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Performance Management

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This session will allow you to:

• Examine and compare performance management techniques

• Analyse how to deal with underperformance

• Evaluate talent management models

• Formulate strategies to meet organisational objectives through effective talent management

Session Objectives

What is Performance Management?

Discuss…

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• Performance management (PM) is a process of ensuring that set of activities and outputs meets an organisation's goals in an effective and efficient manner.

• Performance management can focus on the performance of an organisation, a department, an employee, or the processes in place to manage particular tasks.

1. Activity – discuss and make a list of techniques that could be used to manage ongoing performance?

2. In your current role, what has your involvement been with managing performance?

What is Performance Management?

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A number of techniques to manage ongoing performance includes:

• Setting goals and objectives

• focus on challenge and complexity

• appraisals/performance reviews

• performance dashboards

• observing performance

• one-to-ones and job chats

• coaching

• mentoring

• team member motivation

• feedback

• delegating

Performance Management Techniques

Understand Needs of Team Members

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Needs that people consistently expressed through their work:

1. The need for power (termed by McClelland as n-Pow) – having an impact and making a difference or being a change agent. It can also include the need for competition, status and dominance.

2. The need for affiliation (n-Aff) – people motivated by this need will want to be liked and accepted and to build friendly relationships with their team and colleagues.

3. The need for achievement (n-Ach) stretching but realistically achievable goals are the motivation for people with this need

.

David McClelland - Need Theory

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• Consider David McClelland’s -

Need Theory.

• In pairs, discus and group your

team (including yourself), into

the 3 categories:

1. The need for power

2. The need for affiliation

3. The need for achievement

Examine the impact of an uneven

balance of “need” within the

workplace, does this exist now and

how can you manage this

effectively?

Activity

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• Belbin’s nine team roles are

identified as:

• Plant

• Resources Investigator

• Monitor Evaluators

• Coordinators

• Specialists

• Implementers

• Complete Finishers

• Team Workers

• Shapers

• Belbin’s ‘team role’ theory suggest

individuals have “a tendency to

behave, contribute and interrelate with

others in a particular way”

• His theory argues, if you analyse how

individuals work in teams, you are then

able to categorise them into one of

the 9 roles assigned by Belbin.

• Once you have identified your team

skills and your own role, it will help you

to review skills gaps within the team

and whether there are duplicated

roles.

•

Belbin Team Role Theory

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1. Read the Belbin Team Role Summary Descriptions and allowable weakness

2. Complete the Self-Perception Questionnaire and follow the instructions to identify your own preferred team roles

3. Consider the consequences of having duplicated roles within your own organisation or having a skills gap?

4. What roles are not needed within your own team and why?

Activity

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In groups, critique Belbin’s

team role theory.

Consider the strengths and

limitations of the theory

within the working

environment.

Activity

Dealing With Underperformance

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• The techniques used to manage performance will help managers to identify both good and poor performance.

• In tables, discuss:

1. What techniques are currently used within your organisation to deal with underperformance?

2. What could be used to improve underperformance, if you had the authority to implement?

3. What techniques do you not think are effective and why?

Techniques for Dealing with Underperformance

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• Observing – seeing first-hand what the team member does

• Reading written communications

• Feedback from customers and other stakeholders

• Feedback from colleagues – peers, managers and other stakeholders provide feedback about performance of team members. This could also be gained via 360-degree feedback.

• Coaching – through coaching-style conversations, team members have the time and space to discuss where they believe they are underperforming.

• KPIs and targets – the monitoring of key performance indicators and targets through revenue reports and performance dashboards can highlight areas of underperformance and identify specific patterns and trends of underperformance.

• Monitoring deadlines and milestones

• Monitoring stress levels – where team members are showing signs of stress, such as getting angry, overreacting or being unusually quiet, there may be a challenge that needs to be addressed.

Techniques

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• Complete the

activity - Dealing

with

Underperformance

Activity

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• Once areas of underperformance have been identified the manager will need to work with the team member to address them. Performance management techniques that the manager can use to support this activity include:

1. Setting clear goals and objectives

2. Communicate organisation mission, vision and strategy

3. Support and monitoring

4. Provide regular feedback

5. Coach

6. Job rotation

7. Train

8. Buddy

9. One-to-ones

Addressing and Dealing with Underperformance

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• Setting clear goals and objectives – reaffirm goals and objectives with the team member and ensure they understand what is expected of them. Where possible introduce challenge and complexity.

1. One way of doing this, is to set performance standards. Individually, complete the performance standards activity. Share your ideas with a colleague and be ready to feedback.

Activity

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• Now that we have recognised that performance standards need to be set and the individual needs to be aware of expectations, the team leader should set and agree goals and objectives.

• It is important that the team leader communicates with the individual that they will be measured against standards and their goals and objectives.

• The use of the SMART method is effective and provides a clear outline of what the individual needs to get done

Setting Goals and Objectives

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• Using the SMART

method, it is a very

structured and easy

approach to follow.

• Use this technique to

review and complete

the SMART objective

setting activity

SMART Objectives

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• Consider this technique:

• Managers should apply a change management approach/style – managers need to be aware of the styles each employees prefer and then should adopt this technique, because not everyone likes to be managed the same, depending on their “team role” and “need”

• Discuss the practicality of this technique and its value

Discussion

Performance Measures

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• Now managers have set and discussed standards and personal objectives for the team member, managers must measure the work against those standards. This helps to see if there are any areas that need improvement or support. This can be measured using one of these methods:

1. Performance indicators

2. Performance ratings

3. Management by objectives (MBO)

4. Behaviourally-anchored rating scales (BARS

Measuring Performance

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Performance Indicators

• Often referred to as Key

Performance Indicators or (KPIs).

