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Performance Planning: Presented By, Sisira

Performance planning is the first step of performance management. It involves determining job expectations and how success will be defined and measured. The key aspects of performance planning are agreeing on objectives, work plans, and performance standards. It also includes preparing a personal development plan. The performance planning process involves employees formulating objectives in consultation with supervisors. Regular evaluation of performance management ensures expectations are understood and the process is effective.

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324 views36 pages

Performance Planning: Presented By, Sisira

Performance planning is the first step of performance management. It involves determining job expectations and how success will be defined and measured. The key aspects of performance planning are agreeing on objectives, work plans, and performance standards. It also includes preparing a personal development plan. The performance planning process involves employees formulating objectives in consultation with supervisors. Regular evaluation of performance management ensures expectations are understood and the process is effective.

Uploaded by

rashmi_shantikumar
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Performance planning

Presented by,
Sisira
Performance Management
• An iterative process of observation
and communication to support, retain
and develop employees for
organizational
• success.
• performance management is the process
of planning performance, appraising
performance, giving its feedback and
counselling an employee to improve
his performance.
performance planning

• It is the first step of


performance
management.
• It is the process of
determining what and
how a job is to be done
in such a manner that
both the employee and
his superior understand
what
• Is expected from the
employee and
• how success is defined
and measured .
Contd….
• Performance planning consists of a joint
exploration of what individuals are
expected to do and know how they are
expected to behave to meet the
requirements of their role and develop
their skills and capabilities.
• It also deals with how their managers will
provide the support and guidance they
need.
Contd….
• The performance aspect of the plan obtains
agreement on what has to be done to
achieve objectives, raise standards and
improve performance.
• It also establishes priorities – the key
aspects of the job to which attention has
to be given.
Contd….
These could be described as :-
•

• Work plans
• Programmes of work for achieving targets
• Improving performance
• Completing projects
Contd…..
• Agreement is also reached at this stage on how
performance will be measured and the
evidence that will be used to establish levels
of competence.
• It is important that these measures and
evidence requirements should be identified
and fully agreed now because they will be
used by individuals as well as managers to
monitor and demonstrate achievements.
.
Development planning
• For individuals, this stage includes the preparation and
agreement of a personal development plan.
• Provides as a learning action plan.
• It includes formal training, and also incorporates a
wider set of development activities such as
ü self- managed learning,
ü Coaching
ü Mentoring
ü project work
ü job enlargement
ü job enrichment.
Contd…
• It focuses on development in the current
job- to improve the ability to perform it
well and also, to enable individuals to
take on wider responsibilities, extending
their capacity to undertake a broader
role.
• It helps in continuous development.
Work plans
• Work plans set out how objectives are to be
attained.
• They define programmes of work for
achieving targets,improving performance
or completing projects.
• Gives importance to the key aspects of the
job to which attention has to be given or
the order of importance of the various
projects.
•
Contd….
• The aim is to ensure that the meaning of the
objectives and performance standards as
they apply to everyday work is
understood.
• They are the basis for converting aims into
action.
Preparing and recording the plans

• Should be prepared on the basis of the


outcome of periodical review meetings.
• These should compare actual performance
with the agreed objectives and standards
and the outcome and effectiveness of
previously agreed development and work
plans.
• New agreements and plans can also be
made in the light of these reviews.
The performance agreement
Performance agreements define:-
•

Ø Role requirements – these are set out in the


form of the key result areas of the role :
what the role holder is expected to
achieve (outputs and outcomes).
Ø Objectives in the form of targets and
standards of performance.
Contd…
• Performance measures and indicators to
assess the extent to which objectives and
standards of performance have been
achieved.
• Knowledge, skill and competence –
defintions of what role holders have to
know and able to do and of how they are
expected to behave in particular aspects
of their role.
Contd…
• Corporate core values or requirements –
the performance agreement may also
refer to the core values of the org. for
quality, customer service, team
working,employee development.
• A performance plan – a work plan that
specifies what needs to be done to
improve performance.
Contd….
• A personal development plan – specifies
what individuals need to do with support
from their manager to develop their
knowledge and skills.
• Process details – How and when
performance will be reviewed and a
revised performance agreement
concluded.
performance planning process
• In consultation with
the superior,the
employee
formulates his job
objectives keeping
in view the
organizational/unit
objectives.
Contd…..
• During this session, each objective and its
contribution to organisational objectives is
discussed.
• If any development activities that will be
required by the employee are worked out.
• Once performance plan is established, it is the
responsibility of the employee to carry out
the objectives and other responsibilities
specified in the plan.
Evaluation of performance
management
• It is clearly important to monitor the
introduction of performance management
very carefully.
• It is equally vital to continue to monitor and
evaluate it regularly.
Method
• The best method of monitoring and
evaluation is to ask those involved –
managers and individuals – how it
worked.
• The evaluation can be carried out by
members of a project team and / or by the
HR function.
Contd….
• Individual interviews and focus group
discussions can be supplemented by a
special survey of reactions to performance
management, which could be completed
anonymously by all managers and staff.
• The results should be fed back to all concerned
and analyzed to assess the need for any
amendments to the process or further
training requirements.
A Typical Approach
•

Monitoring could be carried out by :


•

v
vrecording and analysing performance
assessments , which helps establish
how ,managers are using performance
management;
Contd….
• One- to-one interviews
with managers,
identifying how they
are finding the
experience of
performance
management and
where they need
more support.
Contd….
•
• Employ attitude surveys and focused
discussion groups.
•
• Reviewing improvements in the
performance of the organization.
Contd….
• To maintain high standards it was deemed
necessary to :
ü Maintain training in performance mngmnt for all
new staff (including individuals who were
promoted to mngmnt posts);
ü Top up training to keep the principles and
practices fresh;
ü Use one-to-one coaching where necessary;
ü Conduct workshops for managers to share their
experiences.
POINTS TO BE COVERED
• The questions that should be answered in an
evaluation of performance mngmnt are :
•Performance agreements

Ø Are performance agreements being completed


properly ?
Ø Do they generally spell out realistic objectives,
attribute and competence requirements,
work plans and performance improvement
and development plans ?
Objectives

Ø
Ø Are objectives being agreed properly ?
Ø Are they related clearly to key result
areas?
Ø Do they generally meet agreed criteria for
good objectives, i.e. are they demanding
but attainable, relevant, measurable,
agreed and time based ?
Contd….
•
• Are they integrated with organizational and
departmental objectives ?
• Are individuals and teams given scope to
contribute to the formulation of higher –
level objectives ?
Performance Standards
•
•
• Are performance standards agreed for key
aspects of the job where time – based and
quantifiable objectives cannot be set ?
Performance Measures
.
•

• Are appropriate performance measures


being agreed?
•

Feedback
•

• Are managers providing good feedback


throughout the year as well as during
formal review meetings ?
Performance reviews
• Are both managers and individuals
preparing properly for performance
review meetings ?
• How well are managers conducting such
meetings, with particular reference to :
üCreating the right atmosphere.
üDiscussing performance not personality
üBeing positive – facing up to situations
•Motivation .
• How effective has performance
management been in motivating
employees?
•Development

• How effective has performance


management been in developing skills
and capabilities ?
• How well have managers and team leaders
carried out their role as coach,counsellor
and mentor ?
•Ratings
.
• Have ratings been fair and consistently
applied ?
•Performance related pay

• Do managers and employees feel that


rewards under the performance related
pay scheme are properly and fairly linked
to their performance?
Documentation
•
.
• How well have the performance
management forms been completed?
•

Briefing and Training


•

• How effective have the briefing and training


programmes been ?
•
.
•
•

•
THANK YOU

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