action research nmmu aug 2010 presentation
DESCRIPTION
Performance managementTRANSCRIPT
Renalde Huysamen
Lourens Geyer
NMMU INTERNATIONAL CONFERENCE MAY 2008
UTILISING A MODEL FOR ORGANISTIONAL CHANGE TO IMPLEMENT A PERFORMANCE MANAGEMENT
SYSTEM:
Overview of the content
• Introduction: Background and history of PM at the UFS
• Discussion of Cycles 1, 2 and 3 and change process utilised
• Results of each cycle• Results of implementing PM as a change
intervention• Lessons learnt
Renalde Huysamen
Lourens Geyer
NMMU INTERNATIONAL CONFERENCE MAY 2008
UTILISING A MODEL FOR ORGANISTIONAL CHANGE TO IMPLEMENT A PERFORMANCE MANAGEMENT
SYSTEM:
Cycle 1
If we engage in individual and group
discussions with opinion leaders, will we identify and overcome the factors influencing the vast number of negative experiences and perceptions that resulted from the previous attempt?
STEP 1
Establishing a sense of urgency and gathering information
According to Kotter (1996) the first step is to establish a sense of urgency and to gather information.
This was done through individual and group discussions.
when re-implementing the process a powerful force is required to sustain the process.
Coalition Group - credible, competent and a high level of
emotional intelligence
STEP 2 Creating a guiding coalition
Passio
n
The coalition included top management, human resource
professionals and union representatives.
The opinion leaders, representatives of the faculties and support services
as part of an informal structure
Formal Structure Informal Structure
STEP 3 Developing a vision and strategies for the change process
Cycle 2
If we facilitate the development of
performance plans of top and middle management, would this facilitation ensure the commitment to performance management?
STEP 4 Communicating the change vision
Top management communication
re-implementation of PMS
Cycle 3
If we facilitate the development of the
performance plans of members of staff, will this ensure that members of staff acquire the skills to complete their performance plans ?.
Lack of skills could undermine previous actions , therefore :
Assist in developing competencies needed to complete performance plans during practical sessions
Provided staff opportunity to discuss and clarify information
Sessions were opened by respective line managers who requested people to focus on task at hand and they provided assistance throughout the sessions
Opinion leaders were also invited to assist people during sessions
Staff were invited for individual follow up sessions if needed
Discuss session feedback with line managers
Training : Giving and Receiving Feedback
Training : Relation between work environment and performance plan
Training : IT
STEP 5Empowering and Enabling people
Overview of the content
• Introduction: Background and history of PM at the UFS
• Discussion of Cycles 1, 2 and 3 and change process utilised
• Results of each cycle• Results of implementing PM as a change
intervention• Lessons learnt
Cycle 1
If we engage in individual and group
discussions with opinion leaders, will we identify and overcome the factors influencing the vast number of negative experiences and perceptions that resulted from the previous attempt?
STEP 1
Establishing a sense of urgency and gathering information
According to Kotter (1996) the first step is to establish a sense of urgency and to gather information.
This was done through individual and group discussions.
when re-implementing the process a powerful force is required to sustain the process.
Coalition Group - credible, competent and a high level of
emotional intelligence
STEP 2 Creating a guiding coalition
Passio
n
The coalition included top management, human resource
professionals and union representatives.
The opinion leaders, representatives of the faculties and support services
as part of an informal structure
Formal Structure Informal Structure
STEP 3 Developing a vision and strategies for the change process
Cycle 2
If we facilitate the development of
performance plans of top and middle management, would this facilitation ensure the commitment to performance management?
