PERFORMANCE MANAGEMENT SYSTEM

Performance Planning
Performance plans offer employers a way of helping

Performance employees who are struggling in their position. Instead

of directly reprimanding or even terminating them, they

Planning propose a helpful plan and offer supporting materials for

further aid. Performance plans have specific
requirements, however, for more effective outcomes.

For Presenration
PMS Darryn Mehmet D.Detecio 2

HOW TO WRITE PERFORMANCE PLANNING

Performance Planning
Here are some steps to follow when writing a
A performance plan or performance improvement plan (PIP) is a formal performance plan:
business document that explains goals set for a particular employee. It also
outlines potential performance issues hindering the employee's progress in
1.Identify performance or behavioral issues that need
reaching those goals. Performance plans have a generally poor reputation as
they're often a sign of impending termination. However, they're meant to
improvement.
encourage employees to do better. 2.Explain the level of performance and behavior expected.
3.Supply helpful suggestions for employee improvement.
4.Schedule progress meetings with the employee.
5.Outline consequences for not meeting standards.
3 4

HOW TO WRITE PERFORMANCE PLANNING HOW TO WRITE PERFORMANCE PLANNING

Here are some steps to follow when writing a Here are some steps to follow when writing a
performance plan: performance plan:
2. Explain the level of performance and behavior expected.
1. Identify performance or behavioral issues that need
Along with identifying a particular problem, you also need
improvement.
to explain expectations or set specific, measurable goals for
The intent of issuing a PIP stems from problems with
them to reach. For example, if performance is measured by
employees. These problems can either be performance-
meeting a task quota, reinforce the quota minimum for the
related, behavior-related or a mixture of both. When
employee. Your employees need a basis for improvement
creating a performance plan for your employee, identify the
5 or a specific goal to reach. 6
issue needed for correction.
HOW TO WRITE PERFORMANCE PLANNING HOW TO WRITE PERFORMANCE PLANNING
Here are some steps to follow when writing a Here are some steps to follow when writing a
performance plan: performance plan:

3. Supply helpful suggestions for employee improvement. 4. Schedule progress meetings with the employee.
Once you've set expectations for your employee, go a step Once you give your performance plan to your employee,
further and provide helpful resources for improvement. you need to meet with them on occasion and discuss their
These resources often include additional training, performance. Within the plan, set a schedule for meetings
informational resources such as manuals and even physical or at least a loose time frame in which the employee can
tools depending on the role. schedule better times for themselves
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HOW TO WRITE PERFORMANCE PLANNING

Here are some steps to follow when writing a
performance plan:

5. Outline consequences for not meeting standards

All performance improvement plans need to have a time
frame for improvement. Explain in your plan that
consequences are handed out to those who fail to meet
requirements. Provide further detail by outlining those
specific consequences and what they include.
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 Managing Performance
Effectively

Managing
performance is a Many small business owners struggle to understand the aspects of
fundamental task that every managing performance within the workplace and as such, many
manager has to undertake to organizations suffer from under-performing staff or have faced Fair
develop an effectively Work cases.
functioning team. While there are many challenges to running and effective
Managing individual and team performance management, let’s first look at why you would want to
performance includes a range of conduct this activity in your organization.
different activities such as
developing goals, setting Firstly, high performers in an organization can lead to:
expectations, monitoring
Managing performance performance, providing
feedback, implementing further
1. Increased productivity
2. Engaged and committed employees
3. And the ongoing retention of good employees
training if necessary, and as a last
resort taking the disciplinary
route to improved performance.
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2 Presentation title 3

Setting clear goals at the outset forms

an essential component of managing
performance.
Goals should be S.M.A.R.T – that is,
Specific, Measurable, Achievable,
Realistic and with a Time-frame.
If goals are not SMART then employees
will become disheartened, and maybe
even give up, leading to performance

Tips for Managing issues.

Managing team performance also
requires setting clear expectations.
The manager should do this at the

