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Managing

Organisational
Performance

Knowledge Sharing Session

INTRODUCTION

ABOUT US
OBJECTIVE
COURSE AGENDA
PARTICIPANTS
INTRODUCTION
PARTICIPANTS
EXPECTATIONS

http://workforcegroup.com/winstitute/

WHO WE ARE
Workforce Group (WG) is a leading provider of
cutting edge solutions that advance the practice of
Human Capital, Strategic Talent Management,
Leadership
and Organisational Development
interventions in Nigeria.
Founded in July 2004, our focus has been and
remain the integration of Human Capital and
Business Strategy. Our unique value is in the area of
defining the paradigms and talent practices that
result in a high-performance culture.

The company currently employs approximately 120


professionals, with offices in Lagos & Abuja and
representative offices in all the 6 geopolitical
regions in Nigeria.
We presently manage a pool of over 6, 000
Outsourced Staff nationwide on behalf of several
valued clients.

Our Unique Value Proposition to


Our Clients

Your
Business

Your
People

Our
Focus

WG Portfolio and Offerings


Its About Your Business

Strategic
Planning

Business
Modelling

Execution
Management

Organisational
Effectiveness

Organisational
Diagnostic

Change
Management

Competency
Framework

Its About Your People

Integrated
Solution

Talent
Acquisition

Talent
Assessment

Talent
Verification

Talent
Engagement

Talent
Retention

Talent &
Leadership
Development

http://workforcegroup.com/winstitute/

OUR

TRACK RECORD

CLIENTS
Over 150 Companies have chosen us

FINANCIAL

FMCG

OIL & GAS

GOVERNMENT

BANKING SECTOR

and many more

TELCOM SECTOR

OIL AND GAS

FMCG

PUBLIC SECTOR

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A comprehensive approach to managing


effective performance across an organisation.
14

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Objectives

At the end of this session, we should:


1. Have a better understanding of the Performance
Management Process and how it works.
2. Be better prepared to drive organisational results
and employee engagement
3. Be capable of cascading organization goals and
unit goals to individuals.
4. Be able to identify and deal with some of the
common challenges of the performance
management system

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Session
Agenda

Overview of Performance Management (PM)


Managing Corporate and Individual Performance
Role of managers and senior management in PM
Common signs that your performance Management
system may need to be overhauled
Quick tips for improving your PMS
Q&A

Introduction

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Performance
Management

Performance management is one of the


discussions are one of the most
frequently criticised talent management
practice.

With criticisms ranging from them being


an
enormous
waste
of
time,
demotivational, to lack of transparency
and in extreme situations having a
destructive impact on the relationship
between managers and their line reports.

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Performance
Management

When done well, it can boost the performance and


productivity levels of your people by raising their
standards of achievement to new heights and increasing
moral, motivation and engagement within your
company.
When it goes wrong, it can demoralise, de-motivate and
cause people to underperform resulting in a detrimental
effect on your bottom line.

Meet Tunde Joseph


He is a 28 year mid
level officer in the HR
department of a
manufacturing firm.
Tunde is a 1st class
class economics
graduate with various
HR certifications.
He is ambitious and
highly driven

Wow, Tunde
seems like the
perfect hire

He is unclear about
the goals of the
organisation
Business
expectataions from
him and his unit also
unclear.
He received little or
no feedback on his
performance except
at the yearly
performance review.
No delibrate system
to develop him or his
career.

Disengaged

I Desperately
Want to Know?
What is expected of me and
how i impact on the big
picture?

The biggest
mistake
is
assuming people know the
answer to this question.
You just cant afford to assume

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Performance
Management

Why Manage Performance?


Provide a link between work planning for individual staff
members and overall department and organizational goals
Help staff members understand their job responsibilities and
improve job performance
Encourage and reward behaviors aligned with organizational
mission and goals
Recognize and reward staff member contributions, and foster
professional development and career growth
Increase productivity and employee engagement
Curb or redirect non-productive activities

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What
Effective
Performance Management?

