Introduction

MBA (HRM) 5th

Performance Management
Performance Planning and Development
Discussion 06
16-05-2013
By
Faseeh Ur Rehman
ffaseeh@gmail.com
ISP, Multan

Contents
Performance Management Discussion
Role Profiles
Objective Setting
Performance Measures and Assessment
Performance Planning
Development Planning
The Performance Agreement
Performance and Development Planning - Checklist

Objective Setting Checklist

Has the objective-setting process been based on an agreed and upto-date role profile that sets out key result areas?
Has objective setting been carried out jointly with your manager?
Are your standards and targets clearly related to the key result
areas in your role profile?
Do your objectives clearly and specifically support the
achievement of your team and functional objectives and,
ultimately, corporate objectives. If so, how?
Are your objectives specific?
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Objective Setting Checklist Cont.

Do they provide some challenge to you?
Are they realistic and attainable?
Has a time limit for their achievement been agreed?
How will you know that your objectives have been achieved?
Have any problems you may meet in attaining your objectives
been identified and has action to overcome these problems been
agreed?

Performance Measures and

Assessment

Performance Measures and Assessment

Measurement and assessment issues
Outputs and Outcomes
Inputs

Performance Measures and Assessment

Measurement and assessment issues
If you cant measure it, you cant manage it
What gets measured gets done (Peter Drucker; Edwards
Deming).
Not everything that counts can be counted, and not everything
that can be counted counts (Albert Einstein).
Certainly, you cannot improve performance until you know what
present performance is.

Performance Measures and Assessment

Outputs and Outcomes
An output is a result that can be measured quantifiably, while an
outcome is a visible effect that is the result of effort but cannot
necessarily be measured in quantified terms.
There are components in all jobs that are difficult to measure
quantifiably as outputs. But all jobs produce outcomes even if
they are not quantified. It is therefore often necessary to measure
performance by reference to what outcomes have been attained in
comparison with what outcomes were expected, and the outcomes
may be expressed in qualitative terms as a standard or level of
competence to be attained.
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Performance Measures and Assessment

Outputs and Outcomes Cont.
Output measures include:
Financial measures income, shareholder value, added value,
rates of return, costs
Units produced or processed, throughput
Level of take-up of a service
Sales, new accounts
Time measures speed of response or turnaround, achievements
compared with timetables, amount of backlog, time to market,
delivery times
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Performance Measures and Assessment

Outputs and Outcomes Cont.
Outcome measures include:
Attainment of a standard (quality, level of service etc)
Changes in behavior
Completion of work/project
Acquisition and effective use of additional knowledge and skills
Reaction judgment by others, colleagues, internal and external
customers

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Performance Measures and Assessment

Inputs
However, when assessing performance it is also necessary to consider
inputs in the shape of the degree of knowledge and skill attained
and behavior that is demonstrably in line with the standards set
out in competency frameworks and statements of core values

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Performance Measures and Assessment

Inputs Cont.
Assessing competency
Positive and negative indicators for competency headings in a
framework can be devised and used as the basis for assessments in
the following example for leadership.

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Performance Measures and Assessment

Inputs Cont.
Positive indicators
Achieves high level of performance from team.
Defines objectives, plans and expectations clearly.
Continually monitors performance and provides good feedback.
Maintains effective relationships with individuals and the team as
a whole.
Develops a sense of common purpose in the team.
Builds team morale and effectively motivates individual members
of the team by recognizing their contribution while taking
appropriate action to deal with poor performers.
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Performance Measures and Assessment

Inputs Cont.
Negative indicators
Does not achieve high levels of performance from team.
Fails to clarify objectives or standards of performance.
Pays insufficient attention to the needs of individuals and the
team.
Neither monitors nor provides effective feedback on performance.
Inconsistent in rewarding good performance or taking action to
deal with poor performance.
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Performance Measures and Assessment

Inputs Cont.
Competencies can also be set out in the form of a scale to provide a
basis for assessment as in the following example for a personal
drive competency:
Decisive even under pressure, assertive and tough-minded in
arguing case, self-confident, shrugs off setbacks.
May reserve judgment where uncertain, but stands firm on
important points, aims for compromise, fairly resilient.
Avoids making rapid decisions, takes an impartial coordinator
role rather than pushing own ideas.
Does not pursue own ideas, goes along with the group, deterred by
criticisms and setbacks.
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Performance Measures and Assessment

Criteria for performance measures
Performance measures should:
be related to the strategic goals and measures that are
organizationally significant and drive business performance;
be relevant to and derived from the roles and objectives of the
individuals concerned;
focus on outputs, outcomes, inputs and behaviors that can be
clearly defined and for which evidence can be made available;
indicate the data or evidence that will be available as the basis for
measurement;
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Performance Measures and Assessment

Criteria for performance measures Cont.
be verifiable provide information that will confirm the extent to
which expectations have been met;
be as precise as possible in accordance with the purpose of the
measurement and the availability of data;
provide a sound basis for feedback and action;
be comprehensive, covering all the key aspects of performance so
that a family of measures is available, bearing in mind that
effective performance is measured not merely by the delivery of
results (however outstanding) in one area, but by delivering
satisfactory performance across all the measures.
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Performance Measures and Assessment

Use of Performance Measures
The CIPD survey of performance management in 2004 revealed
that, in order of importance, the following performance measures
were used by the respondents:
Achievement of objectives
Competence
Quality
Contribution to team
Customer care
Working relationships

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Performance Measures and Assessment

Use of Performance Measures Cont.
Productivity
Flexibility
Skills/Learning targets
Aligning personal objectives with organizational goals
Business awareness
Financial awareness

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Performance Measures and Assessment

Variations in Performance Measures
The focus and content of performance agreements and measures
will, of course, vary considerably between different occupations
and levels of management as shown in Figure.

