Performance Management Performance Management ProcessProcess

OverviewOverview

PrerequisitesPrerequisites Performance PlanningPerformance Planning Performance ExecutionPerformance Execution Performance AssessmentPerformance Assessment Performance ReviewPerformance Review Performance Renewal and Performance Renewal and

RecontractingRecontracting

Performance Management ProcessPerformance Management Process

Performance Review

Performance Renewal and Recontracting

Performance Assessment

Performance Execution

Performance PlanningPrerequisites

PrerequisitesPrerequisites

A.A. Knowledge of the Knowledge of the organization’s mission and organization’s mission and strategic goalsstrategic goals

B.B. Knowledge of the job in Knowledge of the job in questionquestion

A.A. Knowledge of mission Knowledge of mission and strategic goals and strategic goals

Strategic planning Strategic planning • Purpose or reason for Purpose or reason for

organization’s existenceorganization’s existence• Where organization is goingWhere organization is going• Organizational goalsOrganizational goals• Strategies for attaining goalsStrategies for attaining goals

Mission and GoalsMission and Goals

Cascade effect throughout Cascade effect throughout organizationorganization

Organization Organization Unit Unit EmployeeEmployee

B.B. Knowledge of the jobKnowledge of the job

Job analysis of key componentsJob analysis of key components• ActivitiesActivities• TasksTasks• Products Products • ServicesServices• ProcessesProcesses

B.B. Knowledge of the job (Knowledge of the job (continuedcontinued))

KSAs required to do the jobKSAs required to do the job• KnowledgeKnowledge• SkillsSkills• AbilitiesAbilities

Job DescriptionJob Description

Job dutiesJob duties KSAsKSAs Working conditionsWorking conditions

Generic Job DescriptionsGeneric Job Descriptions

Occupational Informational Occupational Informational Network (O*Net)Network (O*Net)

http://online.onetcenter.org/http://online.onetcenter.org/

Job analysisJob analysis

Use a variety of toolsUse a variety of tools• InterviewsInterviews• ObservationObservation• Questionnaires (available on Questionnaires (available on

Internet)Internet)

Job analysis follow-upJob analysis follow-up

All incumbents should All incumbents should • review information and review information and • provide feedback provide feedback

re:re:

• TaskTask FrequencyFrequency CriticalityCriticality

Performance Planning:Performance Planning:ResultsResults

Key accountabilitiesKey accountabilities

Specific objectivesSpecific objectives

Performance standardsPerformance standards

Key AccountabilitiesKey Accountabilities

Broad areas of a job for whichBroad areas of a job for which

the employee is responsible the employee is responsible

for producing for producing resultsresults

Specific ObjectivesSpecific Objectives

Statements of outcomesStatements of outcomes Important Important Measurable Measurable

Performance StandardsPerformance Standards

““Yardstick” to evaluate how well Yardstick” to evaluate how well employees have achieved each employees have achieved each objectiveobjective

Information on Information on acceptableacceptable and and unacceptableunacceptable performance, such as performance, such asqualityqualityquantity quantity costcosttimetime

Performance Planning:Performance Planning:BehaviorsBehaviors

HowHow a job is done a job is done

Performance Planning:Performance Planning:CompetenciesCompetencies

MeasurableMeasurable clusters of KSAs clusters of KSAs

CriticalCritical in determining how in determining how results will be achievedresults will be achieved

Performance Planning:Performance Planning:Development PlanDevelopment Plan

Areas for improvementAreas for improvement Goals to be achieved in each Goals to be achieved in each

area of improvementarea of improvement

Performance Execution:Performance Execution:Employee ResponsibilitiesEmployee Responsibilities

Commitment to goal achievementCommitment to goal achievement Ongoing requests for feedback and Ongoing requests for feedback and

coachingcoaching Communication with supervisorCommunication with supervisor Collecting and sharing Collecting and sharing

performance dataperformance data Preparing for performance reviewsPreparing for performance reviews

Performance Execution:Performance Execution:Manager ResponsibilitiesManager Responsibilities

Observation and documentationObservation and documentation UpdatesUpdates FeedbackFeedback ResourcesResources ReinforcementReinforcement

Performance AssessmentPerformance Assessment

Manager assessmentManager assessment Self-assessmentSelf-assessment Other sources (e.g., peers, Other sources (e.g., peers,

customers, etc.)customers, etc.)

Multiple Assessments Are Multiple Assessments Are NecessaryNecessary

Increase employee ownershipIncrease employee ownership Increase commitmentIncrease commitment Provide informationProvide information Ensure mutual understandingEnsure mutual understanding

Performance ReviewPerformance ReviewOverview of Appraisal MeetingOverview of Appraisal Meeting

PastPast• Behaviors and resultsBehaviors and results

PresentPresent• Compensation to be receivedCompensation to be received

FutureFuture• New goals and development New goals and development

plans plans

Six Steps for Conducting Six Steps for Conducting Productive Performance ReviewsProductive Performance Reviews

1.1. Identify what the employee has Identify what the employee has done well and poorlydone well and poorly

2.2. Solicit feedbackSolicit feedback3.3. Discuss the implications of Discuss the implications of

changing behaviorschanging behaviors

Six Steps for Conducting Six Steps for Conducting Productive Performance ReviewsProductive Performance Reviews

4.4. Explain how skills used in past Explain how skills used in past achievements can help overcome achievements can help overcome any performance problemsany performance problems

5.5. Agree on an action planAgree on an action plan

6.6. Set a follow-up meeting and Set a follow-up meeting and agree on behaviors, actions, agree on behaviors, actions, attitudes to be evaluatedattitudes to be evaluated

Performance Renewal andPerformance Renewal andRecontractingRecontracting

Same as/different from Performance Same as/different from Performance PlanningPlanning• Uses insights and information from Uses insights and information from

previous phasesprevious phases• Cycle begins againCycle begins again

Performance Management ProcessPerformance Management ProcessSummary: Key PointsSummary: Key Points

Ongoing processOngoing process Each component is importantEach component is important

If one is implemented poorly, whole If one is implemented poorly, whole system sufferssystem suffers

Links between components must Links between components must be clearbe clear

Quick ReviewQuick Review

PrerequisitesPrerequisites Performance PlanningPerformance Planning Performance ExecutionPerformance Execution Performance AssessmentPerformance Assessment Performance ReviewPerformance Review Performance Renewal and Performance Renewal and

RecontractingRecontracting