Performance Management
Corporate Training Materials
Module One:
Getting Started
Performance Management is not a company’s way of
employing “micro-managing” techniques that stunt the
professional growth of its employees. Whether at the
organizational, departmental or employee level, the
goal of performance management is to make sure all
business goals are being met in a satisfactorily manner.
It is much more difficult to measure non-performance than performance.
Harold S. Geneen
Workshop Objectives
• Define performance management
• Provide feedback
• Effective goal-setting
Module Two:
The Basics (I)
According to the U.S. Office of Personnel
Management,
performance
management
consists of five components: “Planning work and
setting expectations, continually monitoring
performance, developing the capacity to
perform, periodically rating performance in a
summary fashion, and rewarding.”
Management is doing things right; leadership is doing the right things.
Peter F. Drucker
What is Performance Management?
• Effective management
• Ensure proper behaviors
• With proper training
How Does Performance
Management Work?
•
•
•
•
Identify the job’s purpose
Rank job priority
Characterize the standard of performance
Discuss employee performance and provide
feedback
Tools
• Model of standards
• Annual Employee Appraisal Document
• Coaching
Case Study
Sinclair Knight Merz (SKM), one of the leading
professional services companies in the Asia
Pacific region, was looking for ways to increase
its ability to manage and grow its workforce
capabilities.
Module Two: Review Questions
1. When the phrase “Performance
Management” was coined by Dr.
Aubrey Daniels, what did it initially
refer to?
a)
b)
c)
d)
Medicine
Technology
Education
Law
3. If an employee meets all of their performance
goals,
a)
b)
c)
d)
2. According to Dr. Daniels, performance
management analyzes what?
a)
b)
c)
d)
Behavior only
The result of behavior only
Behavior and the result of behavior
Attitude
It is not necessary to create an
improvement plan to enhance the
employee’s skills
It is still necessary to create an
improvement plan to enhance the
employee’s skills
They should be reprimanded for not
exceeding the expectations
The employee should automatically be
promoted
4. At a minimum, feedback should be provided
to employees on a _____ basis.
a)
b)
c)
d)
Weekly
Monthly
Annually
Quarterly
Module Two: Review Questions
5. Performance standards can be beneficial
to:
7. What is the name of the company that
was being assessed?
a)
b)
c)
a)
b)
c)
d)
d)
6.
a)
b)
c)
d)
The organization only
The organization and department only
The organization, department and
individual employees
No one
Coaching is most effective:
Before the employee understands the
performance standards
Never
Once the employee leaves the company.
Once the employee understands the
performance standards.
Sinclair Knight Merz
Accenture
Knight Sinclair Merz
Merz Sinclair Knight
8. After the assessment, it was discovered
that what area(s) required
improvement?
a)
b)
c)
d)
Financial results
Workforce planning and recruitment
Financial results and recruitment
Workforce planning and financial
results
Module Two: Review Questions
1. When the phrase “Performance
Management” was coined by Dr.
Aubrey Daniels, what did it initially
refer to?
a)
b)
c)
d)
Medicine
Technology
Education
Law
3. If an employee meets all of their performance
goals,
a)
b)
c)
d)
2. According to Dr. Daniels, performance
management analyzes what?
a)
b)
c)
d)
Behavior only
The result of behavior only
Behavior and the result of behavior
Attitude
It is not necessary to create an
improvement plan to enhance the
employee’s skills
It is still necessary to create an
improvement plan to enhance the
employee’s skills
They should be reprimanded for not
exceeding the expectations
The employee should automatically be
promoted
4. At a minimum, feedback should be provided
to employees on a _____ basis.
a)
b)
c)
d)
Weekly
Monthly
Annually
Quarterly
Module Two: Review Questions
5. Performance standards can be beneficial
to:
7. What is the name of the company that
was being assessed?
a)
b)
c)
a)
b)
c)
d)
d)
6.
a)
b)
c)
d)
The organization only
The organization and department only
The organization, department and
individual employees
No one
Coaching is most effective:
Before the employee understands the
performance standards
Never
Once the employee leaves the company.
Once the employee understands the
performance standards.
Sinclair Knight Merz
Accenture
Knight Sinclair Merz
Merz Sinclair Knight
8. After the assessment, it was discovered
that what area(s) required
improvement?
a)
b)
c)
d)
Financial results
Workforce planning and recruitment
Financial results and recruitment
Workforce planning and financial
results
Module Three:
The Basics (II)
A Performance Management system is only as
good as its evaluation process. It is not enough
to implement an effective program that covers
all the basics, but you must be able to measure
its success via assessments and performance
reviews. This will in turn allow you to see where
modifications need to take place.
The greater danger for most of us lies not in setting our aim too high and falling short;
but in setting our aim too low and achieving our mark.
