Parts of Performance

Management System

BY
Ruchi N Sao
Contents
■ Planning Employee Performance

■ Monitoring & Mentoring Performance

■ Stocktaking Performance and Potential

Course Outcome
■ Students will be able to understand parts of Performance
management.
Planning Employee
Performance
Components for Planning Process

Planning Managee Performance and Development

Establishing Mutual Expectations for Performance and Development

Performance Outcomes of
Special &
Role Standards or the Most
Developmental
Description The Best Recent
Assignments
Achievement Stocktaking
Role Description

■ Purpose of the Role

■ Key Performance Areas

■ Key Job Competencies & Behaviours

■ No Role Ambiguity

■ Role Stress out of Role Conflict

Contents of Role Description Document
■ Role Purpose
■ Position in the Organization
■ Role Responsibilities
■ Role Tasks
■ Performance Indicators
■ Decision Making Function
■ Network of Key Role Relationships
■ Work Context (location of work)
■ Academic Levels
■ Previous Experience
■ Competencies
Performance Standards

Required at –

■ Individual Managee

■ Project or Functional Levels

 Performance Standards
■ Organizations want to standardize precise expectations

■ Managee needs equitable & consistent standards

■ In order to maintain uniformity

■ Predetermined standards demand level of discipline & excellence

in forms of standards

■ When gauged, people seem to give their best

■ Every role must be measurable

Problems with Performance Standards

■ Impact of environment in making achievement of

targeted performance easy or difficult

■ Sustainability of performance standards in a dynamic,

fast changing context
Assignments for Systems & Managee Development

■ One time specific short term projects

■ Aims at improving systems, competencies, procedures

■ To achieve role objectives in a better way

■ Result in specific time bound accomplishments

■ Are beyond the call of role description

■ For innovativeness & creativity

Annual Stocktaking

■ Stocktaking Performance

■ Stocktaking Potential

■ Appraising for Recognition & Reward

Outcomes of recent stocktaking
■ Annual Stocktaking or Review Discussions

■ System Oriented Issues

– Problems that come through other’s roles
– Review of existing systems
– Studies to diagnose obstacles or problems
– Designing process, systems, etc

■ Self Development Issues

– There can be mismatch between competencies &
expectations
– Managee needs to learn, unlearn and relearn by update
knowledge areas, skills, attitudes
Benefits of Performance Planning

■ Smooth Functioning

■ Manager & Managee

■ Precise roles & functions

■ Set Standards are good

■ Avoiding frustrations & role stress

Monitoring & Mentoring
Performance
Traditional Approach to Performance

Controlling Punishing

Traditional
Supervision
associated
more with
Fault Finding

Chasing

Driving
Modern Approach to Performance

Periodic
Plans Progress
Reviews

Modern
Approach
associated
Revising or
more with
Updating
Objectives Ongoing
Feedback

Counselling
4 Developmental Levels

■ Competence

■ Commitment

High C + High High C + Some C + Low Low C + High

C Variable C C C

D4 D3 D2 D1

Developed Developing
Situational Leadership

Development Commitment Competence Appropriate Factors for Leadership

Level Leadership Style
D1   S1 (Directing) Structure, Control &
Supervise
D2   S2 (Coaching) Direct & Support

D3
   S3 (Supporting) Praise, Listen &
Facilitate

D4   S4 (Delegating) Turn Over

Responsibility for day
to day Decision
Making
Process of Development

■ Tell the managee what to do

■ Show managee what to do

■ Let the managee try

■ Observe & monitor managee performance

■ Praise managee progress

Performance Manager’s Change Agent Role

■ Role as an Expert (problem diagnosis & gives solution)

■ Role as a Catalyst (actively involved)

■ Role as a Process Consultant (motivates managee to come up with

solutions)
Identification of Motivation needs

■ Need for Achievement

■ Need for Affiliation

■ Need for Power

Review Discussion

■ One to one interaction with manager once every 2 or 3 months

■ Meeting at the milestones is not the same as walking together

■ To coach, mentor, learn & understand

■ To review the managee’s performance

■ Discuss with the managee problems faced, solutions tried & degree
of success achieved

■ Revisit her annual plan

■ Formal review may last for an hour

Review Discussion

■ They are:

– Semi – formal

– Formal / Scheduled

– Periodic Interactions (bimonthly or quarterly)

– Informal
They aim at –

■ Share Perceptions – what, when, where, how, why

■ Recurring & persistent problems and exploring ways to tackle

them

■ Prepare an action plan to deal with problems

■ Revisit the plan

■ Agree on other actions

■ Share any other concerns or thoughts

■ Converted into documents

Documents Help in

■ Mutuality of PFM process is retained and reinforced

■ What performance problems were discussed

■ Provides continuity in review discussions

■ They can get back to it

■ Contents of documents
Some more…
■ Solicit Feedback

■ Promoting Constructive Controversy

■ How do periodic reviews help better?

– Planning
– Monitoring
– Strengthen relationship

■ Frequency and best time of periodic review

■ What do they involve?