• Areas that are often assessed as a

KPI include quality, quantity,

timeliness, cost-effectiveness of the

business and level of absences.

• Complete the Performance

Indicator activity to develop your

knowledge further

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• Performance ratings are used in most organisations. Within hospitality, the Food Standards Agency use hygiene ratings. In this digital age, we are often asked to complete customer satisfaction surveys after receiving a service, through email or text.

• Organisations often use rating scales internally too, for a skills audit, for example. The employee can have a questionnaire to assess details about their role, objectives and skills. Ticks can be used, but rating scales are a more measurable method.

• They can be a useful starting point for discussion or research, and will give a good idea about the level of achievement or quality. It is a good idea to allow individuals to comment on their skill level, this way they can reason and justify why they rate themselves at a particular standard.

Performance Skills Audit (Rating)

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• Complete the

Performance Skills

Audit (Rating)

Activity

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• Management by objectives (MBO) is a strategic management model introduced by theorist Peter Druker, that aims to improve the performance of an organisation by clearly defining objectives that are agreed to by both management and employees. According to the theory, having a say in goal setting and action plans encourages participation and commitment among employees, as well as aligning objectives across the organisation

• Behaviourally anchored rating scale is a measuring system which rates employees or trainees according to their performance and specific behavioural patterns. BARS is designed to bring the benefits of both quantitative and qualitative data to employee appraisal process as it mechanism combines the benefits of narratives, critical incidents and quantified rating

Other Performance Measures

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Behaviourally Anchored Rating Scale (Example)

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1. Discuss which

methods are most

appropriate to your

own organisation?

2. Make some notes

on the strengths

and limitations of

the different

measures?

Activity

Talent Management Models

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• Here is a definition of ‘talent’ from the online business dictionary: ‘

• A natural ability to excel at a duty or action…A group of people, such as employees, who have a particular aptitude for certain tasks.’

• Here is the definition of ‘talent management’:

• ‘An organisation’s attempt to recruit, keep and train the most gifted and highest quality staff members that they can find, afford and hire. Talent management gives business managers an especially important role to play in recruiting, developing and retaining desirable staff members.’

• What do you think are the key words in the definition of ‘talent management’ justify your reason!

What is Talent Management?

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• The six leadership ‘passages’ talent management model

states a manager must work their way through 6 leadership

passages.

• Organisations must embed development opportunities at all

of these passages.

• The six leadership passages in this model are:

• 1. Managing self to managing others

• 2. Managing others to managing managers

• 3. Managing managers to functional managers

• 4. Functional manager to business manager

• 5. Business manager to group manager

• 6. Group manager to enterprise manage

Six Leadership Passages Talent Management Model

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The Leadership Pipeline

The model

is visualised

like this:

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• Andy Cross’s Talent Management Pocketbook (2016) provides a framework for identifying talent in our teams.

• The two factors that guide this model are maintenance and impact. These both have scales from high to low creating the following categories of talent:

• High maintenance and low impact – is what Cross terms a mistake; people who drain your resources and provide little value for customers.

• High maintenance and high impact – the prima donna; these people may deliver great performance; however they do so at the expense of the good of the broader team.

• Low impact and low maintenance – the backbone, these people get on with their work without fuss but are unlikely to lead and drive innovation and change.

• High impact and low maintenance – these people, according to Cross are the real deal; they get results and can drive innovation and change. They are low maintenance because they deliver performance and have a positive impact on those around them.

• Individually, reflect on the distribution of maintenance and impact within your organisation. How many fit into the high impact and low maintenance compared to high maintenance and low impact? What can be done to manage this within the workplace?

Spotting Talent

Meeting Organisational Objectives

Through Talent Management

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• There are clear links between successful talent management planning and the achievement of an organisation’s objectives

Managing a talent pipeline – this ensures the organisation has a continual supply of talented individuals

Linking succession planning with career planning – organisations need to ensure they have a sustainable pipeline of people in place who can step up to new positions

Considering talent as part of overall business strategy – to remain competitive, organisations will need to attract the right talent to their ranks. They will also need to retain and develop them.

Assessing competencies – organisations need to create competency models, frameworks and processes that allow them to define what skills, behaviours, attitudes and abilities they need people to demonstrate and apply to succeed

Linking succession planning with career planning – organisations need to ensure they have a sustainable pipeline of people in place who can step up to new positions when they become available

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This Master Class has allowed you to develop the following behaviours, consider what evidence you can gather to support this:

• Professionalism – operates within organisational values (B4)

• Takes responsibility – willingness to drive and achieve (B1)

• Takes responsibility – determination when managing difficult situations (B2)

• Inclusive – open, approachable and authentic (B1)

• Inclusive – building trust with others (B2)

• Inclusive – seeking others opinions (B3)

• Agile – having a positive attitude to feedback (B1)

• Agile – being adaptable and flexible to organisation needs (B2)

• Agile – being creative, innovative and enterprising when seeking solutions (B3)

Behaviours

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• Test your

knowledge on

today’s Masterclass

session through

completing the quiz

Quiz

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Making a meaningful impact on the world together.

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