Performance Management

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Performance Management
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New Paradigms in Performance Measurement and
Management
VALUE ADDED
OLD NEW NEWEST
Focus Measures Rater Rates Consequences Method of Implementation Driver Outcomes Scorecard Traits/Outcomes Boss Merit Pay Distribution Human Resources Individual measures Strategic Outcomes/Behavior 360 degree Boss/subordinates/self/peers Pay for performance/ Development promotion Formal training Management Alignment Competitive advantage Speed/quality/timeliness/ value behavior 360Customer Continuous improvement and learning Customer satisfaction/dissatisfaction Involvement/empowerment Customers Customer satisfaction/success
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Getting at the cause of inadequate performance
Aware of what was expected
How can goals standards be made clear?
NO
YES
How can the subordinate be sensitized?
Aware of own performance
NO
YES
Significant difference exists between actual
performance and expected Results Performance Char
acteristics Special goals
How to avoid, eliminate or accommodate
Uncontrollable negative factors
YES
NO
YES
Lack of ability
How to train
NO
Lack of motivation
YES
How to motivate
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Performance Managing
TARGET
REINFORCE

• Targets
• Feedback

• Review
• Rate

COACH
PLAN
MANAGE
APPRAISE
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Constructive Criticism

• Be descriptive rather than evaluative. Describe
  your reaction without being judgmental. Give the
  party freedom to accept or reject your reaction.
• Be specific. Dont generalize from a sample of
  one or two instances. For example, instead of
  saying You dominate and intimidate others, you
  might say, At the meeting I felt you came on
  pretty strong when you

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Constructive Criticism

• Address the needs of the person youre
  correcting. Maintain their self-esteem and
  personal worth. Relate the desired behavior to
  an increased level of self-esteem.
• Address specific behavior (actions) that the
  other person can do something about. Do not
  address personality issues.

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Constructive Criticism

• Get the other person to ask for feedback. Give
  only a little. Then stop and ask if they want
  you to elaborate and share your other
  perceptions. Make the session a dialogue by
  involving the other person.
• Select the best time to give the feedback in a
  private (confidential), unhurried, relaxed
  manner. Ask if this is a good time. If the
  other persons priorities are elsewhere, agree on
  another time and place.

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Constructive Criticism

• Have the other person summarize your concerns and
  the action to be taken. This will let you know
  if the message was understood and accepted. It
  may also reinforce their resolve to take
  corrective action.
• Be sure you have a sufficient sample of behavior
  and arent jumping to erroneous conclusions based
  on an isolated instance. Check with others to
  see if the behavior that bothers you is
  bothersome to others.

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Counseling

• Gives the employee the opportunity to reduce
  anxiety by talking.
• Stimulates problem-solving behavior by focusing
  on the reality of the problem (coping, resolving,
  or referring).
• Successful counseling helps employees develop a
  sense of responsibility.

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Counseling

• Non-directive approach to counseling
• Proper techniques of interviewing
• Clarification
• Focusing
• Summarizing
• Alternative (Action)