Performance Management 2

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By: pioneer123 (131 month(s) ago)

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Performance Management:

Performance Management NERCOMP Conference October 27, 2005 The International Bolton, MA

Focus of Performance Management:

2 Focus of Performance Management Progress and success toward goal achievement

Assessing Needs:

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


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

Why Do Performance Management?:

5 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

Reflecting on Performance Discussions:

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

What Do Employees Want?:

7 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

Elements and Outcomes:

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

Listening Skills:

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

Active Listening:

10 Active Listening Reflection Reiteration/Paraphrase Body Language Elaboration Acknowledgement

Coaching Skills:

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


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

Giving Feedback:

13 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

Receiving Feedback:

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

Communicating Effectively:

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

Problem Solving:

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

Goal Setting:

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


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


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

A Final Thought:

20 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

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