Training isn’t Always the Answer!

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Prof. Dr. M. Amr Sadik
 Step 1: What?
• Determine Type of Need. There are at least 3 reasons for examining
performance:

– There’s a gap between low performers and high performers.

• What are the high performers doing that low performers are not?
• What are low performers doing that the high performers are not?

– Opportunity for Improvement.

• Things are fine, but there’s always the opportunity to take everyone to the next level.

– Future Planning.
• A new product is being released, new procedure is being implemented, a new plant is
coming on line, new equipment is being installed, new government regulations are
taking effect – each of these might indicate a need for training before the fact so that
there’s no slowdown in performance when the changes take place.

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Prof. Dr. M. Amr Sadik
 Step 2: Who?
• Determine Type of Organization
– Given your answer to #1, you select the level of organization
needing to make the performance shift. Problems may be
isolated to an individual or a job category whereas future
planning issues may require a shift by the entire organization.
Select the level of organization impacted by the type of
need.You’ll notice that the individual comes before the job in
this hierarchy. This is because many individuals have
multiple jobs or roles within today’s organizations.

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Prof. Dr. M. Amr Sadik
 Step 3: How? Determine
Corrective Strategy
• A Systems Problem
– Says that the systems, tools, and/or processes that people have
available are getting in the way of performance.
• An Organization Development Problem
– Suggests that there are policies or procedures that are actually
punishing people for performance or in some way inhibiting
them doing their jobs as effectively as possible.
• A Training Problem
– Says that there is a deficiency of knowledge or skill that is
inhibiting performance.

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Prof. Dr. M. Amr Sadik
 Step 3: How? Determine
Corrective Strategy
• A Placement Problem
– Suggests that we have the wrong person in the job.
• A Coaching Problem
– Says that the person needs some just in time information to be
able to move ahead, not a full-blown training program.
• A Recruiting Problem
– Suggests that we have not clearly defined the requirements of
the job and it’s performance standards so we hire people who
cannot meet the demands of the job from the beginning

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Prof. Dr. M. Amr Sadik
 Diagnostic Tools

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Prof. Dr. M. Amr Sadik
 SWOT Analysis

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Prof. Dr. M. Amr Sadik
 SWOT Analysis
• Strengths and opportunities
– Identifying strengths
What the employee is good at?
– Listing opportunities
Where the employee can develop and build skills for better
performance.
Developing one’s strengths invariably opens an array
of opportunities for progress. An employee with
effective interpersonal skills can be considered for a
team leader’s position.

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Prof. Dr. M. Amr Sadik
 SWOT Analysis
• Weakness and threats
– Identifying weakness
What are the issues that limit employee performance?
– Discover threats
What are the factors that could limit or handicap employee
growth
By overcoming his shortcomings the employee can
eliminate undue pressures that could deter his
progress.

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Prof. Dr. M. Amr Sadik
 COPS Analysis
• Culture
– Do your staff identify with the organization and 'the success of the
organization' as being of direct benefit to themselves?
– Do your staff see themselves as having common interests with their work
colleagues and group? Is there a strong team spirit?
– Is work allocated on the basis of individual expertise rather than position in
the organization?
– Are there sufficient skills / power bases in the organization?
– Are there appropriate leadership skills within the organization?
– Are your staff encouraged to say what they think about the organization?
– Does your organization encourage innovation and creativity amongst staff?
– Do your staff feel a sense of personal responsibility for their work?
– Is quality emphasized in all aspects of the organization?

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Prof. Dr. M. Amr Sadik
 COPS Analysis
• Organization
– Does the structure of your organization encourage effective performance?
– Is the organization structure flexible in the face of changing demands?
– Is the structure too complex? If so in what areas?
– Do your staff have clear roles and responsibilities?
– Does your organization structure tend to push problems up rather than
resolve them at the point where they occur?
– Do your procedures and management practices facilitate the
accomplishment of tasks?
– Do you constantly seek to challenge your organization structure?

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Prof. Dr. M. Amr Sadik
 COPS Analysis
• People
– Do your staff have the necessary skills and knowledge to perform their
jobs in the most effective manner?
– Do your staff understand their jobs and how they contribute to overall
business performance i.e. have clear goals and objectives?
– Do your staff have a customer service orientation?
– Are people with potential spotted and developed for the future?
– Are your staff encouraged to perform well through the giving of
recognition, feedback, etc.?
– Do your people know what their expected performance standards are?

