performance management and development
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Implementing and applying the 5-stage performance management cycle and the management of poor performanceTRANSCRIPT
PERFORMANCE MANAGEMENT
AND DEVELOPMENT
Charles Cotter
Gauteng Provincial GovernmentDepartment of Health
20 March 2013
TRAINING OVERVIEW Introduction
Specific Outcomes
Learning methodology and approach
Key learning points and activities
Summary and Conclusion
SPECIFIC OUTCOMES Defining the fundamentals of Performance Management
Performance Management: Best Practice Criteria
Managerial Roles and Responsibilities
Building a business case for efficient and effective Performance Management practices – costs/consequences and benefits/advantages
Applying the 5-step performance management and development
process: Performance planning Performance assessment Performance feedback Performance development Performance reward
Effectively managing poor performance
INTRODUCTORY LEARNING ACTIVITY
As a Manager in the GPG DoH, my most critical challenge/constraint to effective performance management is …………………… (insert 1 word)
Jot down this word and find colleagues who have the same word as you.
Write this word down on the flip-chart
Each manager will have the opportunity to elaborate on their choice of word (i.e. challenge/constraint)
DEFINING THE FUNDAMENTALS
Performance Management (PM)
The key components of PM
Evaluation Development Relationships
Performance Counseling
THE CONTEXT OF PM Systems thinking perspective
Inputs Processing Outputs
External/macro environmental forces
Political Economical Socio-cultural Technological Ecological Legal
BUILDING A BUSINESS CASE FOR PM The need for PM
The purpose and objectives of PM
Critical success factors of PM
Refer to the Best Practice Criteria Scorecard
LEARNING ACTIVITY Group Discussion
By performing a cost-benefit analysis compare the advantages and consequences of efficient and effective performance management
Come to the conclusion as to whether PM is a viable business management process
MANAGERIAL ROLES AND RESPONSIBILITIES
Leader
Custodian – compliance to policy and procedure
Assessor
Guide/support - motivator
Communication conduit
Development agent – coach and counselor
Relationship-builder – employee engagement
THE 5 C’S OF EFFECTIVE PM
Clarify (roles and expectations)
Communicate
Contract
Coach
Counsel
PERFORMANCE MANAGEMENT CYCLE
Step 1: Performance Planning
Step 2: Performance Appraisal/Review Step 3: Performance Feedback/Interview Step 4: Performance Development Step 5: Performance Reward
PERFORMANCE PLANNING
Clarifying performance expectations
Setting of performance goal/objectives, standards and criteria (KRA’s and KPI’s)
Action Planning (Individual Performance Work-plans)
Contracting Performance Agreements
PERFORMANCE APPRAISSAL
Monitoring, Measuring/Evaluating performance against the pre-determined performance goals/objectives and standards and criteria
Identification of performance and skills gaps
Objective and accurate allocation of assessment ratings
PERFORMANCE FEEDBACK
Step 1: Control the environment
Step 2: State the purpose of the discussion
Step 3: Ask for the employee’s opinion Step 4: Present your assessment Step 5: Build on employee’s strengths
Step 6: Ask for employee’s reaction to your assessment Step 7: Set specific goals Step 8: Close the discussion
PERFORMANCE DEVELOPMENT
Implementing training and development and other people performance improvement initiatives
The adoption of the 5 pivotal roles of people development-focused managers (people capitalism)
PERFORMANCE REWARD
Principles
Reward Options
Financial
Non-financial
LEARNING ACTIVITYRefer to pages 20-21
Provide feedback of the summary of your group discussion
MANAGEMENT OF POOR PERFORMANCE
Performance Matrix
Performance Improvement Strategy Diagnosis Examination Remedy Follow-up
Guidelines for managing poor performance – pro-active and reactive
LEARNING ACTIVITYRefer to page 24
Provide feedback of the summary of your group discussion
INCAPACITY PROCEDURE
Differentiate between misconduct and poor performance – relevant examples
Schedule 8: Code of Good Practice (LRA):
Fair reasons for dismissal Disciplinary measures short of
dismissal Incapacity: Poor work performance
INCAPACITY: POOR PERFORMANCE
Given the employee appropriate evaluation, instruction, training, guidance or counseling and
After a reasonable period of time for improvement, the employee continues to perform unsatisfactorily
Conducting an investigation
The employee should have the right to be heard and to be assisted by a trade union representative or a fellow employee.
GUIDELINES IN CASES OF DISMISSAL FOR POOR WORK PERFORMANCE
Whether or not the employee failed to meet a performance standard and
If the employee did not meet a required performance standard whether or not
The employee was aware, or could reasonably be expected to have been aware, of the required performance standard;
The employee was given a fair opportunity to meet the required performance standard; and
Dismissal was an appropriate sanction for not meeting the required performance standard
SUMMARY Key points
Questions
Contact details:
Charles Cotter 084 562 9446 [email protected] Linked In Twitter: @Charles_Cotter