Managing Team Performance:
Overview
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Definition and Importance of
Teams
Types of Teams and Implications
for PM
Purposes and Challenges of Team
PM
Including Team Performance in
the PM System
Rewarding Team Performance
Definition of Team
Two or more people
• Interact
Dynamically
 Independently
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• Share common and valued
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Goal, Objective or Mission
Importance of Teams
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Increased pressure, including
global competition
Flexibility in flatter
organizations
Complexity of products and
services
Rapidly changing business
environments
Performance Management &
Teams
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PM systems should target:
• Individual performance
• Individual’s contribution to team
performance
• Performance of entire team
General principles of PM relating to
teams
1.
Design and implement best
system possible
2.
Consider dangers of poorly
implemented system
Managing for Improved Team
Performance
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Don’t limit team processes
with other task or
organizational requirements
Provide good team design
and organizational support
Give feedback only on
processes that the team
members can control
Types of Teams
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Classified by
• Complexity of task
• Membership
configuration
Complexity of Task ranges from:
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Routine
• Well defined
• Few deviations in how work is
done
• Outcomes easily assessed
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- to Non-routine
• Not defined well
• No clear specifications on how to
do the work
• Outcomes are long term and
difficult to assess
Membership Configuration includes
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Length of time team expects to
work together
Stability of team membership
Static
Dynamic
Types of Teams Based on
Membership Configuration and Task
Complexity
Dynamic
° Network
Teams
° Project
Teams
Membership
Configuration
Static
° Work and
Service Teams
Routine
Non-Routine
Task Complexity
Types of Teams
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Work or Service Teams
Project Teams
Network Teams
Work or Service Teams
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Intact
Routine tasks
Share similar skill sets
Project Teams
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Assembled for specific purpose
Tasks outside core product or
service
Members from different functional
areas
Network Teams
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Membership not constrained
by
• Time or space
• Organizational boundaries
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Teams may include
•
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•
•
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Temporary or full-time workers
Customers
Vendors
Consultants
Work is extremely nonroutine
Examples of PM Approaches by Type
of Team
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Type of Team
• Work & Service
Team
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Type of PM
Approach
• Peer ratings
• Project Team
• Ongoing
measurements
• Network Team
• Development of
competencies
Purposes of Team PM
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Traditional goals of any PM System
Specific to Team performance:
• Make all team members accountable
• Motivate all team members to have a stake
in team performance
Challenges of Team PM
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How do we assess relative
individual contribution?
How do we balance individual
and team performance?
How do we identify individual and
team measures of performance?
6 Basic Principles for Designing a PM
System
That Includes Team Performance
1.
2.
3.
4.
5.
6.
Make sure your team is really a team.
Make the investment to measure.
Define measurement goals clearly.
Use a multi-method approach to
measurement.
Focus on process as well as outcomes.
Measure long-term changes.
Performance Management Process (Overview/Review)
Prerequisites
Performance
Planning
Performance
Execution
Performance
Renewal and
Re-contracting
Performance
Review
Performance
Assessment
Prerequisites
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Knowledge of mission
• Organization
• Team
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Knowledge of job to be
performed by the team,
including KSAs
Prerequisites
KSAs needed for most teams:
• Task
• Contextual
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Communication
Decision-making
Collaboration
Team leadership
Self-control
Performance Planning
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Results expected of the team
Behaviors expected of team
members
Developmental objectives to be
achieved by team and its
members
Performance Execution
Team responsibilities
1.
2.
Commit to goal achievement
Seek feedback from
•
•
3.
4.
Each other
Supervisor
Communicate openly &
regularly
Conduct regular & realistic
peer-appraisals
Performance Execution
Supervisor responsibilities
1. Observe and document
• Team performance
• Relative contribution of team
members
2.
3.
Update team on any changes in
goals of the organization
Provide resources &
reinforcement
Performance Assessment
Types of Assessments
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Self-appraisals
Peer evaluations
Supervisor evaluation
Outsider appraisals (if appropriate)
Performance Assessment
Kinds of Performance to be
Assessed
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Individual task performance
Individual contextual
performance
Team performance
Dimensions of Team Performance to
Assess:
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Effectiveness
Efficiency
Learning and growth
Team member satisfaction
Performance Review
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Two meetings with supervisor or
review board
• Team meeting
• Individual meeting
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Emphasis on past, present and
future
Team Meeting
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Discuss overall team
• Performance
• Results
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Information comes
from:
• Team members
• Other teams/outsiders
• Supervisor’s evaluation
Individual Meeting
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Discuss how individual behavior
contributed to team performance
Information comes from:
• Self-appraisal
• Peer ratings
• Supervisor’s evaluation
Performance Renewal and ReContracting
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Make adjustments to performance
plan
Include plan for individual
performance as it affects team
functioning
Making Team-based Rewards Effective
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All employees should be eligible
Rewards should be
• Visible
• Contingent
• Reversible
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Avoid factors which cause reward
systems to fail
Consider variable pay systems (in
addition to individual bonuses)
Quick Review
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Definition and Importance of
Teams
Types of Teams and Implications
for PM
Purposes and Challenges of Team
PM
Including Team Performance in
the PM System
Rewarding Team Performance