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Performance Management:

Performance Management GROUP MEMBERS :- SHASHANK JHAWAR JATIN KHANNA RAJENDER SONI SHIVANI SHARMA VIPIN DESWAL

Focus of Performance Management:

Focus of Performance Management Progress and success toward goal achievement 2

Assessing Needs:

Assessing Needs Your goals The employee’s goals The department’s goals The organization’s goals 3

Considerations:

Considerations Focus on performance issues Clear expectations Improvement Productivity Objectivity Accuracy Performance, not person Knowledge Ongoing Detailed Monitored Consistent Fair Timely Motivational 4

Why Do Performance Management?:

Why Do Performance Management? Communicate goals, mission, values, purpose Improve working relationships Improve management Identify and communicate strengths and areas for improvement Provide feedback Develop Monitor Support 5

Reflecting on Performance Discussions:

Reflecting on Performance Discussions Think about your last review: - What thoughts come to mind? - What went right, what went wrong? 6

What Do Employees Want?:

What Do Employees Want? Clear expectations Positive/constructive feedback on regular basis Understand evaluation criteria Involvement in goal setting • Accurate job descriptions • Be treated fairly and consistently • Sharing of info and resources Job/career enrichment opportunities 7

Elements and Outcomes:

Elements and Outcomes Elements Listening Coaching Feedback Outcomes • Better performance • Improved morale, trust, and loyalty • Commitment 8

Listening Skills:

Listening Skills Active listening Expression Verbal/non-verbal cues Distractions Retention 9

Active Listening:

Active Listening Reflection Reiteration/Paraphrase Body Language Elaboration Acknowledgement 10

Coaching Skills:

Coaching Skills Observation Counsel Condition Criteria Response Solutions Agreement Follow through Adjustment Follow-up 11

Feedback:

Feedback Purpose Setting Timing Forward focused Two-way Responsive Accurate Balanced Relevant Comprehension Agreement Follow-up 12

Giving Feedback:

Giving Feedback Professional Purpose Listening vs. talking Performance, not personality Support Privacy Start with positive “I” vs. “you” statements Factual Strategize Goal setting focus Resolution 13

Receiving Feedback:

Receiving Feedback Have an open mind Avoid defensiveness Listen for meaning Seek out resolution Give guidance Utilize effectively 14

Communicating Effectively:

Communicating Effectively Preparation Professionalism Matching body language to message Tone awareness Scripting Focusing Responsiveness 15

Problem Solving:

Problem Solving Define Brainstorm alternatives Identify causes Collect/analyze info Consensus Action plan 16

Goal Setting:

Goal Setting SMART Goals: S pecific M easurable A ttainable R elevant T ime sensitive 17

Conflict:

Conflict Adversarial positions Right vs. wrong No listening No alternatives offered Unyielding Issues/problems not defined Breakdown in communication Win/lose, lose/lose 18 Destructive Conflict

Conflict:

Conflict Focus on issue Acknowledge Allow for venting Separate feelings from issues Active listening Allow reflection Repeat back Brainstorm alternatives Obtain agreement Win/win 19 Constructive Conflict

A Final Thought:

A Final Thought The conventional definition of management is getting work done through people, but real management is developing people through work. - AGHA HASAN ABEDI 20

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