Performance Management

Contents:
y y y y Introduction Identify and agree performance objectives. Assess performance and provide feedback. Understand performance support for improvement. y Understand and apply the organisation s disciplinary and grievance procedures. y Conclusion

Introduction:
Performance Management is one of the most important functions in human resource management. It provides the context to link individual objectives with Departmental targets, thus supporting and facilitating the attainment of departmental goals.

http://www.wisegeek.com/what-is-performance-management.htm Performance management is to create a shared vision of the purpose and aims of the organisation, helping each individual employee to understand and recognise their part in contributing to them, and in so doing manage and enhance the performance of both individuals and the organization. http://managementhelp.org/performancemanagement/index.htm Performance management is also a systematic process by which an employer involves its employees,

as individuals and members of a group, in improving organizational effectiveness in the accomplishment of it mission and goals. Performance management includes activities that ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas. http://www.conpak.com/Performance-Management.html Performance management should be: y Strategic-it is about broader issues and longer term goals. y Integrated-it should link various aspects of the bushiness, people management, individuals and team

The introductions above analyse why performance management are important. While the diagrams below show how a performance management recycle works in an organisation to help at achieve success.

The organizational success cycle

Organizational success

Organisational success
Mission and core values

organisational Business plan Objectives

Individual objectives and objectives

Team objectives

A manager is responsible for setting the goals and objectives for the staff. However they also need to agree with the individual goal of staff where possible. A team must understand and agree their shared goals and be able to 'picture' the vision or targets they are trying to achieve. Once they agree and understand the goals and targets they will be better able to work together to achieve the required results. While individual objectives can help to support this, these can be focused on individual development.

Objectives and goals helps a group focus as a united team with one shared objective, and can avoid the situation where you have a group of people that are not coherent and more a 'collection of individuals' rather than a team. Objectives Specific to Teams These are objectives that encourage and support the team in working together and foster the belief that the sum of the whole is more than its individual components. An example of a team specific objective would be: An increase in customer satisfaction targets by 10%. Such an objective encourages an overall improvement in the group and not just individual improvements from only some employees.

Trust is perhaps the most important element of a harmonious, synergistic and efficient work environment. Organizations that have trust among employees are usually successful; those that don't frequently are not. So the trusting work environment which plays an important role in improving the staff s working motivation. Advantages to an Open Trusting Workplace
y y y y y

Employees are more willing to contribute their ideas. Saves resources (time and money). Fuels creativity, innovation and productivity. Encourages controlled risk taking. Forbidden topics create fear and take up a lot of personal energy that can be freed up and used for more productive work. Employees will be more eager to get involved knowing they are trusted. More involved = more motivated. Promotes richer relationships among staff.

How can we build trust in the workforce? 1. Establish and maintain integrity. It is the foundation of trust in any organization. This means, among other things, keeping promises and always telling the truth, no matter how difficult it might be 2. Communicate. Get people talking and make it a safe atmosphere for employees to share their honest opinions. Discuss the importance of open communication with all leaders. 3. Consider all employees as equal partners. This should be followed by leaders seeking opinions and ideas (and giving credit for them), knowing the names of employees and their families and treating one and all with genuine respect. 4. Managers Need to Model Trust: Is management consistent, predictable, and trustworthy? All managers should be evaluated along with staff. 5. Rules Should Be Treated as Guidelines, Not Solutions: Employee judgment should be valued to create trusting relationships http://www.leadervalues.com/Content/detail.asp?ContentDetailID=918 Assessing performance is the periodic process of evaluating energy use for all major facilities and functions in the organization and establishing a baseline for measuring future results of efficiency efforts. Understanding current and past energy use is how many organizations identify opportunities to improve energy performance and gain financial benefits.( There are two conflicting view s of performance management, one think it is useful, while the other hold idea that it is dangerous. Performance management connects with future performance-although for future performance there is need for assessment of past performance. Assessment can be development but it can also be associate with reward. What are more setting objectives would give rise to expectation.

The relation between individual and team objectives:

Performance management
Mission statement

Corporate objectives

Business plan-actions

Team target-action

Individual objectives -action

In order to promote assess performance It is important to provide something useful feedback. There are some methods of feedback below.
y Performance and development reviews y Learning and development y Coaching-it is doing some tanning for the staff which can help them improve working skills. y Measurement

y Pay if the performance standards of staff are good enough, it is necessary to improve the salary of employee which can improve employee s motivation of work. y Teams y 360-degree feedback 360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them. This typically includes the employee's manager, peers, and direct reports.

Managers and leaders within organizations use 360 feedback surveys to get a better understanding of their strengths and weaknesses. What is more, 360 Feedback can also be a useful development tool for employee.it can help employee be more effective in their current roles, and also to help them understand what areas they should focus on if they want to move into a management role. http://www.hdinc.com/faqs/faq_change_man_11.html

There is also having some useful system which can support performance management. They are: 1. job analysis/design

2. recruitment and selection 3. induction programme 4. probationary periods and review 5. promotion and transfers 6. training and development 7. retirement and redundancy
The benefit of assessment 1. Vital for managing performance 2. Effective management and evaluation of staff 3. Feed into business planning 4. Enable management and monitoring of standards 5. Agree expectations and objectives 6. Delegation of responsibilities 7. Establish individual training needs 8. Career and succession planning 9. Staff motivation, attitude and behaviour 10. Communicates business aims 11. Fosters positive relationships

Problems of assessment
y y y y y y y y y y Prejudice. Insufficient knowledge. Halo and horns. Distinguishing between individual performance and context/circumstances. Different perceptions Marking everyone as above average Ignoring outcomes of appraisal Concentrating on recent events Stereotyping Personal value

In the leadership career there are many types of conflict in the workplace that you will need to deal with. Personality conflicts by far are the most challenging and frequent in the organisation.

