The Performance Management Process How to establish goals, objectives and KPI s

Transcription

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?

15 Questions?

16 Thank you