Performance Management
Monitor and Support employees´ performance
and development so that they maximize their
contribution to the company in the short and
long term
Anders Lisnell
Seniorkonsult
© 2011 Right Management. All Rights Reserved.
Performance Management Model
2
© 2011 Right Management. All Rights Reserved.
Vad sker om vi inte har mål?
Gemensamt mål och riktning ger mer kraft…
1
2
3
4
5
6
7
8
Strategi
Fokusområden
Goal Setting Action Steps
5
1
Prepare
2
Align
3
Draft Goals
4
Prioritize
5
Plan Activities
© 2011 Right Management. All Rights Reserved.
Analysis of Business Situation: SWOT
I
N
T
E
R
N
A
L
E
X
T
E
R
N
A
L
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STRENGTHS
WEAKNESSES
What do we do well that
provides us with an
advantage relative to
industry benchmarks?
Where do we have
significant deficiencies
when compared to
industry benchmarks?
OPPORTUNITIES
THREATS
What favorable possibilities
in the market/external
environment indicate
opportunities for our business?
What conditions in the market/
external environment could
negatively impact or potentially
damage our business?
© 2011 Right Management. All Rights Reserved.
Align
(example Customer Service Dep)
Strategic Initiative:
Business/Division:
Be the provider of choice
Provide outstanding customer
service
Work Unit/Department: Improve customer satisfaction by
x% as measured by customer
satisfaction survey
Individual:
Resolve 95% of inquiries within
24 hours
Individual:
Answer all phone calls within three
rings
7
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Effective Goal Statements
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S
pecific
M
easurable
A
ligned / Accepted/ Ambitious
R
ealistic
T
ime-bound
© 2011 Right Management. All Rights Reserved.
GÅTA: Hur äter man en elefant?
Performance Management Model
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© 2011 Right Management. All Rights Reserved.
Exercise: Performance Reviews
What is the most difficult aspect of the
performance review discussion for you?
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Four Phases of the Performance Review
1
Gathering information on performance
2
Evaluating performance
3
Preparing for the performance review discussion
4
Conducting the performance review
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Evaluation: What & How
Objectives
 WHAT
Exceeded
Expectations
Fully Met
Expectations
Partially Met
Expectations
3.1
3.2
3.3
Superior results,
unsatisfactory
behaviors
Superior results,
good behaviors
superior results &
behaviors
2.1
2.2
2.3
Good results,
unsatisfactory
behaviors
Good results &
behaviors
Good results,
superior behaviors
1.1
1.2
1.3
unsatisfactory
results & behaviors
Unsatisfactory
results, good
behaviors
Unsatisfactory
results, superior
behaviors
Partially Met
Expectations
Fully Met
Expectations
Exceeded
Expectations
Values & Behaviors
 HOW
Distribution Guidelines 2005
- remain unchanged
The below percentages are not a forced distribution, however, divisions will be
responsible for calibrating the performance of their populations recognizing that
these guidelines exist and within the assigned budgets.
70
50% - 70%
60
50
40
30
20% - 25%
20
10
0
1
4
28.01
.2011
5%
(1.1)
(1.2)
5% - 10%
(1.3)
(2.1)
(3.1)
(2.2)
(2.3)
(3.2)
(3.3)
Performance Ratings
n
Reflection
Describe the most effective performance
review you have conducted/you have
received.
– Why was it effective?
”They may forget what you
said, but they will never
forget how you made them
feel”
Carl W. Buechner
Performance Management Model
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© 2011 Right Management. All Rights Reserved.
EXERCISE: 5 MIN
WHAT DO MANAGERS WHO ARE EFFECTIVE
“DEVELOPERS” OF THEIR PEOPLE DO?
Individually, think of managers who are effective
“developers” of people.
- What are the characteristics and behaviors of these
managers?
- What do these “developers” do and how do they do it?
Share with person sitting next to you!
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9/18/2013
Right Management Presentation
Coaching for Development Model
Self Insight and
Feedback
from others
Needs,
Expectations,
and Realities
of the
Organization
Development
Goals,
Plans, and
Implementation
22
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Looking Inward
• Helping direct report analyze
his/her strengths and areas
for development
• Giving feedback on behavior,
impact, and perceptions of
others
• Helping the direct report
gain insight on values,
interests, and career
aspirations
23
© 2011 Right Management. All Rights Reserved.
Looking
Inward
Self Insight &
Feedback from
Others
Looking Outward
• Helping the direct report
think through the direction
and needs of the
organization
• Helping the direct report
“learn the ropes”
• Providing a reality test for
perceived opportunities
• Acting as a sounding board
• Explain role expectations
24
© 2011 Right Management. All Rights Reserved.
Looking
Outward
Needs,
Expectations,
& Realities of
the
Organization
Looking Forward
• Advising on development
plans & career goals
• Identifying developmental
activities and co-creating
action plans
• Helping the direct report
mold his/her future
• Delegating authority &
responsibility
25
© 2011 Right Management. All Rights Reserved.
Looking
Forward
Development
Goals,
Plans, &
Implementation
Ref. Gunnebo Performance Management policy
Individuell Utvecklingsplan
Mina styrkor
Utvecklingsönskemål/ambition
Name _______________
Date ________________
Utvecklingsområden
Handlingsplan i korthet för att utveckla detta.
Tid och mätetal för uppnådd utveckling
Performance Management Model
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© 2011 Right Management. All Rights Reserved.
Performance Coaching
An ongoing process of:
• Communication
• Feedback
• Recognition
• Direction
• Support
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© 2011 Right Management. All Rights Reserved.
Business in progress
- Vad händer om chefen blir påkörd två veckor före
årets utvärdering?
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© IHM Business School
30
Progress report
(example for Direct reports)
Tre frågor att förbereda varje månad:
För varje mål:
• Vad är jag mest nöjd med att ha gjort för att nå detta mål
den senaste månaden?
• Vad planerar jag att göra den kommande månaden för att
nå målet?
• Finns det någon hjälp eller något stöd jag önskar från min
chef för att nå målet?
OBS: Medarbetaren förbereder avstämningen med sin chef
och sammanställer det underlag som behövs.
EXERCISE
Development Planning
Case study 1 ”Raising the bar”
&
Case study 2 ”The reluctant presenter”
- What strategies do you use looking inward,
outward and forward
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Development Planning