HUMAN RESOURCES AND PERFORMANCE MANAGEMENT

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HUMAN RESOURCES AND PERFORMANCE MANAGEMENT : 

HUMAN RESOURCES AND PERFORMANCE MANAGEMENT

Slide 2: 

Performance Management Workshop August 24th 2010 Caroline Githinji - August 2010

Welcome & Opening : 

Welcome & Opening Caroline Githinji - August 2010

Workshop Objectives : 

Workshop Objectives After completing this workshop, participants will be able to: Understand the performance management process Understand and setting up a performance management rating scale Define SMART goals and link them to organizational strategic plan Craft effective performance appraisal documents Conduct effective performance appraisal discussions WHAT ARE YOUR PERSONAL LEARNING OBJECTIVES? Caroline Githinji - August 2010

Definition of Performance management : 

Definition of Performance management The process of setting performance expectations, monitoring progress, measuring results, and appraising and rewarding or correcting employee performance. Caroline Githinji - August 2010

Purpose of Performance Management : 

Purpose of Performance Management Administrative Purpose Supports growth & development of staff Promotes constructive, continuous feedback Highlights & rewards exceptional performers Identifies & addresses poor performance Supports promotions, retention, terminations and recognition of individual performance Offers an opportunity to show care and concern for the employees Links pay with performance Identifies performance trends Developmental Purpose Aligns the employee’s activities to the strategies of the Foundation Drives the overall performance of each unit of the organization Caroline Githinji - August 2010

Philosophy : 

Philosophy PEOPLE WORK TO PRODUCE RESULTS …. If your employees know what they’re expected to do, get feedback on how they’re doing, and are rewarded for doing what they are supposed to do, the Foundation will be more likely to reach our strategic goals. Caroline Githinji - August 2010

360 DEGREE FEEDBACK PROCESS : 

What is 360 Degree Feedback? 360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them. This typically includes the employee's manager, peers, and direct reports. 360 DEGREE FEEDBACK PROCESS Caroline Githinji - August 2010

How is 360 Degree Feedback Used? : 

How is 360 Degree Feedback Used? As development tool – if used in the right manner Provides anonymous feedback Gives insights of others perceptions of you Gives opportunity to adjust behaviours, Points out development areas 2. As a Performance Appraisal Tool Is a common practice Focuses on behaviours and competencies Caroline Githinji - August 2010

Slide 10: 

What a 360 degree Feedback Survey Measure 360 feedback measures behaviors and competencies 360 assessments provide feedback on how others perceive an employee 360 feedback addresses skills such as listening, planning, and goal-setting A 360 evaluation focuses on subjective areas such as teamwork, character, and leadership effectiveness Caroline Githinji - August 2010

Slide 11: 

What 360 Feedback Surveys do not assess:360 feedback is not a way to measure employee performance objectives 360 feedback is not a way to determine whether an employee is meeting basic job requirements 360 feedback is not focused on basic technical or job-specific skills 360 feedback should not be used to measure strictly objective things such as attendance, sales quotas, etc. Caroline Githinji - August 2010

12 WAYS TO KEEP GOOD PEOPLE ( pg 6 of handbook) : 

12 WAYS TO KEEP GOOD PEOPLE ( pg 6 of handbook) Caroline Githinji - August 2010

Performance Management Cycle : 

Performance Management Cycle Organisations Strategic Goals Department / Country Goals Individual Goals / Workplan & Development Plan Mid-year Assessment Performance Appraisal Planning Annual Performance Appraisal One-to-One Coaching Document Trg & Development One-to-One Coaching Document Trg & Development One-to-One Coaching Document Trg & Development The Annual Performance Cycle Pay for Performance Caroline Githinji - August 2010

Sample Appraisal Rating Scale : 

Sample Appraisal Rating Scale Caroline Githinji - August 2010

WRITING SMART Objectives : 

WRITING SMART Objectives Practice Session Caroline Githinji - August 2010

SMART Objectives : 

SMART Objectives Specific Measurable Achievable Relevant Time-bound Caroline Githinji - August 2010

Smart Objectives Example : 

Smart Objectives Example Non-SMART objective 1: Nurses will be trained on the selected scientifically based health education curriculum. This objective is not SMART because it is not specific, measurable, or time-phased. It can be made SMART by specifically indicating who is responsible for training the nurses, how many will be trained, who they are, and by when the trainings will be conducted. SMART objective 1: By the end of year two of the project, EGPAF trainers will have trained 75% of MoH nurses in the Nyanza district on the selected scientifically based health education curriculum. Caroline Githinji - August 2010

