2. TRAINING OVERVIEW
Introduction
Specific Outcomes
Learning methodology and approach
Key learning points and activities
Summary and Conclusion
3. SPECIFIC OUTCOMES
Defining the fundamentals of Performance Management
Performance Management: Best Practice Criteria
Managerial Roles and Responsibilities
Building a business case for efficient and effective Performance
Management practices – costs/consequences and
benefits/advantages
Applying the 5-step performance management and development
process:
Performance planning
Performance assessment
Performance feedback
Performance development
Performance reward
Effectively managing poor performance
4. INTRODUCTORY LEARNING ACTIVITY
As a Manager in the GPG DoH, my most critical
challenge/constraint to effective performance
management is …………………… (insert 1 word)
Jot down this word and find colleagues who have
the same word as you.
Write this word down on the flip-chart
Each manager will have the opportunity to
elaborate on their choice of word (i.e.
challenge/constraint)
5. DEFINING THE FUNDAMENTALS
Performance Management (PM)
The key components of PM
Evaluation
Development
Relationships
Performance Counseling
6. THE CONTEXT OF PM
Systems thinking perspective
Inputs
Processing
Outputs
External/macro environmental forces
Political
Economical
Socio-cultural
Technological
Ecological
Legal
7. BUILDING A BUSINESS CASE FOR PM
The need for PM
The purpose and objectives of PM
Critical success factors of PM
Refer to the Best Practice Criteria
Scorecard
8. LEARNING ACTIVITY
Group Discussion
By performing a cost-benefit analysis
compare the advantages and
consequences of efficient and effective
performance management
Come to the conclusion as to whether PM is
a viable business management process
9. MANAGERIAL ROLES AND
RESPONSIBILITIES
Leader
Custodian – compliance to policy and procedure
Assessor
Guide/support - motivator
Communication conduit
Development agent – coach and counselor
Relationship-builder – employee engagement
10. THE 5 C’S OF EFFECTIVE PM
Clarify (roles and expectations)
Communicate
Contract
Coach
Counsel
12. PERFORMANCE PLANNING
Clarifying performance expectations
Setting of performance
goal/objectives, standards and criteria
(KRA’s and KPI’s)
Action Planning (Individual Performance
Work-plans)
Contracting Performance Agreements
13. PERFORMANCE APPRAISSAL
Monitoring, Measuring/Evaluating
performance against the pre-determined
performance goals/objectives and standards
and criteria
Identification of performance and skills gaps
Objective and accurate allocation of
assessment ratings
14. PERFORMANCE FEEDBACK
Step 1: Control the environment
Step 2: State the purpose of the discussion
Step 3: Ask for the employee’s opinion
Step 4: Present your assessment
Step 5: Build on employee’s strengths
Step 6: Ask for employee’s reaction to your assessment
Step 7: Set specific goals
Step 8: Close the discussion
15. PERFORMANCE DEVELOPMENT
Implementing training and development
and other people performance
improvement initiatives
The adoption of the 5 pivotal roles of
people development-focused managers
(people capitalism)
20. INCAPACITY PROCEDURE
Differentiate between misconduct and
poor performance – relevant examples
Schedule 8: Code of Good Practice (LRA):
Fair reasons for dismissal
Disciplinary measures short of dismissal
Incapacity: Poor work performance
21. INCAPACITY: POOR
PERFORMANCE
Given the employee appropriate
evaluation, instruction, training, guidance or
counseling and
After a reasonable period of time for
improvement, the employee continues to perform
unsatisfactorily
Conducting an investigation
The employee should have the right to be heard
and to be assisted by a trade union representative
or a fellow employee.
22. GUIDELINES IN CASES OF DISMISSAL FOR
POOR WORK PERFORMANCE
Whether or not the employee failed to meet a
performance standard and
If the employee did not meet a required performance
standard whether or not
The employee was aware, or could reasonably be
expected to have been aware, of the required
performance standard;
The employee was given a fair opportunity to meet the
required performance standard; and
Dismissal was an appropriate sanction for not meeting
the required performance standard