Michelangelo
Three Phase Process
Phase One: Unfreezing
Phase Two: Change
Phase Three: Freezing
Assessments
• Pre-Screening
• 360-Degree Review
• Knowledge
Performance Reviews
• Prepare and Prioritize
• Clarity and Expectations
• Explain performance and
provide feedback
• Goal setting and Follow-up
Case Study
XYZ Paper Company commenced operation with
10 employees in January 2009.
Module Three: Review Questions
1. What is the order of the three phase
change management model?
a)
b)
c)
d)
Unfreezing, change, freezing
Change, freezing, unfreezing
Unfreezing, freezing, change
Freezing, change, unfreezing
2. The three phase model taught in this lesson
was developed by whom?
a)
b)
c)
d)
John P. Kotter
Kurt Lewin
Tom Peters
Robert Waterman
3. What type of employee performance
assessment engages the opinions of a
variety of people who interact with the
employee in question?
a)
b)
c)
d)
Knowledge
360-Degree
Pre-Screening
Program Evaluation
4. When do Pre-Screening Assessments
generally take place?
a)
b)
c)
d)
On the employee’s first day of work
Before the prospective employee is hired
After the employee is fired / resigns but
before they begin a position with a new
company
Each day an employee comes to work
Module Three: Review Questions
4. Which of the following is true about a
performance review?
6. What did XYZ Paper Company decide
to implement to help increase sales?
a)
a)
b)
c)
d)
b)
c)
d)
It is only necessary to discuss the performance
standards that the employee did not meet
It is only necessary to discuss the performance
standards that the employee exceeded
It is only necessary to discuss the performance
standards that the employee barely met
It is necessary to discuss the performance
standards that were not met, met and
exceeded
5. What method of follow-up should be used after a
performance review?
a)
b)
c)
d)
Email
One-on-one, face-to-face meeting
The employee’s preferred method
Phone call
Incentive program
Mass lay-off
Additional training
One-on-one coaching
7. On top of making up the 20% that the
company was behind, by what
percentage did it increase sales?
a)
b)
c)
d)
5%
10%
15%
20%
Module Three: Review Questions
1. What is the order of the three phase
change management model?
a)
b)
c)
d)
Unfreezing, change, freezing
Change, freezing, unfreezing
Unfreezing, freezing, change
Freezing, change, unfreezing
2. The three phase model taught in this lesson
was developed by whom?
a)
b)
c)
d)
John P. Kotter
Kurt Lewin
Tom Peters
Robert Waterman
3. What type of employee performance
assessment engages the opinions of a
variety of people who interact with the
employee in question?
a)
b)
c)
d)
Knowledge
360-Degree
Pre-Screening
Program Evaluation
4. When do Pre-Screening Assessments
generally take place?
a)
b)
c)
d)
On the employee’s first day of work
Before the prospective employee is hired
After the employee is fired / resigns but
before they begin a position with a new
company
Each day an employee comes to work
Module Three: Review Questions
4. Which of the following is true about a
performance review?
6. What did XYZ Paper Company decide
to implement to help increase sales?
a)
a)
b)
c)
d)
b)
c)
d)
It is only necessary to discuss the performance
standards that the employee did not meet
It is only necessary to discuss the performance
standards that the employee exceeded
It is only necessary to discuss the performance
standards that the employee barely met
It is necessary to discuss the performance
standards that were not met, met and
exceeded
5. What method of follow-up should be used after a
performance review?
a)
b)
c)
d)
Email
One-on-one, face-to-face meeting
The employee’s preferred method
Phone call
Incentive program
Mass lay-off
Additional training
One-on-one coaching
7. On top of making up the 20% that the
company was behind, by what
percentage did it increase sales?
a)
b)
c)
d)
5%
10%
15%
20%
Module Four:
Goal Setting
Every successful business plan requires goals
and objectives. Goals show the strengths and
weaknesses of plans and procedures.
Implementing regularly evaluated goals allows
leaders to understand where performance is and
what needs to be improved. When managing
performance, make sure that you implement
SMART goals.
If you don’t know where you are going, how can you expect to get there?
Basil S. Walsh
SMART Goal Setting
Specific
Measurable
Attainable
Realistic
Timely
Specific Goals
General
goal
• Improve performance.
Specific
goal
• Meet with your mentor
once a week.
Measurable Goals
General goal= Increase sales
Measurable goal =
Increase sales 7 percent
over last year’s.
Attainable Goals
Unattainable goal:
Reduce turnover by 90 percent.
Attainable goal:
Reduce turnover by 10 percent.
Realistic Goals
The production department currently makes
200 cars a week.
Realistic Goal
With new training, they will create 225 a week.
Timely Goals
General goal: Increase sales.
Timely goal: Increase sales within six months.
Monitoring Results
• Were the goals and objectives achieved?
• Were they achieved in the established time
frame?