A comprehensive process maximizing


engagement,
development, and performance of employees in the
employment lifecycle by:

Aligning employee work to organisational and department


goals/objectives
(line
of sight), defining
and
communicating performance expectations regularly

Proactively focusing on employee development, talent


and succession management

Linking performance to compensation, recognition, and


rewards.

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What
Is Performance Management?

Many people mistake performance appraisal for


performance management.
Actually, performance management is a much
bigger system, and is much more valuable to
managers and companies (and employees) than
performance appraisal.

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Performance
Management

Quotes

The job of a professional manager is not


to like people. It is not to change people.
It is to put their strengths to work. And
whether one approves of people or the
way they do their work, their
performance is the only thing that
counts.
- Peter Drucker,
My Years with General Motors

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Performance
Management

Management = getting work done through others


Managers performance is only as good as his/her
employees performance
Managers job = performance
management of others

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Levels
of Performance

Corporate
Teams
(units and
departments)
Individuals

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Performance
Management

A recent Rialto research discovered that in the absence of a


close tie to business strategy, individuals may develop skills
and abilities that are not helpful in achieving high
organisational performance or in the worst fail to develop
their skills at all.
In addition, the most effective performance goals are those
that are driven by the business strategy and are owned more
by line management rather than the HR function.

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Performance
Management

1. Aligning performance with


Strategic Goals of the
organization

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Performance
Management

And
2.

Continuous Process of
Identifying
Measuring
Developing
The performance of individuals and teams

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Performance
Management Component

Three critical components for effective process of performance


management
Performance
Management
Process

Performance
Management
Infrastructure

Logistic support and


performance management
administration

Performance management
cycle is continuous and
consistent

Performance
Management
Culture

Culture that is based on


performance
accountability

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Components
of The PM
Planning
Establish organisational strategy and
goals
Align goals of business units and
employee.
Determine performance level criteria

Execution
Career Development
Create Individual Development Plan
(IDP)
Talent Discussion (Development)

Review & Recognition


Identify Strengths and weaknesses.
(Gaps). Correlate promotions, bonuses
and performance

Berger Paint Mission


Corporate Values and Goals
Department Goals
Individual Goals

Create conditions that motivate


Eliminate performance problems
Achieve planned objectives
Update objectives
Maintain performance records
Provide continuous feedback
Provide developmental opportunities

Assessment
On-going feedback
Annual Performance assessment PA
and Performance Dialogue PD
Talent Discussion (Criteria)

Feedback Framework
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Feedback is an essential
component of a performance
culture
Most beneficial if ongoing
Intended to support staff
performance and
development
Applies to both positive
and constructive
situations
On-going feedback
ensures no surprises
Framework assists in
preparing to deliver feedback
effectively

Expectations

Consequences

Observations
Observations

Assessments

34

Managing Corporate Performance


with Balanced Scorecard

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Balances financial and non-financial measures


Balances short and long-term measures
Balances performance drivers (leading indicators) with
outcome measures (lagging indicators)
Leads to strategic focus and organizational alignment.

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4 Click
Perspectives
in Balanced Scorecard
Financial Perspective

The Strategy

If we succeed, how will we


look to our shareholders?
Customer Perspective
To achieve our vision, how
must we look to our
customers?
Internal Perspective
To satisfy our customers,
which processes must we excel
at?

Learning & Growth Perspective


To achieve our vision, how must
our organization learn and
improve?

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Strategy
and Balanced Scorecard

Mission
Why We
Exist

Vision
What We
Want to Be

Values
Whats
Important to
Us

Strategy Map
: Translate the
Strategy
Strategy :
Our Game
Plan

Strategic
Outcomes
Satisfied
Shareholders
Delighted
Customers

Balanced
Scorecard :
Measure and
Focus

Excellent
Processes
Motivated
Workforce

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Strategy
Map Framework
Long-term Shareholder
Value
Cost Efficiency

Revenue Growth

Financial

Price

Quality

Service

Availability

Brand

Customer

Internal Process

Operations
Management
Processes

Customer
Management
Processes

Innovation
Processes

Regulatory
and Social
Processes

Learning & Growth


Human Capital

Organization Capital

Information Capital

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Financial
Perspective

In private companies, the financial perspective is the main


objective (ultimate goal) without having to sacrifice the
interests of other relevant stakeholders (community,
environment, government, etc.)

