MANAGING PERFORMANCE

A business psychology perspective by Michael Wellin BA, MSc, C.Psychol.

MANAGING PERFORMANCE TOPICS

Setting targets

Communicating to get buy in

Identification of poor performers

Acting fairly if improved targets not met

SETTING TARGETS

PERFORMANCE MANAGEMENT OR MANAGING PERFORMANCE?

MANAGING PERFORMANCE

Continuous processAbout assessment, development & relationshipInvolves joint manager & employee understanding Relates to business goals & employee commitmentFocuses on behaviours which achieve outputs & results

PERFORMANCE MANAGEMENT

Annual / biannual discussion Mainly about manager assessing employeeManager does it to the employeeRelate to organisation business cycleIncreasingly based on competencies

SMART OBJECTIVESSpecific MeasurableAchievable RealisticTime specific

DELEGATIONAnalyse the Task Analyse the Person, Explain Reasons for Delegating Monitoring Process Review & Follow up

SETTING TARGETS

LATEST THINKING ABOUT MAXIMISING PERFORMANCE

TRADITIONAL FOCUS ON DEVELOPING WEAKNESSES Identify what person good at & not so good atFocus development on improving areas where not so goodOvercoming weaknesses will increase performance

‘First Break All the Rules’ Marcus Buckingham & Curt Coffman

NEW FOCUS ON MAXIMISING STRENGTHS Identify what person good at & not so good atFocus development on making best use of strengthsPutting people in jobs which use their strengths will increase enjoyment, commitment and performance

A SINGLE OBJECTIVE CAN TAKE MANY DIFFERENT SHAPES

Increase revenues from 5 major clients

Increase revenues from major clients by 20%

Increase profitability from major clients by 10%

Increase major client satisfaction with our services by 5% as measured by annual client survey

Formulate & execute key account plans for major clients

Fulfil role as ‘Trusted Business Advisor’ in all major clients

Introduce one new service to each major client

COMMUNICATING TO GET BUY IN

THE COMMITMENT HIERARCHY

WHAT IS EXPECTED FROM ME? Do I know what is expected from me?

Do I have the equipment and material I need?

AM I VALUED HERE? Does someone value me?

Are my efforts appreciated?

DO I BELONG HERE? Do my values match other

people’s & the organisations?

CAN I USE & GROW MY TALENT? Can I apply and grow more of my talents here?

LEVEL 4

LEVEL 3

LEVEL 2

LEVEL 1

Traditional Performance Management

Managing Understanding & Performance

GIVING FEEDBACK IN COACHING STYLE

MD “Should I tell this individual why I am taking them off the account following poor client feedback ?”

Tell it as it is, including how the client feels & ask the individual:What do you think might have caused the client to react as they have?What recent communications/interactions have you had with the client that might have caused them to react as they have? Could there be anything about your manner/style that they might have reacted to? Have you ever had anything similar?What have you learnt from this experience for the company/you to avoid future repetitions?

THE PERSONAL DEALTHE PERSONAL DEAL

WHAT I

GIVE YOU?

WHAT YOU

GIVE ME?

YOU ME

IDENTIFICATION OF POOR PERFORMERS

OBJECTIVES ARE THE ‘WHATWHAT’ OF BUSINESS PERFORMANCE THEY DESCRIBE TARGETED RESULTS AND OUTPUTS

e.g. install the new IT system by 21.09.08e.g. achieve high levels of customer satisfaction & repeat business

OBJECTIVES & COMPETENCIES TOGETHER DETERMINE OUR PERFORMANCE

COMPETENCIES ARE THE ‘HOWHOW’ OF BUSINESS PERFORMANCE THEY DESCRIBE THE BEHAVIOURS PEOPLE USE TO ACHIEVE

RESULTS e.g. create and use a project plan (for implementing the new IT system) e.g. listen, empathise with the customer’s issues & respond to them

EVALUATION ERRORS

OBJECTIVE ASSESSMENT STEPS

ACTING FAIRLY IF IMPROVED TARGETS

ARE NOT MET

REASONS FOR PERFORMANCE GAP

Personal ability e.g. not have the competency or knowledgeManager performance – e.g. not provided sufficient direction or resourcesEnvironment forces – e.g. department barriers, change in market demandPersonal circumstances – e.g. family illnessMotivation & commitment – e.g. stress, breach of psychological contract

FOUR INSPIRATIONAL LEADER QUALITIES

Robert Goffee & Gareth Jones

DELIVERING TOUGH MESSAGES

Plan the message

Tell it as it is

Give the reasons

Do not be drawn into an argument

Show empathy

Be optimistic & show respect

Summarise actions

BENEFITS OF MANAGING PERFORMANCE

Increase understanding

Identify talent

Empower and support

Develop talent

Increase performance

TO FIND OUT MORE

Contact Michael Wellin at Business Transformation Ltd.

E – mike@businesstransform.co.uk W- www.businesstransform.co.ukT - +44 (0) 20 7278 6006M- +44 (0) 7966 081192