued) n KSAs required to do the job • Knowledge • Skills • Abilities 8

Job Description n Job duties KSAs Working conditions 9

Generic Job Descriptions Occupational Informational Network (O*Net) http: //online. onetcenter. org/ 10

Job analysis n Use a variety of tools • Interviews • Observation • Questionnaires (available on Internet) 11

Job analysis follow-up n All incumbents should • review information and • provide feedback re: • Task Frequency n Criticality n 12

Performance Planning: Results üKey accountabilities üSpecific objectives üPerformance standards 13

Key Accountabilities Broad areas of a job for which the employee is responsible for producing results 14

Specific Objectives § Statements of outcomes § Important § Measurable 15

Performance Standards n n “Yardstick” to evaluate how well employees have achieved each objective Information on acceptable and unacceptable performance, such as qquality qquantity qcost qtime 16

Performance Planning: Behaviors Ø How a job is done 17

Performance Planning: Competencies n n Measurable clusters of KSAs Critical in determining how results will be achieved 18

Performance Planning: Development Plan § Areas for improvement § Goals to be achieved in each area of improvement 19

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 20

Performance Execution: Manager Responsibilities n n n Observation and documentation Updates Feedback Resources Reinforcement 21

Performance Assessment n n n Manager assessment Self-assessment Other sources (e. g. , peers, customers, etc. ) 22

Multiple Assessments Are Necessary Ø Ø Increase employee ownership Increase commitment Provide information Ensure mutual understanding 23

Performance Review Overview of Appraisal Meeting n Past • Behaviors and results n Present • Compensation to be received n Future • New goals and development plans 24

Six Steps for Conducting Productive Performance Reviews 1. 2. 3. Identify what the employee has done well and poorly Solicit feedback Discuss the implications of changing behaviors 25

Six Steps for Conducting Productive Performance Reviews 4. 5. 6. 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 26

Performance Renewal and Recontracting n Same as/different from Performance Planning • Uses insights and information from previous phases • Cycle begins again 27

Performance Management Process Summary: Key Points ü ü Ongoing process Each component is important v. If one is implemented poorly, whole system suffers ü Links between components must be clear 28

Quick Review Ø Ø Ø Prerequisites Performance Planning Performance Execution Performance Assessment Performance Review Performance Renewal and Recontracting 29