Team-building is a philosophy of job design in which employees are viewed as members of interdependent teams instead of as individual workers.

Performance Management for Teams is different to Team Building and it is also different to Performance Management for individuals. There are many different definitions of 'team building', but in most people's eyes it refers to an activity that helps develop the team in some way. The activities are introduced in the belief or hope that they will improve the way the group operates

Team Performance Management is focused directly on the achievement of the team's key business objectives. It bridges the gap between the team building 'enablers' and business performance. Team Performance Management is predicated on the following three principles: 1. Team Behaviours are different to Individual Behaviours. Most competency frameworks include "teamwork", but these usually refer to what an individual does within a team, not what a team does collectively together. Eg: whilst all the individuals in a team can behave in trustworthy ways, this does not guarantee that the team will build trust together - this is also dependent on other factors such as the environment they work in, or the team processes they use for communicating, deciding, rewarding, etc.. 2. The behaviours that make a team successful vary - from team to team and from time to time. 3. Team behaviours can be changed using a team performance management process. In essence, performance management involves establishing behavioural goals, measuring current behaviours to identify the gap between the current and desired behaviour profile, and then planning, implementing and monitoring changes in order to close that gap. There are both similarities and significant differences between performance management processes for individuals and teams. Performance management includes activities that ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas. In other words it is a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.

The term "Performance Management" is often used in two contexts: 1. A way of maximising performance of an individual, team or organisation 2. A process for dealing with underperforming individuals/ teams.

Performance Management involves the following process 1. Measurement which includes

Establishing performance measures Establishing measurable behavioural goals that will improve performance measuring current behaviours
2.

Appraisal which includes comparing the current behaviours with the behavioural goals and identify the main differences Action which includes For each difference, planning how to bring actual behaviours in line with the goals, in order to improve the performance implementing the plan

3.

4.

Monitoring which includes Checking that the new plans are being followed At an appropriate time, returning to the appraisal stage to assess the impact of the changes on the behavioural and performance measures