Performance employee’s induction, and repeated if it

becomes apparent that the
expectations were not clear enough at
the outset.
Expectations should be set regarding
work standards but also relating to
policies such as absenteeism, lunch
breaks, going to appointments,
workplace dress and demeanour so
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that everyone understands the
requirements. 4
Presentation title 5
 As a manager, you can influence your
organization's performance by paying close
attention to the performance of the
people working with you.
However, you need to implement an
1.Provide opportunities for staff growth employee performance management
system to record your observations and
and development compare them to specific growth and
development targets. Otherwise, you'll just
be making uninformed guesses.
By using an employee performance
management system, you'll have all the
data you need to identify opportunities for
improvement, as well as to predict your
employees' career trajectory.
For example, suppose an employee does
poorly in numerical tasks but has excellent
communication skills. In that case, you can
either provide them with training in
numbers or steer them towards a career
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path that can maximize their existing
strengths.
People make organizations, and it is their
collective performance that drives
growth. Therefore, it is easy to
understand why you need to measure
individual performance to understand
3. Gain a better understanding of your organizational performance better.
business's performance This is particularly true for small
businesses, where the output of a few
employees can spell the difference
between turning a profit or operating at a
deficit. Performing employee appraisals
can help you identify top performers and
those who need improvement.
It can also help you identify both
knowledge gaps that cause your business
to perform below expectations and
employee capabilities that you can use in
the future
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.
Using employee performance reviews,
you can establish a culture of fair
recognition in your organization. On the
one hand, by identifying top performers
and rewarding them, you show your
workforce that you appreciate and
5. Establish a culture of fair recognition recognize hard work. It is crucial to do
this, as employee recognition is the
number one factor driving employee
engagement and productivity.
On the other hand, an employee lacking
in his performance will need closer
management. Identifying weak
performers on time is important so you
can set up a development plan to improve
their skills and reduce errors.
If that does not work, you need to decide
and communicate the consequences to the
workforce to get their act together
accordingly. Missing either one of these
can have a severe impact on your
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.
Before you set your goals, you need to
assess your team's skills, availability, and
performance. By measuring and managing
employee performance, you get a better
idea of your team's ability to accomplish
goals. As a result, you can either adjust your
goals to account for your team's strengths
2. Align goals more accurately and weaknesses or hire additional resources
who can help you reach your targets.
The first step in employee management is
recruiting or assigning the right person for
the job. It is, therefore, important to have a
holistic approach leveraging business
acumen for an effective role assignment
process.
Once that is done, you should set
performance goals with your new employee
with the organization's larger goals in mind.
This might not seem easy if the employee
works remotely. Still, constant check-ins and
alignment sessions, they will understand
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how you will monitor their performance for
6 the remainder of the assessment period. 7
To build a company culture that
attracts and retains great employees,
you need to combine your employee
performance appraisal data with the
employee experience. You can collect
this at different touchpoints in the
4. . Fine-tune your business policies employee lifecycle. These points
include periodic employee satisfaction
surveys and exit interviews.
When you analyze employee
experience data in the context of
employee performance, you can have
a clearer view of the effect of one on
the other.
For instance, if an employee says that
they wish they could have worked
remotely more often in their exit
interview, you can draw a correlation
between the lack of remote working
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options and suboptimal performance. 9
OVERVIEW
To be a high performing business you need to have high performing
employees. As an employer or manager, there are steps you can take
to maintain good performance, as well as deal with
underperformance issues if they arise..
Presentation title 11
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BALANCED SCORECARD
What is a Balanced Scorecard: A Simple Explanation For Anyone - YouTube
THE HISTORY OF THE BALANCED
SCORECARD
A strictly financial approach for managing organizations is not complete, as
it doesn’t capture the landscape of the business and isn’t an indicator of
the future. Evaluating organizational performance in a balanced manner on
the parameters that influence your business becomes crucial for better
management.
A balanced scorecard (BSC) is defined as a management system that
provides feedback on both internal business processes and external
outcomes to continuously improve strategic performance and results. By
bringing together measures around internal processes and external
outcomes, a balanced scorecard supports continuous improvement at the
level of strategic performance and results.
For each of these perspectives, the balanced scorecard prompts you to develop
metrics, set performance targets and collect and analyze data. Your scorecard thus
offers an efficient mechanism for reviewing strategy implementation based on
measurement.
THE HISTORY OF THE BALANCED SCORECARD
Developed by Robert Kaplan and David Norton in the early 1990s, the
balanced scorecard is more than a measurement system—in fact, it's
a management system.
In their book The Balanced Scorecard: Translating Strategy Into
Action, Kaplan and Norton describe the balanced scorecard as a
necessary move away from over reliance on financial measures.
According to Kaplan and Norton, because financial measures report on
the past, they offer "an adequate story for industrial age companies" but
not "information age companies." In the information age, organizations
must "create future value through investment in customers, suppliers,
employees, processes, technology, and innovation."
•
The balanced scorecard is a strategic
management tool that views the organization from
different perspectives, usually the following:
Financial: The perspective of your shareholders
Customer: What your customers experience and perceive
Business process: The key processes you use to meet
and exceed customer and shareholder requirements
Learning and growth: How you foster ongoing change
and continuous improvement
THE BENEFITS OF A BALANCED SCORECARD
A balanced scorecard can help your organization both
articulate and act upon your vision and strategy. Use it to:
• Facilitate effective and consistent communication because
everyone speaks a shared language of metrics
• Drive focus around key requirements
• Facilitate reviews on a regular basis
• Ensure organizational alignment