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Performance Management Guide

Performance management (PM) is a process which enables managers to set targets, measure and review performance and repeat this cycle to support the achievement of organisational, team and individual goals. There is often a gap between current and target levels of performance. An effective performance management process helps managers to identify what the gap is and take action to improve the knowledge, skills and competencies of the individuals being performance managed.

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68 views1 page

Performance Management Guide

Performance management (PM) is a process which enables managers to set targets, measure and review performance and repeat this cycle to support the achievement of organisational, team and individual goals. There is often a gap between current and target levels of performance. An effective performance management process helps managers to identify what the gap is and take action to improve the knowledge, skills and competencies of the individuals being performance managed.

Uploaded by

Nyeko Francis
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Best Practice Guide

Performance Management
Introduction

Performance management (PM) is a process which enables managers to set targets,


measure and review performance and repeat this cycle to support the achievement
of organisational, team and individual goals.
There is often a gap between current and target levels of performance. An effective
performance management process helps managers to identify what the gap is and
take action to improve the knowledge, skills and competencies of the individuals
being performance managed.
What does performance
management include?
A Process based on outcomes and
required behaviours
A clear link to the vision, aims and goals of the
organisation or business unit
Clear definitions of the competencies and roles of
those being performance managed
Identification of the gaps in skills, knowledge
and behaviours of individuals, teams and the
organisation and how these will be met

A change in focus from being busy (activities) to


being effective (outcomes)
Improvement in communication and teamwork
through sharing information on progress,
outcomes and issues
Recognition of performance as an ongoing
process, rather than a singular event
Getting ready to implement PM
Prior to implementing PM, consideration needs to
be given to particular issues:

A system to record, link and monitor performance

Unclear vision, aims and objectives

A method of reviewing whether outcomes


have been met and behaviours adjusted to
meet specified requirements

Rate of change in markets, products and


systems;

Benefits of Managing Performance

Management culture which is closed and focused


more on instruction rather than collaboration

Managing performance is all about encouraging


people to be the best they can be and providing
them with the resources to achieve.
Benefits include:
Increased accountability;
A focus on objectives, goals, targets and results
rather than personalities
Equitable treatment of employees as the focus is
on what can be and is achieved
Increased focus from employees on actions that
support the vision and goals of the organisation

Lack of clarity in roles and responsibilities;

Skills and approach of managers directed at


finding fault rather than addressing areas of
concern
If any of the concerns above are given as reasons
for not using performance management then
consideration should be given to addressing these
attitudes and behaviours which will be holding the
organisation back.

Using the National Standards to Develop


a Performance Management System
The Performance Management
Process
This best practice guide focuses on the process
of putting in place a performance management
system using the National Occupational Standards
(NOS) as a guide.
Identify current situation
The starting point for developing a performance
management system is identifying where you are
currently and how your organisation is performing.
This will require an open dialogue between
managers, staff and other stakeholders such as
customers and suppliers. Use unit B2 of the NOS
as a guide.
Review/Audit systems and processes
Are the organisations systems and processes aligned
to meet the needs of your customers? You may be
externally audited through IIP, ISO, and CSCI etc.
Each of these processes will provide measures of
performance. Use this information and feedback
from internal/external customers to identify what is
and is not effective. See unit B2.
Identify where you want to be?
What direction does the organisation need to
take? Units B3 and B4 act as process checklists
to ensure you develop a vision, aim and objectives
which are sustainable and linked to the
business plan.
Define roles and responsibilities
Are there clear role profiles for each member of your
team? The NOS provide guidance on the range
of competencies for managers and leaders at all
levels. Audit the list of units to identify the activities
and processes each manager needs to follow.
Establish Performance Measures/Criteria
Once you have a clear idea of what you want to
achieve at an organisational level, decide on the
intended outcomes and the behaviours to be
demonstrated. These can be linked directly to
the NOS.

Performance Appraisal/Review
There are numerous systems which have been
designed and developed to record performance,
including web based solutions, multi page paper
based systems, 360 degree appraisals and informal
job chats. It is important to decide which system is
most appropriate for you.
Although it is important to acknowledge past
performance, it is more important to identify and set
clearly defined targets and objectives and monitor
these through ensuring the objectives set are
SMART.
The action plan needs to describe the changes in
skills, knowledge and behaviours, and the support
that will be provided in order to help people move
towards effective performance.
Beware of allowing the appraisal system to
dictate how appraisals are conducted. A highly
bureaucratic form-based system can lead to a
process whereby managers merely tick boxes and
do little else. A good appraisal system provides the
tools to enable the much more important process of
dialogue between manager and employee to occur.
It takes time, effort and commitment to develop
a system that supports and guides everyone to
improved performance. In the early stages of the
development of the system it is important that
there are regular reviews to increase ownership and
effectiveness as much as possible.
Working With People Unit D6
This is a NOS unit that has been specifically
developed to help managers use the performance
management system to support improved
performance in their organisation. This unit, and unit
D5 (for Team Leaders), focuses on the outcomes
and behaviours of managers whose role it is to
allocate and monitor the progress and quality of
work in their area of responsibility.

The Management Standards Centre


T: 020 7240 2826
E: [email protected]
W: www.management-standards.org

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