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What Is Performance Management?

The document provides information on performance management. It begins with definitions of performance management as the process of enabling people to perform to the best of their abilities through communication and feedback. It discusses why managing performance is important for delivering objectives. The document then provides some key principles of performance management including communication, review, and feedback. It lists some tools and resources for performance management training and policies. Finally, it includes a performance health check questionnaire.

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Bishyer Amit
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95 views

What Is Performance Management?

The document provides information on performance management. It begins with definitions of performance management as the process of enabling people to perform to the best of their abilities through communication and feedback. It discusses why managing performance is important for delivering objectives. The document then provides some key principles of performance management including communication, review, and feedback. It lists some tools and resources for performance management training and policies. Finally, it includes a performance health check questionnaire.

Uploaded by

Bishyer Amit
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Contents

1. What is Performance Management 2. Key principles 3. Tools and Resources 4. Performance Management

1. What is Performance Management?


Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. It is the main vehicle by which managers communicate what is required from employees and give feedback on how well they are achieving job goals (CIPD, 2009). It brings together many of the elements that make up the practice of people management, including in particular learning and development. Performance management establishes shared understanding of what is to be achieved and provides an approach to leading and developing people that will ensure it is achieved; as such it is an essential element of your role and will support your relationship with individuals in your team.

Why manage performance?


As a manager, you need to adopt performance management practices that will facilitate continuous review and ongoing development of your department/ team in order to deliver departmental/faculty and University objectives. The underlying assumption is that by managing the performance of the individual and team, departmental and organisational performance will follow and by raising individual and team levels of performance, organizational performance will also improve. Equally when performance of individuals is not managed, this can lead to frustration and discontent amongst team members. The department for Business Innovation and Skills recently calculated that disengaged employees cost the UK economy between 59.4 and 64.7 billion.

Why dont people do what theyre supposed to do?


Perhaps because they dont know why they should do it they dont know what theyre supposed to do they dont know how to do it they think your way will not work they think their way is better they think something else is more important there is no positive consequence to them for doing it

they think they are doing it they are rewarded for not doing it there is - or they anticipate a negative consequence for doing it there is no negative consequence to them for unacceptable performance they dont have the resources to do it obstacles beyond their control Performance management is a whole work system that begins when a job is defined as needed and starts from the assumption that most people want to perform well. Performance management is about helping your team to perform well and removing any obstacles to this.

Managing your own performance


To manage the performance of others, first you need to: Be aware and understand your impact on others Be clear about your priorities Manage your time Understand and manage your own levels of stress/workplace stressors

2 Key principles
Performance management in its broadest sense exists when the following activities are embedded by managers: Communication, regular review and feedback are atthe heart of good performance management systems
Communication Recruitment Planning PDR Reward and Recognition

Tools and Resources


The Development & Training team offer a number of session that support effective performance management

The following Management Essentials training courses are relevant: Recruitment & Selection Professional Development Review Training (PDR) Performance Management Sickness Absence Management Handling Disciplinary and Grievance Cases For more information see the University Staff Development Programme or speak to a member of the Development & Training Team HR Policies and guidance are available on the staff website and include: Recruitment & Selection PDR Staff Development Sickness Absence Stress Management Guidelines Discipline and Conduct Employee Engagement Strateg y

Other Resources
Performance Management Pocketbook The Investors in People website/ IiP interactive has a section of resources at the following link:

The CIPD has a range of resources at:

Performance Health Check


Key 3 = Working well ? = Unsure/could be improved 8 = Not working well Consideration 3 Action

Recruitment & Selection 1. All team members have up to date job descriptions and I regularly consider what is needed for the role each time we recruit 2. Robust recruitment processes are in place to ensure we get the right candidate for the job 3. Effective induction arrangements ensure new staffare aware of standards & expectations 4. I use the probation process to review progress and performance in the new role

5. Exit interviews are conducted to harness knowledge of the role & reasons for leaving Planning & Direction 1. I translate MMU/Department strategy, mission, vision & values to all team members 2. I ensure all team members understand what the Departments priorities & objectives are 3. I involve staff in identifying objectives and creating annual departmental plans 4. I regularly review team objectives to ensure we are on track and keep the team informed of progress and changes in priorities 5. I share my performance objectives with the team to provide clarity & direction

PDR 1. I conduct annual PDR meetings with all team members 2. All team members have up to date challenging but realistic individual objectives (SMART) 3. All team members understand what the team/departmental priorities/objectives are and how their individual objectives contribute 4. I review objectives and outcomes with individuals regularly and whenever there is a change in circumstances 5. I discuss what support individuals may need and agree staff development needs/ objectives

Key 3 = Working well ? = Unsure/could be improved 8 = Not working well Consideration 3 Action Needed

?8

Staff Development 1. I identify and ensure that staff development priorities are aligned to team/departmental. Objectives 2. All team members have a personalcdevelopment plan 3. I talk to team members about their likes/ dislikes, strengths and weaknesses and encourage them to identify their own development needs 4. I help my team to consider their individual learning styles and think creatively about different ways of learning 5. I have regular coaching conversations with individual team members Communication 1. I provide regular opportunities for constructive 2 way dialogue and feedback 2. Team meetings and team briefings take place on a regular basis 3. I have regular 1-1 meetings to review achievements and progress 4. Staff would say that they feel engaged and involved in making appropriate team Decisions. 5. I keep my team informed of what is happening at MMU

Reward & Giving Recognition 1. I regularly review and communicate individual and team achievements 2. I personally ensure that individuals are thanked for their contributions and receive recognition. 3. We always celebrate successes (Individual & Team) 4. I ensure staff are aware of MMU reward processes and benefits And finally.

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