• What is the feedback from employees and
leadership?
• What are the financial gains or losses?
Case Study
A startup IT company needed to increase profits
and productivity.
Module Four: Review Questions
1. What does S stand for in SMART
goals?
3. What does a Specific goal not
establish?
a)
b)
c)
d)
a)
b)
c)
d)
Special
Specific
Safe
Scientific
2. What does T stand for in SMART
goals?
a)
b)
c)
d)
Trackable
Tangible
Timely
Tasks
Evaluation
Location
Requirements
Who is responsible
4. Sell more is a ___________.
a)
b)
c)
d)
Specific goal
Measurable goal
Timely goal
General goal
Module Four: Review Questions
5. Which type of goal answers how
much?
7. What type of goal will cause
employees to give up?
a)
b)
c)
d)
a)
b)
c)
d)
Attainable
Measurable
General
Realistic
6. What is a measurable goal?
a)
b)
c)
d)
Decrease turnover
Decrease turnover in a month
Decrease turnover by 10 percent
Decrease turnover in production
Unattainable
Realistic
Attainable
General
8. What is an attainable goal?
a)
b)
c)
d)
Reduce turnover by 80 percent
Reduce turnover by 60 percent
Reduce turnover by 40 percent
Reduce turnover 10 percent
Module Four: Review Questions
9. What do realistic goals relate to?
a)
b)
c)
d)
Turnover
Measurability
Employee abilities
General
10. What will make a goal more realistic?
a)
b)
c)
d)
Make them challenging
Break large goals into smaller ones
Compile small goals into a large one
Make them easy
11. Timely goals do which of the
following?
a)
b)
c)
d)
Encourage employees to work
towards their goals
Provide instructions
Make goals more achievable
Explain responsibilities
12. What is a timely goal?
a)
b)
c)
d)
Reduce turnover
Reduce turnover in 6 months
Reduce turnover in production
Reduce turnover 10 percent
Module Four: Review Questions
13. What will evaluating results of
goal establish?
15. What did the company reset the
sales goal to?
a)
b)
c)
d)
a)
b)
c)
d)
Reviews
Employee engagement
Talent reviews
Necessary changes
14. Feedback from _________ is
important to evaluate goals.
a)
b)
c)
d)
HR
Employees
Employees and management
Management
10 percent
12 percent
15 percent
20 percent
16. How much did sales increase?
a)
b)
c)
d)
10 percent
12 percent
15 percent
20 percent
Module Four: Review Questions
1. What does S stand for in SMART
goals?
3. What does a Specific goal not
establish?
a)
b)
c)
d)
a)
b)
c)
d)
Special
Specific
Safe
Scientific
2. What does T stand for in SMART
goals?
a)
b)
c)
d)
Trackable
Tangible
Timely
Tasks
Evaluation
Location
Requirements
Who is responsible
4. Sell more is a ___________.
a)
b)
c)
d)
Specific goal
Measurable goal
Timely goal
General goal
Module Four: Review Questions
5. Which type of goal answers how
much?
7. What type of goal will cause
employees to give up?
a)
b)
c)
d)
a)
b)
c)
d)
Attainable
Measurable
General
Realistic
6. What is a measurable goal?
a)
b)
c)
d)
Decrease turnover
Decrease turnover in a month
Decrease turnover by 10 percent
Decrease turnover in production
Unattainable
Realistic
Attainable
General
8. What is an attainable goal?
a)
b)
c)
d)
Reduce turnover by 80 percent
Reduce turnover by 60 percent
Reduce turnover by 40 percent
Reduce turnover 10 percent
Module Four: Review Questions
9. What do realistic goals relate to?
a)
b)
c)
d)
Turnover
Measurability
Employee abilities
General
10. What will make a goal more realistic?
a)
b)
c)
d)
Make them challenging
Break large goals into smaller ones
Compile small goals into a large one
Make them easy
11. Timely goals do which of the
following?
a)
b)
c)
d)
Encourage employees to work
towards their goals
Provide instructions
Make goals more achievable
Explain responsibilities
12. What is a timely goal?
a)
b)
c)
d)
Reduce turnover
Reduce turnover in 6 months
Reduce turnover in production
Reduce turnover 10 percent
Module Four: Review Questions
13. What will evaluating results of
goal establish?
15. What did the company reset the
sales goal to?
a)
b)
c)
d)
a)
b)
c)
d)
Reviews
Employee engagement
Talent reviews
Necessary changes
14. Feedback from _________ is
important to evaluate goals.
a)
b)
c)
d)
HR
Employees
Employees and management
Management
10 percent
12 percent
15 percent
20 percent
16. How much did sales increase?
a)
b)
c)
d)
10 percent
12 percent
15 percent
20 percent
Module Five:
Establishing Performance Goals
Performance goals require strategic action. To
be effective, these goals should not be handed
down to employees. It is important to include
employees in the goal setting process and
encourage them to meet their individual
performance goals. This will improve individual
and company performance.
