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2. “A group of people who share a
common vision, goals, metrics and
who collaborate, challenge and
hold each other accountable to
achieve outstanding results. One
can recognise a high performing
team when the members have a
clear and shared vision of where
they are headed and what they
have to accomplish.”
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3.  Individuals and teams take
responsibility for the continuous
improvement of the customer
experience and the business results.
 A high performance culture is
sustained by highly skilled and
motivated employees.
 A precondition to High Performance
is that Performance Management is
seen not as an isolated.
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4.  Products becoming quickly
obsolete, organisations need
‘knowledge worker’(i.e.
employees) who are able to
improvise, along with learn
continuously rather than simply
follow established routines. This
defines the ‘knowledge worker’.
 The ‘knowledge worker’ has a
strong sense of their own worth.
Hierarchy don’t impress them
easily.
 To encourage the knowledge
worker, managers must build
relationships based on trust.
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5.  The emphasis of Performance Management
must be on planning, learning and
motivating.
 Performance Management must goes far
beyond performance reviews.
 Performance Management is what
managers are expected to do in an
environment of content and agreement,
and as part of their core responsibilities.
 Performance Management involves
providing feedback, conducting informal
progress reviews, updating objectives and
work plans, dealing with performance
problems, giving feedback, recognizing and
developing.
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6.  Face to face meeting along with the
teams.
 If meeting face-to-face is not possible, in
that case create a file or an intranet pages
with a photo and a briefing paragraph
about each team member..
 Make visible the work each team member
is doing.
 Provide regular feedback.
 Promote awareness of cultural variations,.
 Slow down in meeting if there are non-
native speakers of English.
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7.  Motivation is not synonymous
with performance.
 Motivation does not completely
account for job performance.
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 Feedback is the most important
driver of performance.
 Raised questions drive performance
improvement and also give
significance to employee’s efforts.
 Irregularity in Performance
feedback.

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 Control the Total Situations.
 Build support for their goals.
 Develop more productive employee.
 Inspire employee to go ‘the extra
mile’.
 Enhance Communication.

10.  Observations- things that
you can see.
 Facts- things you know based
on data.
 Inferences- conclusions,
usually about someone’s
personality, intent etc.
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 Constantly & automatically integrating
and interpreting the information.
 Two Primary Biases:
 Other’s Actions.
 Fit others into specific categories.
 Guidelines to Avoid Perceptual Bias

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 Communicating negative feedback is
inevitable.
 Applying basic rules of feedback.
 Managers and employees need to
understand that feelings and
emotions.

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 Stage 1- Shock, Numbness and Denial
 Stage 2- Fear, Anger and Guilt
 Stage 3- Understanding, Acceptance
and Moving On

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 Improve individual and
ultimately organisational
performance.
 Managers and employees can
discuss the learning
requirement.
 Documenting the development
areas.
 Development planning sets out

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 What knowledge/skills are required
to accomplish current objectives?
 What are the most relevant gaps?
 What are the employee’s career
aspirations?
 What knowledge/skills does the
employee need to pursue his/her
career interests?

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 Feedback is usually a brief
interaction with the employee.
 Coaching is a more formal
interaction.

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 Underperformance is performance that
falls below the standards.
 Company rating scale definitions help us
understand what underperformance is.

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 PIP is an action plan aimed at
raising performance to an
acceptable level.
 PIP also includes an action plan

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 Good performers are a broad group that
goes from truly Strong to Exceptional
performers.
 Managers often concentrate their time on
underperformers.
 To retain good performers is
commercially wise.
 There are four main strategies to motivate
and retain good performers: (a) reward
accordingly; (b) recognise; and (c)
develop and (d) provide growth
opportunities.

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 Spend quality time with good
performers.
 Offer continual recognition, praise
and feedback
 Provide coaching.
 Work with the employees to
‘enrich’ their jobs

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 Skill variety, task identity, task
significance and autonomy are critical
job dimensions.
 Skill variety, task identity and task
significance contribute to a task’s
experienced meaningfulness.
 More autonomy can make the
employee feel personally accountable
for their work.
 Touching any elements can have an
impact on motivation and on
performance.

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 High performance can be defined
by the alignment of Strategy,
Structure and Culture.
 When elements work together they
generate higher performance

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Culture:
 A Performance Management known
as one of the highest correlations to
engagement.
 Performance management based on
“Contract and Agreement” drives
accountability.
 The regular provision of feedback
focus on learning helps build the
capabilities.
 Relative assessment and clear
benchmarks drive differentiation.

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Strategy:
 An effective objective setting
process is integrated with business
planning.
 The integration of performance
management with business
planning is key to executing the
strategy.

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Structure:
 The decisions on structure derive
mainly from understanding of market
conditions & trends.
 Operational excellence- represented by
productivity, quality and innovation
does not result solely from the right
structure.
 Accounting, engagement, key
capabilities and competitive mindset
characterize employees who are more
productive.

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Purpose of Performance Review-
 Formalise and document an
analysis
 New Commercial Decisions
Mid Year Review-
 Provide formal feedback .
 Review Objectives.
 Ensure employee have the
direction
 Reinforce
Year End Review-
 Provide formal assessment .
 Provide the overall outcome.
 Informs about reward, promotions
and talent identification
Supplementary Review

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