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Prof. Dr. M. Amr Sadik
 COPS Analysis
• Systems
– Do your organization's systems, promotion,
planning, management, information and control)
encourage effective performance among your staff?
– Are these systems consistent across the organization?
– Are there clear rewards for effective performance
within your work group?
– Does the organization review its systems frequently
and ensure they mutually support each other?
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Prof. Dr. M. Amr Sadik
 Module 3

Critical Success Factors to Support

The Management of Performance
 Key Concept
• Critical Success Factors (CSFs) are the limited
number of areas in which satisfactory results will
ensure successful competitive performance for the
individual, department, or organization. CSFs are
the few key areas where "things must go right" for
the business to flourish and for managers' goals to
be attained.

Harvard Business Review

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Prof. Dr. M. Amr Sadik
 Develop a Strategic Approach to
Managing People & Performance
• Policies & practices should be clearly aligned with overall
strategies for ensuring the quality, effectiveness, and
efficiency of business.
• Comprehensive strategies for improving the management of
people should recognize the linkages & interdependencies
between different areas of HRM and should be developed
and promoted as a matter of priority if not already aligned or
in place.
• HRM policies and systems should be sufficiently flexible to
be capable of being tailored to the particular needs of each
operating unit in the company to avoid the ‘one-size-fits-all’
syndrome.

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Prof. Dr. M. Amr Sadik
 Develop a Strategic Approach to
Managing People & Performance
• High priority should be given to finding ways of
integrating HRM with the core business of each
function and work unit.
• Line departments should have sufficient freedom to
develop their own strategies for integrating HRM
with their own core business activities.
• HRM should be an integral part of corporate
planning and management processes.

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Prof. Dr. M. Amr Sadik
 Articulate & Promote key HRM
Principles and Values
• The key principles and values behind the
management of people should be clearly
spelled out and communicated across the
entire organization long before implementing
a formal performance management process
and system.

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Prof. Dr. M. Amr Sadik
 Raise the Profile of Training &
Development
• High priority should be given to developing
strategies and actions for improving skills and
competencies of staff. Particular attention
should be given to the development of
effective programs to foster the leadership
and management skills required for the
effective use of strategic approaches to the
management of performance.
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Prof. Dr. M. Amr Sadik
 Ensure That Employment Support
High PM Goals
• Staffing practices should be clearly linked to
organizational goals and priorities.
• Pay systems and conditions of employment
should be reviewed to ensure that they are
consistent with and contribute to increased
productivity and efficiency.

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Prof. Dr. M. Amr Sadik
 Invest in Monitoring & Evaluation of
HRM Practices & Programs
• HRM practices must be monitored and
evaluated on a regular basis to ensure that
they are contributing to more efficient and
effective management of people and the
achievement of desired program outputs.

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Prof. Dr. M. Amr Sadik
 Performance Management Defined

• Performance Management is a business process that

links what individuals and teams do on a daily basis
with the larger goals, values and cultural practices
of the organization and the needs of its customers; it
is a process for establishing a shared understanding
about what is to be achieved and how it is to be
achieved; it is an approach to managing people that
when done well, contributes to an enduring and
healthy organization.
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Prof. Dr. M. Amr Sadik
 Key Elements of the PM Process

• It is a business process
– It is about the everyday actions & behaviors people
use to deliver the goals of the organization. It cannot
be divorced from the management and business
processes of the organization. Performance
management is not about a set of forms, the annual
appraisal ritual, or the merit or bonus scheme.

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Prof. Dr. M. Amr Sadik
 Key Elements of the PM Process
• It creates a shared understanding about what is to
be achieved and how it is achieved
– Individuals and teams need to have a common understanding
of how their roles connect to the business mission and goals
of the organization. To improve performance they also need
to know what superior performance looks like, and how to
achieve it. Performance can be described as a set of tasks,
goals, behaviors or results or any combination of these
elements. The goals and tasks must be formalized into a
performance agreement.

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Prof. Dr. M. Amr Sadik
 Key Elements of the PM Process

• It is an approach to managing people

– The focus of performance management is on
connecting people to one another and to the larger
organization and its values. The main emphasis is on
how to get people to work together and support one
another to achieve shared aims. In particular it puts
the responsibility on managers to work effectively
(through coaching and motivating) with those for
whom they are accountable.
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Prof. Dr. M. Amr Sadik
 Key Elements of the PM Process
• It increases the probability of organization health
and durability
– Performance management has a clear purpose. It is about
delivering success for individuals, teams, and the
organization. By establishing a continuous management
process that delivers clarity, support, feedback, and
recognition to all, leaders take a major step in sustaining
performance, the performance management process, and
organizational life span.
• It is driven by competencies
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Prof. Dr. M. Amr Sadik
 Performance Management Challenges

