Documente Academic
Documente Profesional
Documente Cultură
Acknowledgement,
Endorsement,
Recognition,
PERFORMANCE Observation,
Measurement, feedback,
Encouragement and
Reward
MANAGEMENT take follow-up actions
and documentation
PROCESS
• Demonstrated competencies – What you do
correctly in the right organisational context?
• Result Driven competencies – What you
achieve to enhance organisational results and
outcome?
Performance Management
• To guide employees to achieve organisational
results and outcome through:
– Competency profiling and reviewing
– Coaching and training
– Work and career planning and reviewing
– Retaining and enhancing competitive knowledge
– Deploying the right people to do the right work at
the right time
PM helps to optimise Human Resource
• With the right competency profile, employees
are optimised
• Provide good information to retain tacit
knowledge of matured / older employees
Performance of Older Employees
• With continuous management early in the
career, there is not much difference from
younger employees
• Advantage from the necessary maturity, tacit
ideas and guided creativity
• Work can be re‐designed to suit their
changing needs and roles in the workplace
Basic Checklist of Effective Performance Management
Employer (through trained managers and supervisors) Employees
Seek understanding and acceptance of performance expectations . Clarify any
Set clear specific performance expectations which include required output,
doubts and suggest areas for modifications to enhance effective and efficient
outcome, results, measurement and timeframe.
delivery of performance.
Review the necessary competencies of employees to meet the performance Review how to stay relevant and updated to meet performance expectations by
expectations. Work out action plans to equip the employees to meet the examining the necessary competencies to acquire. Discuss these with the
performance expectations. supervisors.
Establish performance milestones and check‐points. Communicate them and
Understand how their performance are being monitored and measured. Seek
provide assistance to employees to meet expectations. Undertake actual
clarifications along the journey of performance. Take note and act upon feedback.
observation and measurement with timely feedback.
Provide regular feedback to the employees on their performance. Provide
Seek and understand periodical performance feedback. Discuss with supervisors
assistance to the employees to bridge performance gaps or to enhance
areas for enhancing performance. Take note of any critical events and actions to
performance levels. Document all feedback provided and act on any necessary
be taken.
follow‐ups.
Provide training, coaching and developing activities to employees when necessary Ask and attend training when necessary. Seek clarification and guidance in areas
to enhance performance. that can enhance performance.
Solve performance problems by identifying the actual root causes objectively.
Participate in performance problem solving to meet performance expectations.
Involve employees in enhancing performance.
Recognise, endorse and assure employees on their performance deliveries.
Seek feedback and assurance that their performance is on track to meet
Provide assistance and clarification as and when necessary to meet performance
expectations and act on any feedback.
expectations.
Document all critical events in the performance journey to review at the Take note of how to deliver performance in better ways the next time similar
appropriate time. things are required to be done. Aim to work effectively and efficiently.
Pitfalls to Avoid When Appraising an
Employee ‐ 1
• Don't focus on one specific incident ‐ review the
entire period which the appraisal covers
• Don't go solely by memory ‐ base the review on
accurate and factual documented data
• Avoid the "halo" and "horns" effects. Just because
the employee performs badly in one area does not
make his overall performance bad. The same goes
for good performance
Pitfalls to Avoid When Appraising an
Employee ‐ 2
• Length of service or job grade does not necessarily
mean better performance. Look carefully at the
individual's performance within that job
• Avoid bias about an employee based on personal
feelings for that individual
• Don't base current performance on past
performance. Look at the current period being
reviewed
• Don’t under‐rate an employee’s performance based
on irrelevant criteria such as age or gender etc
Pitfalls to Avoid When Appraising an
Employee ‐ 3
• Don't overrate a poor performer as a motivational
tool.
• Not all individuals are the same. Analyse each
employee’s contributions carefully.
• Don't rush through the appraisal. Take time to
record accurate information which truly reflects the
individual's performance.
Performance Management
• Is a continuous journey with careful planning,
monitoring and take appropriate action along the
way
• Be clear with the starting point, destination,
milestones and checkpoints
• Observe, measure performance with documented
performance facts and data
• Skillful in providing feedback with encouraging and
positive feedback to bring the best out of the
employees
Discussion and Question?