Performance is your reality. Forget everything else.
Harold S. Green
Strategic Planning
•
•
•
•
Plan before making goals
Where you want to be
How you will get there
Values of the organization
Job Analysis
• Required skills
• Determine who to hire
• How to train
Setting Goals
• Behavior
• Competency
• Results
Motivation
•
•
•
•
•
•
Lead by example
Meet with individuals
Reward employees
Delegate
Inform
Celebrate
Case Study
A retail chain created individual sales goals for
each employee.
Module Five: Review Questions
1. Individual strategic plans reflect
_________.
3. What is a job requirement?
a)
b)
c)
d)
a)
b)
c)
d)
Values of the company
The market
Individual motivation
Peer reviews
Training
Responsibilities
Skills
Certification
2. What is not an example of a strategic
action?
4. What is an employee
requirement?
a)
b)
c)
d)
a)
b)
c)
d)
Meet with supervisor once a week
Attend training classes
Improve sales 10 percent
Practice speaking skills
Tools
Reporting
Responsibilities
Education
Module Five: Review Questions
5. Performance goals need to be
_________.
7. How should managers not
motivate employees?
a)
b)
c)
d)
a)
b)
c)
d)
General
Specific
Timely
SMART
Threats
Example
Rewards
Meeting with individuals
6. What do performance goals not
need to address?
8. Who do managers need to
motivate?
a)
b)
c)
d)
a)
b)
c)
d)
Behavior
Competency
Time
Results
Customers
Teams
Clients
Themselves
Module Five: Review Questions
9. What did the company unsuccessfully implement?
a)
b)
c)
d)
Turnover goals
Production goals
Individual sales goals
New policies
10. How much did profitability improve after strategies were implemented?
a)
b)
c)
d)
5 percent
8 percent
10 percent
12 percent
Module Five: Review Questions
1. Individual strategic plans reflect
_________.
3. What is a job requirement?
a)
b)
c)
d)
a)
b)
c)
d)
Values of the company
The market
Individual motivation
Peer reviews
Training
Responsibilities
Skills
Certification
2. What is not an example of a strategic
action?
4. What is an employee
requirement?
a)
b)
c)
d)
a)
b)
c)
d)
Meet with supervisor once a week
Attend training classes
Improve sales 10 percent
Practice speaking skills
Tools
Reporting
Responsibilities
Education
Module Five: Review Questions
5. Performance goals need to be
_________.
7. How should managers not
motivate employees?
a)
b)
c)
d)
a)
b)
c)
d)
General
Specific
Timely
SMART
Threats
Example
Rewards
Meeting with individuals
6. What do performance goals not
need to address?
8. Who do managers need to
motivate?
a)
b)
c)
d)
a)
b)
c)
d)
Behavior
Competency
Time
Results
Customers
Teams
Clients
Themselves
Module Five: Review Questions
9. What did the company unsuccessfully implement?
a)
b)
c)
d)
Turnover goals
Production goals
Individual sales goals
New policies
10. How much did profitability improve after strategies were implemented?
a)
b)
c)
d)
5 percent
8 percent
10 percent
12 percent
Module Six:
360 Degree Feedback
360 degree feedback is useful for evaluating
performance. It provides evaluations from
different sources to paint a clear picture of how
well an individual performs. Identifying
strengths and weaknesses will allow employees
to continually improve how they perform.
Feedback is the breakfast of champions.
Ken Blanchard
What is 360 Degree Feedback?
• Anonymous
• Peers and management
• Self-evaluate
Vs. Traditional Performance Reviews
• Better picture of performance
• 360 seems more fair
• Encourages cooperation
The Components
• Scale of 1 to 10
• Comments
• Scores are averaged
Case Study
A department manager of a large
production company had a
problem with productivity and
morale.
Module Six: Review Questions
1. 360 degree feedback is normally
________.
3. Who typically performs a traditional
review?
a)
b)
c)
d)
a)
b)
c)
d)
General
Signed
Anonymous
Personal
2. What does a manager’s feedback
include that others do not?
a)
b)
c)
d)
Direct reports
Peer reviews
Customer reviews
Supervisor review
Employees
Supervisors
Peers
Customers
4. What provides a better sense of
supervisor and executive
performance?
a)
b)
c)
d)
SMART goals
General reviews
Traditional reviews
360 degree performance
Module Six: Review Questions
5. How are the scores from different
sources graded?