Lack of skills could undermine previous actions , therefore :
Assist in developing competencies needed to complete performance plans during practical sessions
Provided staff opportunity to discuss and clarify information
Sessions were opened by respective line managers who requested people to focus on task at hand and they provided assistance throughout the sessions
Opinion leaders were also invited to assist people during sessions
Staff were invited for individual follow up sessions if needed
Discuss session feedback with line managers
Training : Giving and Receiving Feedback
Training : Relation between work environment and performance plan
Training : IT
STEP 5Empowering and Enabling people
Not paying attention to the short term
wins/achievements, eg completed performance plans, could jeopardise
the process
To provide evidence that the time spent was worth
it celebration events were held according to
their specific preference
Photographs were taken of these events and
publisized in order to sustain Momentum and
to influence the perception of neutrals in
other faculties/Departments to
become supporters of the process
STEP 6Generating short-term wins and celebrating
achievements
Results
• Cycle 1:1. Identification of work environment factors influencing
performance2. Co-design of the work environment instrument3. Work environment effectiveness index: Highest:
communication 89%, decision making 79.76%, promotion of innovation 79.57%, professional enrichment programmes 79.24% Lowest: face-to-face contact with top management 52.46%, reward systems 53.69%, remuneration system 53.92%
4. Co-design of PM workbook and examples of Performance plans
Results
• Cycle 21. Commitment of top
management/deans/directors to implement PM
2. Performance plans of above mentioned group were developed.
Results
• Cycle 31. Objective 1: understanding (a) the benefits of
PM (b) link to institutional strategy (c) the Human Resources policies related to PM-90.97%
2. Objective 2: completion of performance plan- 85.26% (N=443)
Not paying attention to the short term
wins/achievements, eg completed performance plans, could jeopardise
the process
To provide evidence that the time spent was worth
it celebration events were held according to
their specific preference
Photographs were taken of these events and
publisized in order to sustain Momentum and
to influence the perception of neutrals in
other faculties/Departments to
become supporters of the process
STEP 6Generating short-term wins and celebrating
achievements
Results
• Cycle 1:1. Identification of work environment factors influencing
performance2. Co-design of the work environment instrument3. Work environment effectiveness index: Highest:
communication 89%, decision making 79.76%, promotion of innovation 79.57%, professional enrichment programmes 79.24% Lowest: face-to-face contact with top management 52.46%, reward systems 53.69%, remuneration system 53.92%
4. Co-design of PM workbook and examples of Performance plans
Results
• Cycle 21. Commitment of top
management/deans/directors to implement PM
2. Performance plans of above mentioned group were developed.
Results
• Cycle 31. Objective 1: understanding (a) the benefits of
PM (b) link to institutional strategy (c) the Human Resources policies related to PM-90.97%
2. Objective 2: completion of performance plan- 85.26% (N=443)
Results on implementing PM as a change intervention N=199
Faculty A7%
Faculty B13%
Faculty C25%SS 1
6%Faculty D
35%
SS 24%
Faculty E12%
Affiliation of sample
Mean scores: determining effectiveness phase
A B C D E F G H I
Mean 2.94818652849742
3.18556701030928
3.57731958762887
3.21761658031088
3.41361256544503
3.140625 3.33678756476684
3.30569948186528
3.50793650793652
1.25
1.75
2.25
2.75
3.25
3.75
4.25
4.75
Mea
n
Renalde Huysamen
Lourens Geyer
NMMU INTERNATIONAL CONFERENCE MAY 2008
UTILISING A MODEL FOR ORGANISTIONAL CHANGE TO IMPLEMENT A PERFORMANCE MANAGEMENT
SYSTEM:
Overview of the content
• Introduction: Background and history of PM at the UFS
• Discussion of Cycles 1, 2 and 3 and change process utilised
• Results of each cycle• Results of implementing PM as a change
intervention• Lessons learnt
Cycle 1
If we engage in individual and group
discussions with opinion leaders, will we identify and overcome the factors influencing the vast number of negative experiences and perceptions that resulted from the previous attempt?
STEP 1
Establishing a sense of urgency and gathering information
According to Kotter (1996) the first step is to establish a sense of urgency and to gather information.
This was done through individual and group discussions.
when re-implementing the process a powerful force is required to sustain the process.
Coalition Group - credible, competent and a high level of
emotional intelligence
STEP 2 Creating a guiding coalition
Passio
n
The coalition included top management, human resource
professionals and union representatives.
