Project Management

1. Module One: Getting
Started
Performance Management is not a
company’s way of employing “micro-
managing” techniques that stunt the
professional growth of its employees.
Whether at the organizational,
departmental or employee level, the
goal of performance management is
to make sure all business goals are
being met in a satisfactorily manner.
It is much
more difficult
to measure
non-
performance
than
performance.
Harold S.
Geneen

2. Workshop Objectives
Define
performance
management
Provide
feedback
Effective
goal-setting

3. Module Two: The Basics
(I)
According to the U.S. Office of
Personnel Management,
performance management consists
of five components: “Planning work
and setting expectations, continually
monitoring performance, developing
the capacity to perform, periodically
rating performance in a summary
fashion, and rewarding.”
Management
is doing
things right;
leadership is
doing the
right things.
Peter F.
Drucker

4. What is Performance
Management?
Effective
management
Ensure proper
behaviors
With proper
training

5. How Does Performance
Management Work?
Identify the job’s purpose
Rank job priority
Characterize the standard of performance
Discuss employee performance and provide feedback

6. Tools
Model of standards
Annual Employee Appraisal
Document
Coaching

7. Case Study
Sinclair Knight Merz was looking for ways to
increase its workforce capabilities
SKM knew that it must keep a finger on the pulse of its
culture at all times
SKM asked Accenture to implement the Accenture
Human Capital Development Framework
The framework provided SKM an effective method of
determining where they should focus resources

8. Module Three: The Basics
(II)
A Performance Management system
is only as good as its evaluation
process. It is not enough to
implement an effective program that
covers all the basics, but you must be
able to measure its success via
assessments and performance
reviews. This will in turn allow you to
see where modifications need to take
place.
The greater
danger for most
of us lies not in
setting our aim
too high and
falling short;
but in setting
our aim too low
and achieving
our mark.
Michelangelo

9. Three Phase Process
Phase One: Unfreezing
Phase Two: Change
Phase Three: Freezing

10. Assessments
Pre-Screening
360-Degree Review
Knowledge

11. Performance Reviews
Prepare and Prioritize
Clarity and Expectations
Explain performance and provide
feedback
Goal setting and Follow-up

12. Case Study
XYZ Paper Company commenced operation
with 10 employees
At its first year mark, CEO, Jane Davis decided it was
necessary to evaluate the performance
Jane employed an incentive program in which
employees received a percentage of every sale made
The company was on track to increase in sales by 10%

13. Module Four: Goal Setting
Every successful business plan
requires goals and objectives. Goals
show the strengths and weaknesses
of plans and procedures.
Implementing regularly evaluated
goals allows leaders to understand
where performance is and what
needs to be improved. When
managing performance, make sure
that you implement SMART goals.
If you don’t
know where
you are going,
how can you
expect to get
there?
Basil S. Walsh

14. SMART Goal Setting
S •Specific
M •Measurable
A •Attainable
R •Realistic
T •Timely

15. Specific Goals
General
goal
•Improve performance.
Specific
goal
•Meet with your mentor
once a week.

16. Measurable Goals
•Increase sales.
General
goal
•Increase sales 7
percent over last
year’s.
Measurable
goal

17. Attainable Goals
Unattainable
goal
Reduce
turnover by
90 percent.
Attainable
goal
Reduce
turnover by
10 percent.

18. Realistic Goals
With new training, they will create 225 a week.
Realistic Goal
The production department currently makes 200 cars a
week.

19. Timely Goals
General goal:
Increase sales.
Timely goal:
Increase sales
within six months.

20. Monitoring Results
Were the goals and objectives
achieved?
Were they achieved in the established
time frame?
What is the feedback from employees
and leadership?
What are the financial gains or
losses?

21. Case Study
A startup IT company needed to increase
profits and productivity
The management team created a set of goals to
motivate employees
One goal was to double sales within a month
Rather than achieving the goal, sales actually slipped

22. Module Five: Establishing
Performance Goals
Performance goals require strategic
action. To be effective, these goals
should not be handed down to
employees. It is important to include
employees in the goal setting process
and encourage them to meet their
individual performance goals. This
will improve individual and company
performance.
Performance
is your reality.
Forget
everything
else.
Harold S.
Green

23. Strategic Planning
Plan before
making goals
Where you
want to be
How you will
get there
Values of the
organization

24. Job Analysis
Required skills
Determine who to hire
How to train

25. Setting Goals
Need to be SMART
Behavior
Competency
Results

26. Motivation
Inform
Celebrate
Reward employees
Delegate
Lead by example
Meet with individuals

27. Case Study
A retail chain created individual sales goals
for each employee
The effort to increase sales was counter- productive
The company then trained employees, and shared new
sales techniques
Profits increased by 8 percent six months after
adapting the performance goals.