7. How did the manager communicate
with employees about performance?
a)
b)
c)
d)
a)
b)
c)
d)
Added
Averaged
Multiplied
Individually
Calmly
Motivation
Threats
Directly
8. How much did productivity increase?
6. How does feedback remain
confidential?
a)
b)
c)
d)
Supervisors handle it
Employees sign it
HR handles it
Customers handle it
a)
b)
c)
d)
5 percent
8 percent
10 percent
12 percent
Module Six: Review Questions
1. 360 degree feedback is normally
________.
3. Who typically performs a traditional
review?
a)
b)
c)
d)
a)
b)
c)
d)
General
Signed
Anonymous
Personal
2. What does a manager’s feedback
include that others do not?
a)
b)
c)
d)
Direct reports
Peer reviews
Customer reviews
Supervisor review
Employees
Supervisors
Peers
Customers
4. What provides a better sense of
supervisor and executive
performance?
a)
b)
c)
d)
SMART goals
General reviews
Traditional reviews
360 degree performance
Module Six: Review Questions
5. How are the scores from different
sources graded?
7. How did the manager communicate
with employees about performance?
a)
b)
c)
d)
a)
b)
c)
d)
Added
Averaged
Multiplied
Individually
Calmly
Motivation
Threats
Directly
8. How much did productivity increase?
6. How does feedback remain
confidential?
a)
b)
c)
d)
Supervisors handle it
Employees sign it
HR handles it
Customers handle it
a)
b)
c)
d)
5 percent
8 percent
10 percent
12 percent
Module Seven:
Competency Assessments
Competency assessments are essential to
performance management. These assessments
make it easier to hire and promote the right
people. They also help assess performance and
the different competencies that employees need
to improve. It will also identify the top
performers.
Competence, like truth, beauty, and contact lenses, is in the eye of the beholder.
Dr. Laurence J. Peter
Competency Assessment Defined
• Skills
• Essential knowledge
• Necessary to perform a job well
Implementation
•
•
•
•
•
Identify Competencies
Develop Assessments
Practice Assessments
Assess Employees
Plan
Final Destination
• Trained professionals
• Strong performance
• Unique for your company
Case Study
Yearly competency
assessments at a local
marketing firm are not
successful.
Module Seven: Review Questions
1. Who assesses competencies
besides supervisors?
3. What part of the competency
assessment helps employees
improve?
a)
b)
c)
d)
a)
b)
c)
d)
HR
Coworkers
Peers
CEO
Action plan
Direction
Peer reviews
Goals
2. Which is generally not an
assessment rating?
4. Managers need to _______ using
competency assessments?
a)
b)
c)
d)
a)
b)
c)
d)
Excellent
Meets expectations
Minutes to hours
Needs improvement
Explain
Practice
Reward employees
Promote
Module Seven: Review Questions
5. What will determine the final
destination for each company?
a)
b)
c)
d)
Goals and needs
Productivity
Profitability
Feedback and competencies
6. Goals and ______ must be
identified for the final destination.
a)
b)
c)
d)
Expectations
Talent
Competencies
Motivation
7. What was the goal of the CEO?
a)
b)
c)
d)
Increase high performance
Double high performance
Triple high performance
Reduce high performance
8. How did the competency scores
improve on average?
a)
b)
c)
d)
One level on average
Two levels every quarter
Three levels every quarter
Four levels annually
Module Seven: Review Questions
1. Who assesses competencies
besides supervisors?
3. What part of the competency
assessment helps employees
improve?
a)
b)
c)
d)
a)
b)
c)
d)
HR
Coworkers
Peers
CEO
Action plan
Direction
Peer reviews
Goals
2. Which is generally not an
assessment rating?
4. Managers need to _______ using
competency assessments?
a)
b)
c)
d)
a)
b)
c)
d)
Excellent
Meets expectations
Minutes to hours
Needs improvement
Explain
Practice
Reward employees
Promote
Module Seven: Review Questions
5. What will determine the final
destination for each company?
a)
b)
c)
d)
Goals and needs
Productivity
Profitability
Feedback and competencies
6. Goals and ______ must be
identified for the final destination.
a)
b)
c)
d)
Expectations
Talent
Competencies
Motivation
7. What was the goal of the CEO?
a)
b)
c)
d)
Increase high performance
Double high performance
Triple high performance
Reduce high performance
8. How did the competency scores
improve on average?
a)
b)
c)
d)
One level on average
Two levels every quarter
Three levels every quarter
Four levels annually
Module Eight:
Kolb's Learning Cycle
Kolb’s Learning Cycle states that learning is
based on experience. The learning cycle has four
basic elements: experience, observation,
conceptualization, and experimentation. It is
important to be familiar with the learning cycle
to effectively manage performance, and guide
employees to greater achievements.
Nothing is a waste of time if you use experience wisely.