In the financial perspective, the strategic goal is the longterm shareholder value. This goal is driven by two factors,
namely : revenue growth and cost efficiency.

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Strategic
Objectives in Financial

Long-term
Shareholder Value

Cost Efficiency

Revenue Growth

Improve Cost Structure

Expand Revenue
Opportunities

Increase Asset Utilization

Enhance Customer Value

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Customer
Perspective

This perspective is very instrumental, because without customers,


how can a company survive?

Customer perspective covers the following elements:

Customer acquisition

Customer retention

Customer profitability

Market share

Customer satisfaction

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Strategic
Objectives in Customer

Customer Retention

Customer Profitability

Customer Satisfaction

Market Share

Customer Acquisition

Price

Quality

Service

Availability

Brand

Internal Process Perspective

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This perspective reflects the processes in key business that should


be optimized in order to meet the needs of the customers.

There are four main themes in this perspective, namely:

Operations Management Process

Customer Management Process

Innovation Process

Regulatory and Social Process

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Strategic
Objectives
in Internal Process

Operations
Management
Processes

Customer
Management
Processes

Processes that
produce and
deliver products
and services

Processes that
enhance
customer value

Innovation
Processes

Processes that
create new
products and
services

Supply

Selection

New Ideas

Production

Acquisition

R&D Portfolio

Distribution

Retention

Design/
Develop

Growth

Launch

Regulatory
and Social
Processes
Processes that
improve
communities
and the
environment
Environment
Safety &
Health
Employment
Community

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Learning
& Growth Perspective

This perspective reflects the capability that a company should


have, namely:

Human Capital

Organization Capital

Information Capital

This perspective shows us that good human resource


development system, organizational system and information
system forms a solid foundation for improving company
performance.

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Strategic
Objectives in Learning & Growth

Human Capital

Skills
Knowledge
Attitude

Organization
Capital

Culture
Leadership
Organization
Development

Information
Capital

Systems
Database
Networks

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Strategy
Map Template
Enhance Long-term
Shareholder Value
Improve
Cost Efficiency

Financial

Build High Performance


Products

Increase Revenue Growth

Expand
Market Share

Enhance
Brand Image

Customer

Achieve Operational
Excellence

Drive Demand
through Customer
Relation Management

Manage Dramatic
Growth through
Innovation

Implement Good
Environmental
Policy

Internal Process
Learning & Growth
Develop Strategic
Competencies

Build Learning
Culture

Expand Capabilities with


Technology

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Setting
Smart Goals

Agreeing on Expectations

S
M
A
R
T

Specific
Measurable
Agreed
Realistic
Time bound

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Think about your last


performance review:
nWhat thoughts come to
mind?
nWhat went right, what went
wrong?
nWhat can be improved?

Your Experience

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Avoiding
Bias in an Assessment

How far do I feel competent to judge my staffs performance objectively?


What evidence do I have to support my claim of objectivity?
Could I be guilty of any bias in my judgement?

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Bias
in Assessment

Safety avoiding negative comments in order to avoid conflict


Attribution failing to take account of the context in explaining others
failures
Blindspot failing to detect weaknesses as same weaknesses exist in the
assessor
Stereotyping/Prejudice allowing own beliefs to influence judgements

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Common signs that your performance


Management system may need to be overhauled!

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Employees
surprised

If your employees receive their annual performance evaluation and


are surprised by what they learn, its usually an indication that they
have not received timely feedback throughout the year. Surprised
employees quickly become disengaged employees.