Example 2 : 

Example 2 Non-SMART objective 2: 90% of youth participants will participate in lessons on assertive communication skills. This objective is not SMART because it is not specific or time-phased. It can be made SMART by specifically indicating who will do the activity, by when, and who will participate in lessons on assertive communication skills. SMART objective 2: By the end of the school year, district health educators will have delivered lessons on assertive communication skills to 90% of youth participants in the middle school HIV-prevention curriculum. Caroline Githinji - August 2010

Slide 19: 

The Effective Appraisal Discussion (handbook Pg 14) Caroline Githinji - August 2010

Group Activity : 

My best appraisal experience _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ My worst appraisal experience _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ___________________________________________________________________________________Best practices for successful appraisals _________________________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Group Activity Caroline Githinji - August 2010

Performance Discussion Process : 

Performance Discussion Process 1. Welcome the employee, and explain meeting purpose 2. Review previous work plan and development goals 3. Agree on new performance and development goals 4. Conclude by summarizing decisions made; thank employee Welcome Review Agree Conclude Feedback 5. Solicit feed-back from the employee Caroline Githinji - August 2010

Giving performance feedback : 

Giving performance feedback “I praise loudly, I blame softly.” Catherine the Great Performance feedback must be given Be clear on the intent of your feedback If you want to give feedback to get back at a person, it is not feedback. Feedback should be honest, direct and supported by concrete examples The feedback given should also focus on keeping the relationship intact Ensure that you choose the right time to give feedback You are not responsible for the emotions your feedback might evoke in the other person, but you need to address and respect the emotion If you are angry or hurt, wait until you are ready to formulate the words in such a way that they are direct, honest and supported by concrete examples. Don’t forget the positive attributes, behaviour or contributions of the person. Caroline Githinji - August 2010

Giving difficult feedback : 

Giving difficult feedback Always criticise the action not the person. This is more dispassionate and less accusatory. Never criticise the person, rather something they have done that doesn't meet your approval. Always give specifics and avoid sweeping generalisations. It is the examples and details that contain the learning.   Always give suggestions on what the person can do to improve. The solutions are the keys or building blocks of constructive criticism.   Always invite the other person to join you in thinking of ideas to improve. Don't make it a monologue where you make all the suggestions.   Always be assertive in your feedback in an honest straightforward way. Avoid half truths, gossip and bringing in other peoples names.   Always give difficult feedback in private and never in front of others. Public criticism will humiliate the person and bystanders will often take sides - and it might not be yours! Caroline Githinji - August 2010

How should we convey our message? : 

How should we convey our message? Judgmental Feedback 1. You are uncooperative. 2. You are disruptive. 3. You are immature. 4. You are committed. 5. You have good leadership skills. Behavioral Feedback 1. You were unwilling to reschedule the meeting. 2. You made inappropriate remarks at the meeting. 3. You stop contributing when others disagree with you. 4. You are flexible when we have tight deadlines. 5. You have improved the performance of your staff. Caroline Githinji - August 2010

Positive Feedback : 

Positive Feedback “That was great! Brilliant! Absolutely fantastic! Well Done!” “I think you have completed an excellent piece of work there. I particularly like the section where you pointed out the changes in sales forecasting.” Caroline Githinji - August 2010

Slide 26: 

Summary Performance Management (PM) is an ongoing, every day process Rewarding and celebrating great performance is as important as proactively managing poor performance The PM process is an enabler to building a performance culture Focus at mid year and year end review time should always be on having high quality conversations about performance, development and career planning Personal development is a joint responsibility between the individual and his / her manager Caroline Githinji - August 2010

Slide 27: 

The PDP’s must be owned by the individual The PDP’s must be focused The PDP’s must be specific and actionable The PDP’s must be a ‘live’ document The PDP’s should be linked to individuals’ career aspirations or objectives Hints and Tips on Personal Development Plans (PDP’s) Caroline Githinji - August 2010

Slide 28: 

PERFORMANCE = Ability x Motivation x Opportunity x Direction Parting shot! Remember Caroline Githinji - August 2010

Slide 29: 

Closing & Workshop Evaluation Caroline Githinji - August 2010