performance management

Performance

Management

Talent Management AIESEC in Australia 1516

What is the role of in performance management ?

T M


Performance Review

Performance Analysis

Performance Development


Performance DiscrepancyTraining

Remove Punishment

Install Rewards

Make it Matter

Remove Obstacles

Feedback

Practice

Performance Discrepancy

The Model Achieve


bility AC larity & Confidence

elp &SupportHncentive & MotivationI

valuationEalidityV

E nvironment

The model identifies the

seven key factors that

influence performance

Evaluate how each factor affects or will affect the performance of membership on a given task and hen select the solution that better fits the

causes.

What TM need to do:

Base on data determine possible causes of

performance problems

Develop solutions.

How we do Performance Analysis?

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1.080.82

1.78

1.25

1.63

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Efficiency Actual Sales activity per person

For example this is iGIP Q3 membership activities intensity VS

efficiency. For some of the LC we realise that they have pretty high

intensity but it doesn't convert to result. Sit down together with your front office VP

find out both possible external reason and

internal reason.

Are we targeting the right market? Is our

strategy effective? Is our membership have the attitude , skill or

knowledge to achieve? Use the ACIEVE model to see where we can

improve.

What are the processes?

1.Define the problem

2.Challenge and find out real

3.Predict the possible issues

4.Further research5.Prioritise issues

6.Develop solutions

7.Work on your solution

8.Review and evaluation

Performance ManagementPerformance Planning: setting goals and directions for VPs, OCPs , TLs and Members at the beginning of a

planned period and developing plans for achieving these goals.

Coaching: day to day feedback and development activities aimed at

enhancing performance

Performance review : Overall evaluation of performance for the

specific planned period


Ability

knowledge and transferable skills to complete the

task successfully , experience , aptitudes

Possible Causeseducation and

training transition , conferences coaching

, shadowing , reassignment of responsibilities , guided practice.

Possible Solutions


Clarity & Confidence

Understanding , knowledge of why ,

what , when , how ; role clarity ( JD) goals

and objectives , standards , priorities ,

self assuredness

Possible Causesclarity of why,

performance planning talks and agreements, revised JD , goal and objective

review, standards review, manuals , internal or

external experts, coaching , positive

reinforcement

Possible Solutions


Help & Support

The issues influence them from getting the job done ( too little or too much)

Possible Causesmore time , adequate budget , equipment ,

facilities , HR/ people , information , management

training , coaching , supervision ( less or more )

, focused meetings , cooperation , support ,

revised objectives

Possible Solutions

The support and help can be from leaders , other functions ,peers, team

members .


Incentive & Motivation

Rewards (what’s in it for me ?), willingness to

complete specific task successfully, positive

reinforcement commitment

Possible Causesmore time , adequate budget , equipment ,

facilities , HR/ people , information , management

training , coaching , supervision ( less or more )

, focused meetings , cooperation , support ,

revised objectives

Possible Solutions


Evaluation

Performance feedback and coaching (none performing , negative , rare), no clear performance criteria and method of measurement.

Possible CausesPlan regular feedback in

ahead , informal as well as formal ; coaching after

feedback , reinforce positive behaviour . establish criteria for

success and methods to measure . create feedback culture in the organization.

Possible Solutions


Validity

Fair practices . Preceded fairness ; established

criteria . task legitimacy, create an achievement

oriented culture. clear and no overlapping JD.

Appropriate and consistent leadership

behaviour.

Possible CausesPolicies regarding

selection,training , evaluation & recognition . establish

achievement oriented criteria , written evaluation; review standards or result to

be achieved . Leaders decisions checked against guidance lines and policies.

Possible Solutions


Environment‧ [Internal] appropriate JD . R&R (

reward and recognition system). leadership system of the organization; organizaitonal culture’ physical working environment.

‧ [External] Market conditions (student markets and external market), competition , legal framework , potential customers and marketability of activity.

Possible CausesOpenly discuss implications

and co-create with your people. Take into

consideration when planning; always define market value and then value proposition.

Reassess standards and goals.

Possible Solutions


Let’s fold AIESEC with Achievers !

performance management

Leadership & Management