Solution:
Educate managers on the need to provide prompt and continious
feedback to employees about their performance.
Employees are only able to improve performance when they have a
clear understanding of expectations and they have feedback to help
them track their progress.
Adopt systems that force regular performance discussions. MPR and
1:1 sessions.

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Everyone
gets a satisfactory rating

No organization is perfect and there will always be performancechallenged employees even in the highest performing groups. But,
managers often complain about employees, then rate their performance
as satisfactory or above. This entrenches a negative performance
management culture that is unfair to your strong performers.
Solution:
Call out poor performance when the employee has not met
expectations.
Recorgnise and reward start performers.
its important to consistently build a culture where managers accurately
assess performance.

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Top

When top leaders view themselves as immune to performance


evaluation duties, it sends a strong and clear message to the rest of
the team that feedback is not important. Everyone is watching.the
higher you sit in the organization, the more important it is to model
the behaviors you expect of others.
Research shows that 80% of performance management challenges
are related to poor executive engagement and that organizations
experience improved results when senior leaders held direct reports
accountable for coaching their employees.
Solution:
If you are a top-level leader, think about how you approach employee
performance. You can expect that the managers and supervisors who
are on your team will follow your lead.

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Rating
factors are meaningless

Its common to see factors like dependability or interpersonal


relations on evaluation forms. These factors are often poorly defined
and dont reflect what is truly important to the organization.
Solution:
Spend time to define what is important in your organization (corporate
performanc planning).
A compelling mission, meaningful values, strategic goals, or a
behavioral competency model all help define whats important.
Your feedback system should reinforce whats important. Without a
common focus, there is no basis for victory.

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NoClickone
can
get
5. or Everyone gets a 5.

If your performance management system calls for ratings on a five point


scale, for example, some managers believe employees have to walk on
water to earn a five, two outcomes result. First, top performers are
frustrated because they are being judged on an unfair standard. Second,
the scale is now essentially a four-level scale when the top level is never
used.
Solution:
Managers must be thought to perform objective fact based appraisals.
Employees must also be thought to track and keep records of their
performance

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Youre
too
busy
to manage performance

Some managers believe thay are to too busy to find time to give
employees feedback about their progress. Sadly, if they are too busy to
engage their line reports on their performance, they are clearly not
managing them properly and cannot leverage them effectively employees
as key resources.
Solution:
The best managers spend at least 20% of their time coaching and guiding
employees to achieve the big picture goals.
Ask yourself, what meetings, tasks, or projects should I delegate or just
stop doing so that I have time to spend supporting my employees?

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You
totitleget

Do you feel a mounting stress around evaluation time because it feels


like such a burden to get them done?
Does the Human Resources Department bug you about late evaluations?
Is there will always be something else more important to attend to?
Solution:
Managers should be encouraged to keep notes on a regular basis about
employees performance. Note their successes, challenges, and the
everyday outcomes. One note per week in a log or file is sufficient.
Managers who are diligent about their note-taking report that the
performance evaluation is easier to tackle. The contents of the file
become the content of the evaluation.

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Quick
Tips To Improve Performance Management

Start from the top by ensuring that corporate goals and objectives have
been clearly articulated.
Help employees understand how their performance ties to the
companys overall objectives. Help them see the big picture.
Ensure senior management leads the way
Train and re-train line managers to use the process.
Provide employees the opportunity to assess themselves.
Gather information from a variety of sources.
Provide regular feedback (performance and developmental discussions)
Provide continuing opportunities for employee development and
advancement
Link employee compensation and reward to performance

Primary Contact:

FOLUSO ARIBISALA
EXECUTIVE DIRECTOR

Workforce Group Limited


Swiss House, Plot 9, Block A,
Gbagada Industrial Scheme, Beside UPS
Gbagada Expressway, Lagos

Tel: (234) 803 307 5755


G/L: 01-2798941-2
Email: foluso.aribisala@workforcegroup.com

Thank You For Your Time

Thank You
for your attention