Auguste Rodin
Experience
•
•
•
•
Direct experience
Involves senses
Not simply knowledge
Hands-on training
Observation
• What the experience means
• Knowledge is transferred into
meaning
• Way to transform knowledge
Conceptualization
• Gather knowledge
• Without direct experience
• Apply logic to a basic
understanding
Experimentation
• Learn by doing
• Act on knowledge
• Taking risks
Case Study
A new hire was trained at a software company.
Module Eight: Review Questions
1. What is a method for gaining
knowledge?
3. What is a method for transforming
knowledge?
a)
b)
c)
d)
a)
b)
c)
d)
Learning
Observation
Experience
Experimentation
Reflective observation
Senses
Books
Concrete experience
2. Concrete experience involves
________.
4. Knowledge is transferred to
_______.
a)
b)
c)
d)
a)
b)
c)
d)
Observation
Books
Feelings
Senses
Feelings
Meaning
Senses
Experience
Module Eight: Review Questions
5. What is a way to gain knowledge
without direct experience?
7. What is acting on knowledge
gathered?
a)
b)
c)
d)
a)
b)
c)
d)
Reflective observation
Concrete conceptualization
Abstract conceptualization
Abstract observation
Reflective observation
Active experimentation
Active conceptualization
Direct experience
6. How does abstract
conceptualization work?
8. Which of the following includes
taking risks?
a)
b)
c)
d)
a)
b)
c)
d)
Feelings interpret
Watching interprets
Experience interprets
Logic interprets
Active experimentation
Abstract conceptualization
Concrete experience
Reflective observation
Module Eight: Review Questions
9. What stage of learning did the new hire not experience?
a)
b)
c)
d)
Reflective observation
Concrete experience
Abstract conceptualization
Active experimentation
10. What was the result of the training?
a)
b)
c)
d)
Poor attitude
Too many mistakes
Poor productivity
The results were positive
Module Eight: Review Questions
1. What is a method for gaining
knowledge?
3. What is a method for transforming
knowledge?
a)
b)
c)
d)
a)
b)
c)
d)
Learning
Observation
Experience
Experimentation
Reflective observation
Senses
Books
Concrete experience
2. Concrete experience involves
________.
4. Knowledge is transferred to
_______.
a)
b)
c)
d)
a)
b)
c)
d)
Observation
Books
Feelings
Senses
Feelings
Meaning
Senses
Experience
Module Eight: Review Questions
5. What is a way to gain knowledge
without direct experience?
7. What is acting on knowledge
gathered?
a)
b)
c)
d)
a)
b)
c)
d)
Reflective observation
Concrete conceptualization
Abstract conceptualization
Abstract observation
Reflective observation
Active experimentation
Active conceptualization
Direct experience
6. How does abstract
conceptualization work?
8. Which of the following includes
taking risks?
a)
b)
c)
d)
a)
b)
c)
d)
Feelings interpret
Watching interprets
Experience interprets
Logic interprets
Active experimentation
Abstract conceptualization
Concrete experience
Reflective observation
Module Eight: Review Questions
9. What stage of learning did the new hire not experience?
a)
b)
c)
d)
Reflective observation
Concrete experience
Abstract conceptualization
Active experimentation
10. What was the result of the training?
a)
b)
c)
d)
Poor attitude
Too many mistakes
Poor productivity
The results were positive
Module Nine:
Motivation
Every employee needs to be motivated in order
for performance management to be successful.
While employees must take some responsibility
in motivating themselves, management can help
motivate and develop individuals. Practicing
basic motivational techniques will improve
performance as it boosts morale.
Build upon strengths and weaknesses will gradually take care of themselves.
Joyce C. Locke
Key Factors
•
•
•
•
Responsibility
Nature of the work
Recognition
Achievement
The Motivation Organization
Family
Personal time
Community
Environment
Success
Identifying Personal Motivators
•
•
•
•
Each person is different
Observe
Communicate
Survey
Evaluating and Adapting
• Surveys will show the level of engagement
• Compare the mission, policies, and
procedures to internal motivators
• Examine the number of employees who have
advanced
• Whether or not company goals are met
Case Study
A printing company had a problem with high
turnover and low productivity.
Module Nine: Review Questions
1. Pay Influences ________.
3. People perform better when they
_____ their company.
a)
b)
c)
d)
a)
b)
c)
d)
Satisfaction
Motivation
Management
Achievement
2. What is a not a key motivator?
a)
b)
c)
d)
Responsibility
Work conditions
Recognition
Achievement
Are educated by
Are vested in
Believe in
Understand
4. What is not an internal
motivation?
a)
b)
c)
d)
Personal time
Success
Family
Pay
Module Nine: Review Questions
4. What will not identify personal
motivators?
a)
b)
c)
d)
Age
Surveys
Observation
Communication
6. What should be done if a survey
indicates employees are not
motivated?
a)
b)
c)
d)
Hire new employees
Adapt motivation techniques
Provide more training
Ignore the results
5. Large organizations rely on ________
to understand what motivates
individuals.
