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Performance Management

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What is Performance?

• Performance deals with theoutcomes, results andaccomplishments achieved by aperson, group or organization

• The act of performing; of doingsomething successfully; usingknowledge as distinguished frommerely possessing it- Action oriented

• Actual Results Vs Desired Results

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Why Manage Performance?

• Encourage and reward behaviors that are

aligned with organizational mission and goals

• People want to feel what they do adds value

and understand their contribution to the team

• Curb or redirect non-productive activities

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Performance Management

•Performance Management is one of the keyprocesses that, when effectively carried out,helps employees know that theircontributions are recognized andacknowledged. Performance management is

an ongoing process of communicationbetween a supervisor and an employee thatoccurs throughout the year, in support ofaccomplishing the strategic objectives of theorganization. The communication process

includes clarifying expectations, settingobjectives, identifying goals, providingfeedback, and evaluating results.

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Performance Management

Performance management is the process ofcreating a work environment or setting in which

people are enabled to perform to the best of

their abilities to achieve organizational

effectiveness & best possible performance.

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PP & PI

•  A performance problem is any gap betweendesired results andactual results.

• PerformanceImprovement  is any

effort targeted at closingthe gap between actualresults and desiredresults

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Performance Management

1. Planning Set goals and measures

Establish and communicate

elements and standards

2. Monitoring Measure performance

Provide feedback

Conduct progress review

3. Developing Address poor

 performanceImprove good

 performance

5. Rewarding Recognize and reward

good performance

4. Rating Summarize performance

Assign the rating of

record

Five KeyComponents

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Performance Management Cycle

• Performance Planningwhere goals and objectives are

established

• Performance Coaching

where a manager intervenes to give

feedback and adjust performance

• Performance Appraisal

where individual performance is formally

documented and feedback delivered

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Performance Vs Behavior

• Performance is the end result whereas Behavior is themeans to the end

• Performance is what people leave behind whereas Behavior is what people take with them

• The ultimate focus of HPI is on performance andaccomplishments with secondary emphasis onbehaviors

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Human Performance Improvement

HPIHuman performance improvement is

the systematic process of discoveringand analyzing important humanperformance gaps, planning forfuture improvements in human

performance, designing anddeveloping cost-effective and

ethically justifiable interventions toclose performance gaps,

implementing the interventions, and

evaluating the financial and non-financial results.

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What does HPI mean for

organizations?

• HPI specialists work with your

staff to identify the root

performance cause and help to

identify solutions/interventions

that will best close the gap inperformance. It is a partnership

of departments working

together to find the best

solution.

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Why’s behind Success and failure 

Internal

(Personal)

External

(Environmental)

Good

Performance

• High Ability

• Hard Work

• Easy Job

• Cooperative coworkers

•Good Boss

•Good Luck

Poor

Performance

• Low Ability

• Low Effort

• Tough Job

• Bad Luck

•Un productive

coworkers

•Un sympathetic Boss

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Seven Pillars of Performance Management

• Clarity about the organization's purpose anddirection

• Clear understanding by individuals and Teams• Aspiration

• Support

• Feed Back

• Recognition

• Renewal

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Uses of Performance Appraisal Data

• HR Planning

• Recruitment Selection

•

Training & Development• Career Planning

• Compensation & Benefits

•

Internal Employee Relations• Assessment of Employees Potential

• Areas for performance Improvement

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  So, the rabbit sat on the ground below the

crow, and rested.

CORPORATE LESSON

 A crow was sitting on a tree, doing nothing all day.

A small rabbit saw the crow, and asked him,

"Can I also s i t l ike you and do nothin g al l day

long?”  

The crow answered: "Sure, why not .” 

 All of a sudden, a fox appeared,

Jumped on the rabbit... and ate it.

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CORPORATE LESSON 1

Moral of the story is…. 

To be sitting and doing

nothing you must be sittingvery, very high up.

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QUESTIONS