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Prof. Dr. M. Amr Sadik
 Performance Management Challenges
• Measuring/Evaluating
Dimensions (competencies);
– We are uncomfortable discussing
& giving feedback on behaviors, as
they are more subjective & less
quantifiable than objectives, we
tend to avoid this area. We need to
collect data.
– Another important element in
successfully measuring dimensions
is describing appropriate key
actions/behaviors in the
performance plan.
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Prof. Dr. M. Amr Sadik
• Actions that aid in the
evaluation/measurement of
dimensions;
– Provide additional skill building.
– Deliver specific training focused
on sub-topics such as dimensions,
development planning, self-
tracking, or feedback.
– Deliver training on behavior
observation, based on assessor
training techniques.
– Implement Behaviorally
Anchored Rating Scales (BARS)
– Provide specific behavioral
examples for points on the rating
scale to guide evaluators.
 Performance Management Challenges

• Keeping Leaders Focused;

– Three important tactics that can make a difference
are to:
• Keep the topic of performance management constantly "in
front" of leaders,
• Keep them involved with the system and its
implementation, and
• Make them successful practitioners/models in its use.

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Prof. Dr. M. Amr Sadik
 Performance Management Challenges
• Linking job descriptions to performance management;
– Refresh the job description.
– Eliminate any responsibilities or competencies no longer relevant to the position.
– Update terminology in the job description to reflect that used in the performance plan
– Develop behavioral-based job descriptions.
– Require that job descriptions be reviewed at the beginning of each performance cycle.
– Reference the job description to prepare performance plans.
– Use tasks listed in the job description to aid in identification of KRAs and objectives.
– Use any competencies defined in the job description to aid in the identification of
dimensions.
– Make sure the KRAs cover all major responsibilities outlined in the job description.
– At the senior management level, ensure that the collective KRAs of the senior team support
all the organisation’s critical success factors.

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Prof. Dr. M. Amr Sadik
 Performance Management Challenges

• Implementing Performance Management for

Staff;
– Implement use of the new system from the top of the
organization down.
– Train everyone at the same level in the organization.
Organize homogeneous training for staff.
– To the degree possible, populate training sessions
with individuals of similar position and/or function.

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Prof. Dr. M. Amr Sadik
 Performance Management Challenges
• Linking Compensation to performance management;
– Align compensation with performance management.
– Make sure that the compensation system rewards what is being asked of
the individual in the performance management system.
– Align the compensation system with the organization's cultural and
business strategies.
– Separate pay and performance review discussions.
– When communicating a merit pay increase, discuss the performance
considerations that affected the increase.
– Restructure compensation and performance management systems at
different times so as to prevent the perception that they are the same
system.
– When there is need to restructure both systems, build a solid performance
management system first and change the compensation system later.

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Prof. Dr. M. Amr Sadik
 Performance Management Challenges

• Eliminate the overall rating;

– Get rid of the overall performance rating in the
annual appraisal. Overall ratings tend to "label" and
somewhat demean individuals by distilling a whole
collection of yearlong accomplishments, strengths,
and weaknesses into a single number or term.
– Assess and rate performance for each objective and
dimension.

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Prof. Dr. M. Amr Sadik
 Performance Management Challenges
• Matrix management;
– Dual reporting relationships, such as in a matrix organization, offer special challenges with
regard to performance management. An individual may report to both a functional and
project manager; a person may report to a management team in addition to an individual
manager; individuals may not be physically located with their managers; or teams may report
to other teams without individual reporting relationships being defined.
• Have one performance plan. Have each individual maintain one performance plan. The content of
the plan should include accountabilities drawn from each of his or her varied reporting
relationships, including involvement on cross-functional and other types of teams.
• Structure all the content of the plan as normal. Set expectations for self-management
• Employees must be highly self-managing, taking even greater ownership for their performance plan
and data. Make this expectation clear up front.
• Re-deliver specific units out of performance management training that teach self-management
skills, such as self-tracking, feedback, and coaching.
• Gather multiple perspectives.
• For the end-of-cycle review, performance data must be gathered from the multiple constituencies
involved regarding the individual’s performance.

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Prof. Dr. M. Amr Sadik
 Performance Management Challenges
• Keeping the System Alive;
– Senior management models and reinforces the process, keeping the
system alive is keeping senior management visibly using and supporting
the system.
– Create a performance management hotline or voice mailbox to gather
questions, concerns, and success stories.
– Organize employee meetings with one-level-up leaders to discuss
alignment of performance plans with critical success factors.
– Hold leaders accountable for monitoring the quality of subordinate
leaders’ performance plans and reviews with employees.
– Evaluate performance management system.
– Conduct a survey of the performance management environment to
pinpoint areas of strength and weakness. Take appropriate follow-up
actions. Re-administer the survey over me to assess progress.

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Prof. Dr. M. Amr Sadik