Things that make you go hmmm:
Managing Performance
Program overview
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Welcome and introductions
Performance management issues
What is performance management anyway?
Recognising and promoting good performance
Responding to poor performance:
– Causes of poor performance
– An analysis framework (Mager and Pipe)
• Self-management and support for supervisors
• Close
Groupwork
• Discuss the following questions:
– What are the performance management issues facing
you in your workplace?
– What is easier – managing good performance or poor
performance?
– What are we more likely to notice and respond to –
good performance or poor performance?
• Feedback to whole group
What is performance management?
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http://www.flinders.edu.au/ppmanual/staff/performance-management/gen-staff-perfreview-and-dev-procedures.cfm
• The Performance Review and Development
process is the central element of performance
management at Flinders University
– Provides a clear framework for understanding
expectations and roles/responsibilities
– Documents the annual discussion of performance
outcomes and objectives
– Often misunderstood as a “once-a-year” event,
instead of a holistic approach to managing the
workplace
Yes, but what’s it for?
• Performance management frameworks
traditionally serve 3 purposes:
– Strategic – linking employee activities with the
organisational goals
– Developmental – developing employees who are
effective at their jobs
– Administrative – helps make important decisions, eg:
increments, promotions, retention, termination,
retrenchment and recognition
• Which of these purposes does the Flinders
University model serve?
Reference: De Cieri, H (2008) Human resource management in Australia: Strategy people, performance,
North Ryde NSW: McGraw‐Hill Australia Pty Ltd.
Managing staff performance
High Ability
Low Ability
High
Motivation
Low
Motivation
Solid performers
Reward good performance
Identify development opportunities
Provide honest and direct feedback
Misdirected effort
Coaching
Frequent performance feedback
Goal setting
Training or temporary assignment for skill
development
Restructured job assignment
Under-utilisers
Give honest and direct feedback
Provide counselling
Use team building and conflict resolutions
Link rewards to performance outcomes
Offer training for needed knowledge or
skills
Stress management
Deadwood
Withholding pay increases
Demotion
Outplacement
Firing
Specific, direct feedback on performance
problems
Reference: De Cieri, H (2008) Human resource management in Australia: Strategy people, performance,
North Ryde NSW: McGraw‐Hill Australia Pty Ltd.
Sharing the love: good performers
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http://www.flinders.edu.au/hr/recognising-rewarding-staff-guidelines-forsupervisors.cfm
• Key strategies for general staff outlined in policy and
procedures:
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Attraction and retention allowance
Accelerated confirmation of probation
Incremental progression
Accelerated progression through linked positions
Higher duty / temporary secondment
General staff conference scheme
Professional development and training opportunities
Awards – University and cost-centre
• Anything else?
When performance goes bad
• Poor performance can be the result of a combination of
influences:
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Organisational policies and practices
Job concerns
Personal problems
External factors
• Understanding the cause of poor performance provides
a framework for appropriate management strategies
• Not all causes of poor performance can be remedied
Reference: Nankervis A R, Compton RL & Baird, M (2008) Human resource management: Strategies and
processes, South Melbourne Vic: Thomson Learning Australia.
Groupwork
• Discuss what issues and factors can be
considered under each of the 4 sources of
ineffective performance:
– Organisation policies and practices; eg ineffective
recruitment
– Job concerns, eg unclear or constantly changing work
requirements
– Personal problems, eg conflict between work
demands and family demands
– External factors, eg union-management conflict
• Feedback to large group
Analysing performance problems
• Framework from Mager and Pipe (2007)
• Identifies a process for working through
performance problems including some strategies
• Flow chart based, but not necessarily linear
• Solutions can be broader than those described
(but the answer to performance problems is not
always more training!)
Stage I: What’s the problem?
• Whose performance is at issue?
• Why do I (or someone else) think there’s a
problem?
• Describe the perceived performance
discrepancy, eg:
– What is the actual performance at issue?
– What is the desired performance?
Reference: Mager R F & Pipe P (2007) Analyzing performance problems or you really oughta wanna, 3rd ed, Atlanta, Georgia : CEP Press.
Stage II: Is it worth pursuing?
• What would happen if I left it alone?
• Are my expectations reasonable?
• Does the discrepancy still exist? If so:
– List the consequences
– Calculate the cost of each outcome and total
– Is the cost high enough that a solution is
required?
Reference: Mager R F & Pipe P (2007) Analyzing performance problems or you really oughta wanna, 3rd ed, Atlanta, Georgia : CEP Press.
Stage III: Explore “fast fixes”
• Do staff know what is expected of them?
• Can they tell you what the expectations
are?
• Are there obvious obstacles, eg:
resources, work environment?
• What kind of feedback do staff get about
their performance?
Reference: Mager R F & Pipe P (2007) Analyzing performance problems or you really oughta wanna, 3rd ed, Atlanta, Georgia : CEP Press.
Stage IV: Explore consequences
• Consider these questions:
– Is good performance punishing, eg: has
unfavourable consequences?
– Is poor performance rewarding, eg: has
favourable consequences?
– Are there any consequences at all?
• Change the consequences to change the
behaviour
Reference: Mager R F & Pipe P (2007) Analyzing performance problems or you really oughta wanna, 3rd ed, Atlanta, Georgia : CEP Press.
Stage V and VI: Address other causes
• Genuine skill deficiency
• A skill or ability that has been lost due to lack of
practice or lack of feedback
• Task complexity
• Other issues impacting on performance, eg:
personal problems
• Does the person have the potential to change?
Reference: Mager R F & Pipe P (2007) Analyzing performance problems or you really oughta wanna, 3rd ed, Atlanta, Georgia : CEP Press.
Choosing a solution
• Collect all the potential solutions revealed
by the analysis
• Work out cost of each solution
• Select the solution(s) that will add the
most value
• Draft an action plan describing solutions
Reference: Mager R F & Pipe P (2007) Analyzing performance problems or you really oughta wanna, 3rd ed, Atlanta, Georgia : CEP Press.
Life support for supervisors
• Performance management is a complex area, involving:
– Multiple policies and procedures, and has legal implications
– Emotional consequences, eg: increased stress and potential
problems across the team
• Use PRD as your framework for establishing clear
expectations
• Seeking support to deal with ineffective / poor
performance is key survival strategy:
– Consult with HR Adviser
– Talk to your line manager
Close
• Any questions?
• Feedback
• Thank you for your participation