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Performance Measures and Assessment

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Performance Measures and Assessment

Variations in Performance Measures Cont.
The focus for senior managers is likely to be based on definitions of
key result areas that spell out their personal responsibility for
growth, added value and results. The emphasis will largely be on
objectives in the form of quantified targets, with less prominence
given to competences. Their performance will be measured by
what they do to get results; how they do it will be less important,
as long as they avoid upsetting shareholders, the City or fellow
directors too much.

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Performance Measures and Assessment

Variations in Performance Measures Cont.
The performance of managers, team leaders and professional staff
generally will also be measured by reference to definitions of their
key result areas. The achievement of quantitative targets is still
important but more emphasis will be placed on competence
requirements. In some jobs continuing performance standards for
certain aspects of the work, which may not be quantified, will be
used.

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Performance Measures and Assessment

Variations in Performance Measures Cont.
In administrative, clerical and support jobs, performance measures
will be related to definitions of main tasks or key activities to
which continuing standards of performance (role or work
objectives) will be attached as the main means of measuring
performance. Output targets may, however, be set where they are
appropriate, for example number of cases to be dealt with per day.
Skill and competence requirements in line with the level of the job
will still be important.

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Performance Measures and Assessment

Variations in Performance Measures Cont.
The performance of production workers may be measured in
relation to work-measured standards for output or time taken
with additional reference to competence requirements. Sales staff
are a special case. Their performance is usually measured against
sales targets but competences in matters such as relating to
customers and providing good service will also be important.

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Performance Planning

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Performance Planning
The performance planning part of the performance management
sequence consists of a joint exploration of what individuals are
expected to do and know and how they are expected to behave to
meet the requirements of their role and develop their skills and
capabilities.

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Performance Planning Cont.

The plan also deals with how their managers will provide the
support and guidance they need. It is forward looking, although
an analysis of performance in the immediate past may provide
guidance on areas for improvement or development.

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Performance Planning Cont.

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. These could be described as
work plans, which set out programs of work for achieving targets,
improving performance or completing projects. They also
establish priorities the key aspects of the job to which attention
has to be given, or the order of importance of the various projects
or programs of work the individual is expected to undertake.

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Performance Planning Cont.

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.

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Performance Planning Cont.

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.

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Development Planning

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Development Planning
For individuals, this stage includes the preparation and agreement of
a personal development plan. This provides a learning action plan
for which they are responsible with the support of their managers
and the organization. It may include formal training but, more
importantly, it will incorporate a wider set of development
activities such as self-managed learning, coaching, mentoring,
project work, job enlargement and job enrichment. If multisource assessment (360-degree feedback) is practiced in the
organization this will be used to discuss development needs.

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Development Planning Cont.

The development plan records the actions agreed to improve
performance and to develop knowledge, skills and capabilities. It
is likely to focus on development in the current job to improve
the ability to perform it well and also, importantly, to enable
individuals to take on wider responsibilities, extending their
capacity to undertake a broader role. This plan therefore
contributes to the achievement of a policy of continuous
development, which is predicated on the belief that everyone is
capable of learning more and doing better in their jobs. But the
plan will also contribute to enhancing the potential of individuals
to carry out higher-level jobs.
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The Performance
Agreement

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The Performance Agreement

Performance agreements defined:
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).
Objectives in the form of targets and standards of performance.
Performance measures and indicators to assess the extent to
which objectives and standards of performance have been
achieved.
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The Performance Agreement Cont.

Performance agreements defined: Cont.
Knowledge, skill and competence definitions of what role
holders have to know and be able to do (competences) and of how
they are expected to behave in particular aspects of their role
(competencies). These definitions may be generic, having been
prepared for occupations or job families on an organization- or
function-wide basis. Role-specific profiles should, however, be
agreed, which express what individual role holders are expected to
know and do.

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The Performance Agreement Cont.

Performance agreements define: Cont.
Corporate core values or requirements the performance
agreement may also refer to the core values of the organization for
quality, customer service, team working, employee development
etc, which individuals are expected to uphold in carrying out their
work. Certain general operational requirements may also be
specified in such areas as health and safety, budgetary control,
cost reduction and security.

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The Performance Agreement Cont.

Performance agreements define: Cont.
A performance plan a work plan that specifies what needs to be
done to improve performance.
A personal development plan, which 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.
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Performance and
Development Planning Checklist
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P&D Planning - Checklist

To what extent have the following requirements been met?
Plans are based on an analysis of past performance and an
assessment of future demands (new skills to be acquired, new
tasks for the role holder, changes in the role or scope of the
function).
Managers encourage individuals to formulate for themselves
performance improvement and personal development plans.

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P&D Planning Checklist Cont.

Cont
Plans are finalized and agreed jointly by the manager and the
individual.
Plans set out clear objectives to be achieved by the individual with
whatever support is required from the manager the plans do not
spell out in too much detail how these objectives should be
achieved (as much scope as possible is allowed to individuals to
manage their own performance and learning).

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P&D Planning Checklist Cont.

Cont
The plans indicate the success criteria how the individual and
the manager will know that the desired results have been
achieved.
Individuals are empowered to the maximum degree possible to
implement the plans.
Provision is made for monitoring and reviewing progress without
being oppressive.

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To be Contd.

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