Process of Managee Development

Identified Needs

Selection of Developmental Initiative

On site Development
• Interaction with the
manager
• Supporting & Problem
solving feedback
• Increased delegation of
responsibility
• Job rotation
• Special Assignments
Off – site Development
Special Courses for
• Increased Knowledge
• Development of Problem
solving skills & social
interaction
• Developing of
Conceptual skills
Organizational
Development
• Organizational structure
• Rewards structures &
systems
• Organization culture
• Organization climate
• Plans & objectives

Results through ability, encouragement & system

support
To Coach or To Counsel

■ All about caring

■ Coaching is to help managee improve knowledge, skills, etc

■ To counsel

■ Forms of coaching:
– Telling or directing

– Non directive questioning & analyzing

– Middle of the road consulting

■ Creative learning opportunities

Role of Coaching

■ Jointly identify problems

■ Set goals
■ Set parameters
■ Engage in problem solving
■ Make managee discover learning
■ To encourage & empower
■ To help in reinforcing & clarifying
■ To enhance managee’s awareness of his potential
■ To provide advice when specifically asked for
■ To monitor progress together
Mentoring

■ Role of wise advisor

■ Mentoring is vital to in order to optimize performance of employees

■ Function of organizational management is ensuring organizational

success

■ There is a difference between Mentor & Ombudsman

(Ombudsman is an official appointed to investigate individuals' complaints against

maladministration)
Engendering Trust
■ Placebo Effect – Period of recovery of patient is related to
confidence in medicine or doctor

■ Establish reverse trust

■ Johari Window

■ Manager needs to start working before problem materializes

■ Protection from threats

How a Manager can Enjoin Interpersonal Trust?

■ Is my behavior predictable or erratic?

■ Do I communicate clearly or carelessly?

■ Do I treat promises seriously or lightly?

■ Am I forthright or dishonest?
Making a Fresh Beginning

■ Interpersonal understanding is most important

■ Need to understand each other afresh

■ Difference between more than 2 roles with same person

■ Expectations should not rise in initial relationship

■ Adopt a learning attitude

Stocktaking Performance
Introduction to Stocktaking Performance

■ Manager & managee worked out performance plan at the start of year
with features such as:

– Desired outcomes

– Planned event for managee development

– Planned event for system development

– Manager’s help towards goals

– CPM or PERT network for monitoring

Introduction to Stocktaking Performance

■ At the time of stocktaking managee’s performance, data

available is:
– Managee’s performance as planned at start of the year

– Managee’s performance plan as modified during the year

– Documented circumstances & logic for modifying managee’s performance

plan

– Managee’s actual performance recorded during the year

– Actual overall performance of the managee’s workgroup during the year

Types of Discussions

■ Tell & Sell Type

■ Tell & Listen Type

■ Problem Solving Type

■ Refer Annexure 10.1 (for Questions for stocktaking discussions)

Skills needed for Tell & Sell

■ To confirm a managee’s good performance

■ Effectively persuade & secure workable acceptance

■ Identify, develop & use incentives that will work with managee

■ Managee should have trust in manager’s judgment

■ Show patience, retain control

■ Manage unexpressed conflicts

■ Effectively use influence & power

■ Motivate managees
Skills needed for Tell & Listen

■ Manager communicates her feedback and then listen to managee

■ Manager will be aware of managee’s needs

■ Active listening
■ Patience without agreeing or
■ Empathy disagreeing
■ Summarizing feelings

■ Ability to stay open & not becoming defensive

■ Not to frustrate value of feedback
■ To keep an open mind
Problem Solving Type

■ Feedback is not directly communicated to managee

■ Managers stimulates managee to come up with problems

■ Manager is only a helper

■ Primary objective is managee development

– Understand the idea and suggestion better from managee’s point
of view
– Help the managee more deeply explore and make suggestions
Stocktaking Discussions

■ Indirect feedback from clients, supervisors, peers

– Negative feedback is easy for external
■ Settling differences

■ Focus of stocktaking discussions

■ Content of stocktaking discussions:

– Achievement or non- achievement
– Causes for it
– What to be reinforced
– What is negative
– Draw lessons for planning next performance cycle
Advantages of an Ongoing Stocktaking Interaction during
various Phases of PFM

■ Opportunities to try remedial measures during current

year rather than next year

■ Appraisal

■ Appraisal exercise may become less feared

■ Discussions become routine and not of trauma

Characteristics of Stocktaking

■ One on one communication

■ It has high emotional overtones

■ Call for high level of communication skills on part of both

■ Manager balancing the role of judge & coach

■ Skillful questioning required

■ Active listening

■ Suggest corrective measures

Stocktaking Potential

■ Stocktaking performance & stocktaking potential do not happen at

2 different times
■ Both are outcome of same process
■ Only 1 set of form, 1 feedback discussion & 1 set of questions is
prepared for both

■ To be added for stocktaking potential –

– Professional achievements
■ Qualifications acquired
■ Professional recognition earned
– Managee’s suggestions towards self developments
■ To be carried out by managee
■ Support needed from organization or system
Purposes of Stocktaking Potential
■ Map the total staff in terms of high, medium & low levels of
performance & potential

■ To reduce staff

■ Creates a mechanism to distinguish good and bad performance

■ Prompts managers to become & act better coaches for managees

■ Provide reinforcement & support

■ Harness potential through job rotation, special assignments

Purposes of Stocktaking Potential

■ Identify & document critical areas of each managee’s performance which

need improvement
■ Generate concrete data & potential of each managee to provide logical
bases
■ Promote staff development
■ Competency mapping
■ Ensure the managees do rise from level of incompetence
■ Motivate managees by demonstrating organization’s interest
■ Monitor prevailing work habits in various segments of organization
Tools for Stocktaking Potential

■ Managee Career Development Window

■ Evaluative Vs. Developmental Process
■ Assessment Center
■ Forced Choice Rating Scale
■ 360 Degree Feedback
– The Questionnaire
– Ratings
– Data Processing
– Feedback & Action
 Managee Knows Managee Doesn’t Know

Manager
I Open III Blind
Knows

II Hidden IV Unknown

Manager

Doesn’t

Know