The opinion leaders, representatives of the faculties and support services
as part of an informal structure
Formal Structure Informal Structure
STEP 3 Developing a vision and strategies for the change process
Cycle 2
If we facilitate the development of
performance plans of top and middle management, would this facilitation ensure the commitment to performance management?
STEP 4 Communicating the change vision
Top management communication
re-implementation of PMS
Cycle 3
If we facilitate the development of the
performance plans of members of staff, will this ensure that members of staff acquire the skills to complete their performance plans ?.
Lack of skills could undermine previous actions , therefore :
Assist in developing competencies needed to complete performance plans during practical sessions
Provided staff opportunity to discuss and clarify information
Sessions were opened by respective line managers who requested people to focus on task at hand and they provided assistance throughout the sessions
Opinion leaders were also invited to assist people during sessions
Staff were invited for individual follow up sessions if needed
Discuss session feedback with line managers
Training : Giving and Receiving Feedback
Training : Relation between work environment and performance plan
Training : IT
STEP 5Empowering and Enabling people
STEP 3 Developing a vision and strategies for the change process
Cycle 2
If we facilitate the development of
performance plans of top and middle management, would this facilitation ensure the commitment to performance management?
Results
• Cycle 1:1. Identification of work environment factors influencing
performance2. Co-design of the work environment instrument3. Work environment effectiveness index: Highest:
communication 89%, decision making 79.76%, promotion of innovation 79.57%, professional enrichment programmes 79.24% Lowest: face-to-face contact with top management 52.46%, reward systems 53.69%, remuneration system 53.92%
4. Co-design of PM workbook and examples of Performance plans
Results
• Cycle 21. Commitment of top
management/deans/directors to implement PM
2. Performance plans of above mentioned group were developed.
Results
• Cycle 31. Objective 1: understanding (a) the benefits of
PM (b) link to institutional strategy (c) the Human Resources policies related to PM-90.97%
2. Objective 2: completion of performance plan- 85.26% (N=443)
Not paying attention to the short term
wins/achievements, eg completed performance plans, could jeopardise
the process
To provide evidence that the time spent was worth
it celebration events were held according to
their specific preference
Photographs were taken of these events and
publisized in order to sustain Momentum and
to influence the perception of neutrals in
other faculties/Departments to
become supporters of the process
STEP 6Generating short-term wins and celebrating
achievements
Results
• Cycle 1:1. Identification of work environment factors influencing
performance2. Co-design of the work environment instrument3. Work environment effectiveness index: Highest:
communication 89%, decision making 79.76%, promotion of innovation 79.57%, professional enrichment programmes 79.24% Lowest: face-to-face contact with top management 52.46%, reward systems 53.69%, remuneration system 53.92%
4. Co-design of PM workbook and examples of Performance plans
Results
• Cycle 21. Commitment of top
management/deans/directors to implement PM
2. Performance plans of above mentioned group were developed.
Results
• Cycle 31. Objective 1: understanding (a) the benefits of
PM (b) link to institutional strategy (c) the Human Resources policies related to PM-90.97%
2. Objective 2: completion of performance plan- 85.26% (N=443)
Results on implementing PM as a change intervention N=199
Faculty A7%
Faculty B13%
Faculty C25%SS 1
6%Faculty D
35%
SS 24%
Faculty E12%
Affiliation of sample
Mean scores: determining effectiveness phase
A B C D E F G H I
Mean 2.94818652849742
3.18556701030928
3.57731958762887
3.21761658031088
3.41361256544503
3.140625 3.33678756476684
3.30569948186528
3.50793650793652
1.25
1.75
2.25
2.75
3.25
3.75
4.25
4.75
Mea
n
Lessons Learnt
Do it right the first time, but…
Dissatisfaction/disillusion x resistance x first steps > redefined vision and simplified PM system
Too much staff engagement is never enough
High level ownership is essential
Staff needs a “voice” – work environment diagnosis instrument
Complexity vs simplicity – not additional work or barrier
HR Policies and procedures must support outcomes of PM
To achieve vision – immediate action is required
Implementing or re-implementing PM most effective - driven from level closest to people affected by it