7. What is not an indication of
motivation?
a)
b)
c)
d)
a)
b)
c)
d)
Peers
Customers
Managers
Policies
Age
Meeting goals
Surveys
Development
Module Nine: Review Questions
9. The problem was with turnover and ________.
a)
b)
c)
d)
Productivity
Profits
Sales
Customer service
10. How much did turnover decrease?
a)
b)
c)
d)
8 percent
10 percent
12 percent
15 percent
Module Nine: Review Questions
1. Pay Influences ________.
3. People perform better when they
_____ their company.
a)
b)
c)
d)
a)
b)
c)
d)
Satisfaction
Motivation
Management
Achievement
2. What is a not a key motivator?
a)
b)
c)
d)
Responsibility
Work conditions
Recognition
Achievement
Are educated by
Are vested in
Believe in
Understand
4. What is not an internal
motivation?
a)
b)
c)
d)
Personal time
Success
Family
Pay
Module Nine: Review Questions
4. What will not identify personal
motivators?
a)
b)
c)
d)
Age
Surveys
Observation
Communication
6. What should be done if a survey
indicates employees are not
motivated?
a)
b)
c)
d)
Hire new employees
Adapt motivation techniques
Provide more training
Ignore the results
5. Large organizations rely on ________
to understand what motivates
individuals.
7. What is not an indication of
motivation?
a)
b)
c)
d)
a)
b)
c)
d)
Peers
Customers
Managers
Policies
Age
Meeting goals
Surveys
Development
Module Nine: Review Questions
9. The problem was with turnover and ________.
a)
b)
c)
d)
Productivity
Profits
Sales
Customer service
10. How much did turnover decrease?
a)
b)
c)
d)
8 percent
10 percent
12 percent
15 percent
Module Ten:
The Performance Journal
Performance journals create evaluations that
are more accurate by allowing employees and
manager to keep track of performance
throughout the year. This will help guide and
develop employees who challenge themselves
and improve performance.
The best way to predict the future is to create it.
Peter Drucker
Record Goals and Accomplishments
Employee
•
Awards
•
Requests
Employer
•
Documentation
•
Performance gaps
Linking with Your
Employees or Managers
• Needs to be done to be
effective
• Remain professional
• Accurate evaluations
Implementing a Performance Coach
•
•
•
•
Assess skills and knowledge
Assess the tools
Assess the processes
Assess motivation
Keeping Track
•
•
•
•
Traditional Evaluations
360 Feedback
Journals
Performance log
Case Study
A retail manager always hated
giving reviews. It was always
difficult to sum up a year’s
worth of work.
Module Ten: Review Questions
1. What accomplishments should
employees record?
a)
b)
c)
d)
Encouragement and praise
Praise and rewards
Awards and recognition
Recognition and encouragement
3. What will damage performance?
a)
b)
c)
d)
Trusting managers
Distrust of managers
Trusting employees
Journal entries
2. What details do employers need to
record?
4. ______ may see employee journal
entries if the employee so
chooses.
a)
b)
c)
d)
a)
b)
c)
d)
Praise and complaints
Encouragement and notes
Documentation and notes
Recognition and documentation
Investors
Customers
Peers
Managers
Module Ten: Review Questions
5. Which of the following is not a way for
coaches to coach employees?
7. Where do managers consistently
record their observations?
a)
b)
c)
d)
a)
b)
c)
d)
Threats
Praise
Correction
Encouragement
6. Who typically serves as a performance
coach?
a)
b)
c)
d)
CEOs
Customers
Managers
Peers
Performance log
Evaluations
360 Feedback
Journal entries
8. Which is not a way to keep track of
performance?
a)
b)
c)
d)
Performance log
Evaluations
360 Feedback
Surveys
Module Ten: Review Questions
9. What always suffered after reviews?
a)
b)
c)
d)
Profitability
Sales
Productivity
Labor
10. How much did sales improve with the journals?
a)
b)
c)
d)
8 percent
20 percent
5 percent
10 percent
Module Ten: Review Questions
1. What accomplishments should
employees record?
a)
b)
c)
d)
Encouragement and praise
Praise and rewards
Awards and recognition
Recognition and encouragement
3. What will damage performance?
a)
b)
c)
d)
Trusting managers
Distrust of managers
Trusting employees
Journal entries
2. What details do employers need to
record?
4. ______ may see employee journal
entries if the employee so
chooses.
a)
b)
c)
d)
a)
b)
c)
d)
Praise and complaints
Encouragement and notes
Documentation and notes
Recognition and documentation
Investors
Customers
Peers
Managers
Module Ten: Review Questions
5. Which of the following is not a way for
coaches to coach employees?