There are five types of conflict during the assessment:

1. Interdependence Conflicts. A person relies on someone else's co-operation, output or input in order for them to get their job done. For example, a sales-person is constantly late inputting the monthly sales figures which causes the accountant to be late with her reports. 2. Differences in Style. People's preferred way for completing a job can differ. For example, one person may just want to get the work done quickly (task oriented), while another is more concerned about making sure that everyone has a say in how the work gets done. 3. Differences in Background/Gender and Discriminatory

behaviour. Conflicts can arise between people because of

differences in educational backgrounds, personal experiences, ethnic heritage, gender and political preferences. 4. Differences in Leadership. Employees who change from one leader to another can become confused and irritated by the different leadership styles. 5. Personality Clashes. These types of conflict are by emotion and perceptions about somebody else's motives and character. What is more, when different people hold differences of opinion.

The conflict will happen, http://www.leadership-and-motivation-training.com/types-ofconflict-in-the-workplace.html

Conflict is something that causes a lot of stress, and it occurs on many scales: it can not only bad for the relation between the staff but also will bring an potential risk for the development of organisation.so it is important to avoid conflict in organisation and the best way to avoid conflict is to expect and embrace it.

How to prevent conflict

Policies and procedures for dealing with conflict: 1. 2. 3. 4. 5. Grievance Disciplinary Harassment Equality and diversity Codes of conduct

What is recording system? Recording system is an information storage system which is the authoritative data source for a given data element or piece of information. The need to identify systems of record can become acute in organizations where Management Information Systems have been built by taking output data from multiple source systems, re-processing this data, and then re-presenting the result for a new business use. http://www.yourwindow.to/informationsecurity/gl_systemofrecord.htm What information should be noted down for recording systems? y y y y y y y y y Previous reviews Probationary records Informal discussions Observation Skill or job related tests Assignment/projects/secondments Other people s finding Psychometric/other tests incidents

Recording mechanisms: y y y y y Contemporaneous note File notes Minutes Letters Decisions

What are disciplinary and grievance procedures? Disciplinary and grievance procedures are frameworks which provide clear and transparent structures for dealing with difficulties which may arise as part of the working relationship from either the employer s or employee s perspective. They are necessary to ensure that everybody is treated in the same way in similar circumstances, to ensure issues are dealt with fairly and reasonably, and that employers are compliant with current legislation

and follow the ACAS Code of Practice for handling disciplinary and grievance issues. Grievance procedures are similar to disciplinary procedures. The legal minimum is a three-step procedure; a letter, a meeting, and an appeal. The letter should be produced by the employee who has the grievance and handed to the person indicated in the procedure.( If past written statements have not been acted upon (there are time limits for this), or the person that the employee has the problem with is the person who should accept the statement, then it should be passed to a human resources manager, and failing that, the owner of the business. ) As with disciplinary meetings, as part of his worker's rights, an employee is allowed to be accompanied by either another member of staff or a union representative if they are a union member, and can take whatever notes they want. The purpose of the meeting is to first establish exactly what has happened and, hopefully, get agreement on those facts. Then the employee should detail what it has meant to them and why they have a grievance about the situation. Finally, an agreement will be arrived at as to how the problem can be resolved. If the employee is not happy about the outcome of the meeting they have a right of appeal. At the appeal, which would follow much the same format of the previous meeting, the employee can outline their reasons for disagreeing with the decisions taken by the employer at the first meeting.

Disciplinary procedures are needed to:

y

Let employees know what is expected of them in terms of standards of performance or conduct (and the likely consequences of continued failure to meet these standards). Identify obstacles to individuals achieving the required standards (for example training needs, lack of clarity of job requirements, additional support needed) and to enable employers to take appropriate action.

Enable employers and employees agree suitable goals and timescales for improvement in an individual's performance or conduct. Try to resolve matters without recourse to an employment tribunal. Act as a point of reference for an employment tribunal should someone make a complaint about the way they have been dismissed.

Grievance procedures are needed to:

What is the purpose of disciplinary and grievance procedures? y y y y y y y Positive improvement Formally confirming the nature and ownership of a problem Establishing the facts Agreeing a course of action Agreeing how actions will be monitored Confirming consequences if actions are not completed as agreed Formal record of the process and proceedings

Handling disciplinary interviews y Must always be a full and fair investigation to determine the facts of the case. y Statement of case y Meticulous record keeping e.g. Minutes of meeting, e-mail, motes of telephone calls, copies of correspondence etc. y Never pre-judge the outcome. y Reasonable notice (more than 72 hours) y Advised of right to be accompanied y Note taker present y Use adjournments y Deliver decision and give reasons (taking into account mitigating circumstances) y Confirm review periods and details of how to appeal

y Confirm decision in writing

Potential outcomes y y y y y y no action warnings recorded oral warning(6-12 months) first written warning(1years) final written warning(1-2years) dismissal (which may be summary i.e. Immediate dismissal)

Effectives grievance handling y y y y Listen with an open mind Get all the facts straight (your diagnosis) Act promptly and fairly Follow up Potential outcomes y No action-as there is no case to answer y Partial resolution y Full resolution

supporting people management systems for managing performance Recruitment t& selection-suitability & potential measured against predetermined criteria Induction training-expected performance