1 Performance Management Part 3 The Performance Management Process How to establish goals, objectives and KPI s
2 Agenda Review of what is Performance Management? Developing measures Goals, Objectives & KPI s SMART Goals
3 What is Performance Management? Aims to improve the organisation s and individual performance by linking individual objectives to the business strategies. Measures progress being made towards business objectives. Evaluates performance, identifies improvement, defines new objectives.
4 The Performance Management System Performance Standards Identify relevant standards Select Indicators Performance Measurement Refine indicators and define Measures Develop data systems Collect data Performance Management System Reporting of Progress Analyze data feedback to managers, staff, policy makers Develop a regular reporting cycle Quality Process Use data for decisions to improve policies, programs & outcomes Manage Change Create learning environment
5 Why review performance? Link overall business objectives to customised individual performance plans, to help employees understand how their actions and achievementslink with organisational goals and objectives Increase communication between people and their Manager regarding their performance, their development needs and their achievements. Provide a more objective and consistent process for decisions about rewards and career opportunities. Provide people with a picture of their short term achievements as well as a frame of reference for their long objectives.
6 Developing Measures Need to measure in order to manage Link to reward and recognition Team vs Individual id lbh behaviour Timing First 3 or 6 months Annual ongoing, link to business goals
7 Goals, Objectives and KPI s Three basic types of jobs: Task Driven based around important, ongoing, central tasks (eg Receptionist, Customer Services, Admin/support roles) Objective Driven based around finite objectives that normally have a specific beginning and end (management roles, project based roles) Target Driven where ongoing tasks have targets or objectives attached to them (business development, sales roles)
8 SMART Goals S Specific M Measurable A Achievable R Realistic T Timely
9 S Specific A goal is specific when it is clearly defined. To set a specific goal, ask the following questions: Who? Who is involved? What? What do I want to accomplish? Where? Identify a location. When? Establish a time frame. Which? Identify requirements and constraints. Why? Specify reasons, purpose, or benefits of accomplishing the goal.
10 M Measurable A goal is measurable when it can be quantified. Establish concrete criteria for measuring your progress toward the attainment of each goal you set. To determine if a goal is measurable, ask questions like: How much? How many? How will I know when it is accomplished?
11 A Achievable A goal is achievable when it is humanly possible to accomplish. When you identify goals that are most important to you, you begin to figure out ways you can make them come true. Possible to accomplish!
12 R Realistic A goal is realistic when it represents an objective toward which you are both willing and able to work. A goal can be both big and realistic; you are the only one who can decide how big your goal should be. But be sure that every goal represents substantial progress. Sometimes a big goal is easier to achieve than a small goal because the smaller goal exerts lowmotivationalforce force. Accomplished somethingsimilarinthepast? similar the What conditions need to exist to be successful?
13 T Timely When is my goal to be completed by?
14 Loose objective: Writing SMART objectives Focus on generating new business SMART objective: How could this be written?
Overview Develop and implement operational plans for your area of responsibility What this Unit is about? Every organisation should have an overall strategic business plan and each identified area of responsibility
Refreshed by the Public Health Foundation in May 2012 Performance Management Self-Assessment Tool How well does your public health organization or partnership manage performance within its jurisdiction?
Each individual is responsible for setting at least three objectives for the year. These objectives should be directly related to the Department/Faculty Objectives, KPI s (Key Performance Indicators) or
Performance Management: A Tool For Employee Success Guidelines, Process and Useful Hints for Supervisors and Staff (Updated 1/08) University of Missouri Division of Finance & Administration Table of Contents
Case Study A In late 2002 the Healthy County Health Department convened a wide range of organizations and entities in order to develop a community health improvement plan. This collaboration included community
Synopsis Performance Management 1. Performance Management and Reward Systems in Context Learning Objectives Sections By the end of this module, you will be able to: explain the concept of performance management;
Key Steps to Succession Planning COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for your own personal use or the internal use of your employer. Without
You ve Got Data by Brandy Macchia, interim principal, and Arlene Kane, reading coach, Tropic Isles Elementary, North Fort Myers, FL In the current educational world of data tracking and accountability,
Learning Plan Guide Develop your own field practice learning plan for the semester, using the format shown on the attached file. Together with your field supervisor, define your goals and objectives, activities
Succession Planning and Career Development Succession Planning and Career Development All trademarks are the property of their respective owners. IAAP claims no ownership interest in the trademarks. Table
How To Develop and Organize a Volunteer Program Volunteers are a great resource for your organization. Proper management of volunteers willensure that this valuable asset is used effectively in your programs
MISSION AND GOALS 34 3 DEVELOP A MISSION, AND GOALS When organizations or individuals decide to join forces and work as a partnership, they do so with a purpose in mind. While the individual partners may
DATA SHEET SWITCH TO VOIP IN FIVE SIMPLE STEPS The thought of switching to a VoIP provider can present unfounded stress, simply because there are so many different service providers to choose from. However,
Learning and Development Hiring Manager Guide For Onboarding A New Manager www.yorku.ca/hr/hrlearn.html Table of Contents Introduction...1 What is Onboarding?...1 What is the Difference Between Orientation
Canadian Infrastructure Report Card Asset Management Primer the Canadian Infrastructure Report Card For more information on this Report Card, or the project, please contact firstname.lastname@example.org.
BS 11000 Collaborative Business Relationships It s your choice Your implementation guide BS 11000 - Collaborative Business Relationships Background BS 11000 is a recognized standard for ensuring mutually
What is Mentoring? Mentoring is not new. On the contrary, the term mentor originates from Greek Mythology. The practice of mentoring even dates back to earlier times. In recent years there has been a remarkable
How to Develop a Logic Model for Districtwide Family Engagement Strategies Helen Westmoreland, Consultant M. Elena Lopez, Senior Consultant Heidi Rosenberg, Senior Research Analyst November, 2009 For questions
Superfast Business Wales Customer Relationship Management, or CRM, is an approach to doing business that can transform the performance and profitability of an organisation. Business Guide Customer Relationship
Introduction Introduction This assessment process will help you identify developmental priorities for your Individual Development Plan (IDP) for pursuing your career goals. Although you may complete this
Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development
The Six Elements of Successful CRM Selection and Implementation How to stay focused and cover your bases when choosing and setting up a customer relationship management system. By Eric Leland & Jason Salter
Civil Service Competency Framework by Grade Band S1, S2 and S3 Setting Direction Seeing the Big Picture Changing and Improving Making Effective Decisions Delivering Results Achieving Commercial Outcomes
Managing performance for small firms Acas can help with your employment relations needs Every year Acas helps employers and employees from thousands of workplaces. That means we keep right up to date with
SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT TOOLKIT April 2015 CONTENTS 1 Succession planning 3 What is succession planning? Succession planning process Leadership development 4 What is leadership development?
Summary Report for the Bachelor s Degree in Business Administration (All concentrations) for Academic Year 03-04. Focus of Assessment: The Business Division focused on campus learning outcomes 6 (Diversity)