28. Module Six: 360 Degree
Feedback
360 degree feedback is useful for
evaluating performance. It provides
evaluations from different sources to
paint a clear picture of how well an
individual performs. Identifying
strengths and weaknesses will allow
employees to continually improve
how they perform.
Feedback
is the
breakfast
of
champions.
Ken
Blanchard

29. What is 360 Degree Feedback?
Anonymous
Peers and
management
Self-evaluate

30. Vs. Traditional Performance
Reviews
Better picture of performance
360 seems more fair
Encourages cooperation

31. The Components
Scale of 1 to 10
Comments
Scores are averaged

32. Case Study
A department manager had a problem with
productivity and morale
His employee reviews seemed unsuccessful, and employees
continued to argue
The company instituted a new 360 degree feedback system
Employees learned to rely on each other for performance,
they stopped arguing and productivity increased

33. Module Seven:
Competency Assessments
Competency assessments are
essential to performance
management. These assessments
make it easier to hire and promote
the right people. They also help
assess performance and the different
competencies that employees need
to improve. It will also identify the
top performers.
Competence,
like truth,
beauty, and
contact
lenses, is in
the eye of the
beholder.
Dr.
Laurence J.
Peter

34. Competency Assessment Defined
Skills
Essential knowledge
Necessary to preform a job well

35. Implementation
Identify Competencies
Develop Assessments
Practice Assessments
Assess Employees
Plan

36. Final Destination
Trained professionals
Strong performance
Unique for your
company

37. Case Study
Yearly competency assessments at a local
marketing firm are not successful
The overall goal is to double the number of high
performing employees
The competency assessments were altered to include
action plans
Over the next year, many employees began to show
improvement.

38. Module Eight: Kolb's
Learning Cycle
Kolb’s Learning Cycle states that
learning is based on experience. The
learning cycle has four basic
elements: experience, observation,
conceptualization, and
experimentation. It is important to
be familiar with the learning cycle to
effectively manage performance, and
guide employees to greater
achievements.
Nothing is a
waste of
time if you
use
experience
wisely.
Auguste
Rodin

39. Experience
Direct experience
Involves senses
Not simply knowledge
Hands-on training

40. Observation
What the experience means
Knowledge is transferred into meaning
Way to transform knowledge

41. Conceptualization
Gather
knowledge
Without direct
experience
Apply logic to
a basic
understanding

42. Experimentation
Learn by doing
Act on knowledge
Taking risks

43. Case Study
A new hire was trained at a software
company and shown his workspace
A trainer walked him through the programs he would
use in the job
He then watched other people perform different tasks
His productivity was below average

44. Module Nine: Motivation
Every employee needs to be
motivated in order for performance
management to be successful. While
employees must take some
responsibility in motivating
themselves, management can help
motivate and develop individuals.
Practicing basic motivational
techniques will improve performance
as it boosts morale.
Build upon
strengths and
weaknesses
will gradually
take care of
themselves.
Joyce C. Locke

45. Key Factors
Responsibility
Nature of the
work
Recognition Achievement

46. The Motivation Organization
Family
Environment
SuccessCommunity
Personal time

47. Identifying Personal Motivators
Each person is different
Observe
Communicate
Survey

48. Evaluating and Adapting
Surveys will show the level of
engagement
Compare the mission, policies, and
procedures to internal motivators
Examine the number of employees
who have advanced
Whether or not company goals are
met

49. Case Study
A printing company had a problem with high
turnover and low productivity
A survey revealed that employees were not satisfied
with the long hours
Managers assumed that the pay and environment
made up for these expectations
Policies were changed to better promote work and life
balance – turnover dropped 15%

50. Module Ten: The
Performance Journal
Performance journals create
evaluations that are more accurate
by allowing employees and manager
to keep track of performance
throughout the year. This will help
guide and develop employees who
challenge themselves and improve
performance.
The best
way to
predict the
future is to
create it.
Peter
Drucker

51. Record Goals and
Accomplishments
Employee
Awards
Requests
Employer
Documentation
Performance
gaps

52. Linking with Your Employees or
Managers
Needs to be done to be effective
Remain professional
Accurate evaluations

53. Implementing a Performance
Coach
Assess skills and knowledge
Assess the tools
Assess the processes
Assess motivation

54. Keeping Track
Traditional Evaluations
360 Feedback
Journals
Performance log

55. Case Study
A retail manager always hated giving reviews
The last couple months were all he could remember
Sales always dropped 10 percent after reviews
He set up a performance journal program

56. Module Eleven: Creating a
Performance Plan
A performance plan is essential to
performance management. It is a
strategic plan that each individual
needs to follow to become high
performing employees. Managers
must create a plan with every
employee they work with. There is
always room for improvement.
He who fails
to plan,
plans to fail.
Proverb

57. Goals
Determine what employees
need to accomplish
Make SMART goals
Allow employees to develop
the goals with you

58. Desired Results
Expected to
achieve
Employees
are
responsible
Needs
coaching if
not met

59. Prioritization
Top three goals
Align with the company
goals
Make sure they do not
conflict with each other

60. Measure
Fair
standards
Make the measurements
cost specific
Create a
rating scale

61. Evaluation
Compare the measurements
Against performance
Goals achieved?

62. Case Study
An expanding chain of bookstores was losing
customers
The company instituted a performance management
program
Each employee was given a personal goal to focus on
that aligned with company goal
After six months, most stores had reached their secret
shopper goals

63. Words from the Wise
Harold S.
Geneen
• It is much more difficult to
measure nonperformance than
performance.
Winston
Churchill
• However beautiful the strategy,
you should occasionally look at
the results.
Dale
Carnegie
• The man who starts out going
nowhere, generally gets there.