ABC Manage people performance

Introduction

Organizations try to manage the performance of each employee, team and process and even of the organization itself. The performance management process is very similar, regardless of where it is applied. Information in this topic describes the general performance management process. The information is customized for each application in the topics Employee Performance Management, Group Performance Management and Organizational Performance Management.

Overall Goal and Focuses of Performance Management

The overall goal of performance management is to ensure that the organization and all of its subsystems (processes, departments, teams, employees, etc.) are working together in an optimum fashion to achieve the results desired by the organization.

Overall Performance Management system of ABC System

ABC System

1. Review organizational goals to associate preferred organizational results in terms of units of performance, that is, quantity, quality, cost or timeliness (note that the result itself is therefore a measure)

2. Specify desired results for the domain — as guidance, focus on results needed by other domains (e.g., products or services need by internal or external customers)

3. Ensure the domain’s desired results directly contribute to the organization’s results

4. Weight, or prioritize, the domain’s desired results

5. Identify first-level measures to evaluate if and how well the domain’s desired results were achieved

6. Identify more specific measures for each first-level measure if necessary

7. Identify standards for evaluating how well the desired results were achieved (e.g., “below expectations”, “meets expectations” and “exceeds expectations”)

8. Document a performance plan — including desired results, measures and standards

9. Conduct ongoing observations and measurements to track performance

10. Exchange ongoing feedback about performance

11. Conduct a performance appraisal (sometimes called performance review)

12. If performance meets the desired performance standard, then reward for performance (the nature of the reward depends on the domain)

13. If performance does not meet the desired performance standards, then develop or update a performance development plan to address the performance gap* (See Notes 1 and 2)

14. Repeat steps 9 to 13 until performance is acceptable, standards are changed, the domain is replaced, management decides to do nothing, etc.

The typical performance management process includes some or all of the following steps, whether in performance management of organizations, subsystems, processes, etc. Note that how the steps are carried out can vary widely, depending on the focus of the performance efforts and who is in charge of carrying it out. For example, an economist might identify financial results, such as return on investment, profit rate, etc. An industrial psychologist might identify more human-based results, such as employee productivity.

The following steps are described more fully in the topics Performance Plan, Performance Appraisal and Development Plan, including through use of an example application. The steps are generally followed in sequence, but rarely followed in exact sequence. Results from one step can be used to immediately update or modify earlier steps. For example, the performance plan itself may be updated as a result of lessons learned during the ongoing observation, measurement and feedback step.

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ely update or modify earlier steps. For example, the performance plan itself may be updated as a result of lessons learned during the ongoing observation, measurement and feedback step.

Alignment between business goal and performance management system

To align departmental goals with overall organizational strategies, Business Improvement Architects applies the Strategic Thinking Process. Strategic Thinking is a comprehensive planning model that includes innovation, strategic planning and operational planning.

The starting point of our process is the organization’s vision and key strategies. From there we work with the management team to review their organizational structure, key areas of focus, prioritized organizational objectives, measurable departmental goals and action plans. By taking the planning down to the implementation level we are able to link vision with action plans and enhance employee motivation.

How performance management was conducted in the company

Performance management was conducted using performance appraisals. ABC company was using the appraisals to see whether staff were meeting standards. Allex was performing very poorly and Sarah was performing very well.

The performance communication process is essential for promoting personal success and fostering a collaborative culture on campus. Discussions about performance help supervisors gain insight into their employees’ strengths and abilities, and allows them to recognize achievements and evaluate job progress. Feedback from this process aids in the development of effective training programs to further expand knowledge and skills.

Formal and informal feedback procedure

Formal Methods

Formal Feedback Session – this is formal interview or meeting sessions which help to discuss the issues or problems of the workers performance. This is good for giving the employee feedback and also getting useful information.

Performance Appraisals – these are a type of form or feedback survey which are used to give the employees feedback about their performance. These are very formal and are usually done every 6 months.

Interview with staff – the manager should have an interview with the staff about their performance. This could be a 10 minute interview, to discuss the strengths and weaknesses of their performance.

Informal Methods

Socialising Outside of Work – casual chats and discussions can lead to good feedback. This is also a more casual way of encouraging workers, without making them feel bad.

Showing the employee comments from customers – this can be difficult as some customers over-react, however this can be a good way of showing the employee how customers feel.

Discussion in team meetings – this is a casual discussion about performance and strategies of different staff. The manager can use this to tell staff where they can improve in and what they need to do better.

Performance documents for individual staff in ABC Company

ABC used performance review reports for 2 employees, Allex and Sarah.

Finding and keeping good staff is a challenge for most businesses. Conducting performance reviews is an effective way to recognise and reward staff contributions,…

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