7. Where do managers consistently
record their observations?
a)
b)
c)
d)
a)
b)
c)
d)
Threats
Praise
Correction
Encouragement
6. Who typically serves as a performance
coach?
a)
b)
c)
d)
CEOs
Customers
Managers
Peers
Performance log
Evaluations
360 Feedback
Journal entries
8. Which is not a way to keep track of
performance?
a)
b)
c)
d)
Performance log
Evaluations
360 Feedback
Surveys
Module Ten: Review Questions
9. What always suffered after reviews?
a)
b)
c)
d)
Profitability
Sales
Productivity
Labor
10. How much did sales improve with the journals?
a)
b)
c)
d)
8 percent
20 percent
5 percent
10 percent
Module Eleven:
Creating a Performance Plan
A performance plan is essential to performance
management. It is a strategic plan that each
individual needs to follow to become high
performing employees. Managers must create a
plan with every employee they work with. There
is always room for improvement.
He who fails to plan, plans to fail.
Proverb
Goals
• Determine what employees need to
accomplish
• Make SMART goals
• Allow employees to develop the goals with
you
Desired Results
• Expected to achieve
• Employees are responsible
• Needs coaching if not met
Prioritization
• Top three goals
• Align with the company goals
• Make sure they do not conflict with each
other
Measure
• Fair standards
• Make the measurements cost specific
• Create a rating scale
Evaluation
• Compare the measurements
• Against performance
• Goals achieved?
Case Study
An expanding chain of bookstores
was losing customers.
Module Eleven: Review Questions
1. Who should help develop goals?
3. Who is responsible for achieving
desired results?
a)
b)
c)
d)
a)
b)
c)
d)
HR
Management
Employees
Employees and management
2. Employees must have the_______
to reach their goals?
4. Who needs coaching?
a)
a)
b)
c)
d)
Feedback
Communication
Tools
Management
Managers
Employees
Peers
CEOs
b)
c)
d)
Someone who does not meet
desired results.
Someone who meet desired results
Someone who exceeds desired
results
Someone without desired results
Module Eleven: Review Questions
5. How many goals should be made
priorities?
7. What will need to be established
before measurements?
a)
b)
c)
d)
a)
b)
c)
d)
3
5
7
10
6. Goals must not___________.
a)
b)
c)
d)
Be specific
Align with company values
Conflict with each other
Be prioritized
Evaluations
Competencies
Assessments
Priorities
8. When possible, measurements
should be ______.
a)
b)
c)
d)
New
General
Numbered
Cost specific
Module Eleven: Review Questions
9. Compare performance with
________.
11.What was the time frame of the
goal?
a)
b)
c)
d)
a)
b)
c)
d)
Priorities
Measurements
Assessments
Plans
1 month
3 months
6 months
one year
10. Which evaluations are more
effective?
12.How much was the goal to
improve secret shopper scores?
a)
b)
c)
d)
a)
b)
c)
d)
Yearly
Formal
Annual
Informal
10 percent
5 percent
15 percent
8 percent
Module Eleven: Review Questions
1. Who should help develop goals?
3. Who is responsible for achieving
desired results?
a)
b)
c)
d)
a)
b)
c)
d)
HR
Management
Employees
Employees and management
2. Employees must have the_______
to reach their goals?
4. Who needs coaching?
a)
a)
b)
c)
d)
Feedback
Communication
Tools
Management
Managers
Employees
Peers
CEOs
b)
c)
d)
Someone who does not meet
desired results
Someone who meet desired results
Someone who exceeds desired
results
Someone without desired results
Module Eleven: Review Questions
5. How many goals should be made
priorities?
7. What will need to be established
before measurements?
a)
b)
c)
d)
a)
b)
c)
d)
3
5
7
10
6. Goals must not___________.
a)
b)
c)
d)
Be specific
Align with company values
Conflict with each other
Be prioritized
Evaluations
Competencies
Assessments
Priorities
8. When possible, measurements
should be ______.
a)
b)
c)
d)
New
General
Numbered
Cost specific
Module Eleven: Review Questions
9. Compare performance with
________.
11.What was the time frame of the
goal?
a)
b)
c)
d)
a)
b)
c)
d)
Priorities
Measurements
Assessments
Plans
1 month
3 months
6 months
one year
10. Which evaluations are more
effective?
12.How much was the goal to
improve secret shopper scores?
a)
b)
c)
d)
a)
b)
c)
d)
Yearly
Formal
Annual
Informal
10 percent
5 percent
15 percent
8 percent
Module Twelve:
Wrapping Up
Although this workshop is coming to a close, we
hope that your journey to improve your
Performance Management skills is just
beginning.
Our chief want is someone who will inspire us to be what we know we could be.
Ralph Waldo Emerson
Words from the Wise
Harold S. Geneen: It is much more difficult to
measure nonperformance than performance.
Winston Churchill: However beautiful the
strategy, you should occasionally look at the
results.