Half day open training event held in Toronto, Ontario.

1. All you wanted to know about
performance management
by Toronto Training and HR
September 2015

2. CONTENTS
3-4 Introduction
5-6 Definition
7-8 Myths around performance management
9-10 What should performance management incorporate?
11-12 Tools of performance management
13-14 Performance standards
15-16 Observations and feedback on performance
17-19 Performance measures
20-21 Making performance management effective
22-23 A governing philosophy for performance management
24-25 Steps involved in a performance management system
26-27 Principal concerns about performance management systems
28-29 Mitigating barriers to implementation of a performance management system
30-31 Stages of change for performance management
32-33 Formal methods of performance management
34-36 Coaching and performance management
37-38 Total contribution planning and performance management
39-40 Sustainable organization performance
41-42 Team performance
43-44 Performance development plans (PDPs)
45-46 Managing unsatisfactory performance
47-49 Best practices around performance management
50-51 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers

5. Page 5
Definition

6. Definition • Performance
management
Page 6

7. Page 7
Myths around
performance management

8. Myths around
performance
management
• Numbers are objective
• Data is accurate
• More measures add
more value
• Everyone should be
aligned
• Incentives do the trick
• Performance
measures foster
change
• Control leads to
improvementsPage 8

9. Page 9
What should performance
management incorporate?

10. What should
performance
management
incorporate?
• Performance
improvement
• Development
• Managing
behaviour
Page 10

11. Page 11
Tools of performance
management

12. Tools of
performance
management
• Performance
reviews
• 360 feedback
• Learning &
development
• Objectives and
performance
standards
• Measurement
• Pay
Page 12

13. Page 13
Performance standards

14. Performance
standards
• Five grades
• Documents needed
• Benefits of collaboration
• Steps to take
• Level descriptions
• Examples
• Guidelines
• Checking standards
Page 14

15. Page 15
Observation and feedback
on performance

16. Observation
and feedback
on
performance
• Observation techniques
when you are
unavailable
• Definition of feedback
• Behavioural feedback
Page 16

17. Page 17
Performance measures

18. Performance
measures
1 of 2
• Definition
• Types of performance
measures
• Characteristics of good
performance measures
• What do measures have
to be?
• Writing a performance
measure
• Examples
• Times to make changes
Page 17

19. Performance
measures
2 of 2
Setting meaningful targets
1. Understand the current
(as-is) performance
2. Gather information
about ideal (should-be)
performance
3. Compare the results of 1
and 2
4. Strategic priorities and
resource allocation
questions
5. Set the improvement
target level

20. Page 20
Making performance
management effective

21. Making
performance
management
effective
• Keep it simple
• Communicate clearly
• Set the tone at the top
• Ensure accountability
from employees and
managers
• Set cascading goals
• Link pay to performance
• Provide training
• Ensure fairness and
objectivity
Page 21

22. Page 22
A governing philosophy for
performance management

23. A governing
philosophy
for
performance
management
• Embedded in every
employment relationship
is the explicit
requirement to show up
and do your job
• In the absence of a job
description employees
are still expected to
show up and do the job
• No one is obligated to
warn anybody about
anything
Page 23

24. Page 24
Steps involved in a
performance management
system

25. Steps involved
in a
performance
management
system
• Clear objectives and
benchmarks
• Identify suitable
performance measures
• Stable flow of
information between
parties
• Compare actual
performance to desired
• Implementation
Page 25

26. Page 26
Principal concerns about
performance management
systems

27. Principal
concerns about
performance
management
systems
• Commitment
• Subjectivity, consistency
and fairness
• Time
• Platforms and systems
Page 27

28. Page 28
Mitigating barriers to
implementation of a
performance management
system

29. Mitigating barriers
to implementation
of a performance
management
system
• Minimize ambiguity
in the objectives
• Hire specialized
evaluators
• Establish and
promote a
dedicated means of
anonymous
reporting
Page 29

30. Page 30
Stages of change for
performance management

31. Stages of
change for
performance
management
• Pre-contemplation
• Contemplation
• Preparation
• Action
• Maintenance
Page 31

32. Page 32
Formal methods of
performance management

33. Formal methods
of performance
management
• Management by
objectives
• 360 degree appraisal
• Self assessment
• Competency based
assessments
Page 33

34. Page 34
Coaching and performance
management

35. Coaching and
performance
management
1 of 2
Essential coaching skills
• Active listening
• Powerful questioning
• Messaging
• Acknowledging
Page 35

36. Coaching and
performance
management
2 of 2
The coaching
conversation
• Establish agreement
on the issue to be
addressed
• Discuss potential
solutions
• Define actions to be
taken
• Follow-up to
acknowledge
progress
Page 36

37. Page 37
Total contribution
planning and performance
management

38. Total
contribution
planning and
performance
management
• What is total
contribution
planning?
• AIMS
• Focus on the
conversation
• Tight/loose
• Aligned
• Developmental and
supportive
• Streamlined and
user-friendly
Page 38

39. Page 39
Sustainable organization
performance

40. Sustainable
organization
performance
• Definition
• High performance
working practices
• High performing
individuals
• Leadership, employee
engagement and OD
• Themes important for
sustainable organization
performance
Page 40

41. Page 41
Team performance

42. Team
performance
• Questions to ask
• Example
• Observation and
feedback
Page 42

43. Page 43
Performance development
plans (PDPs)

44. Performance
development
plans (PDPs)
• Instances where
preparation of a PDP
may be considered
• Documentation needed
• Factors to decide
whether an employee’s
participation in a
particular activity is
appropriate
• Responsibilities of the
performance manager
Page 44

45. Page 45
Managing unsatisfactory
performance

46. Managing
unsatisfactory
performance
Steps involved
• Decision on whether to
commence unsatisfactory
performance procedure
and advice about
unsatisfactory performance
• Formal counselling session
• Formal written warning
• Final written warning
• Preparation of a report
• Decision on unsatisfactory
work performance
outcomes

47. Page 47
Best practices around
performance management

48. Best practices
around
performance
management
1 of 2
• Include developmental
plans for the future
• Providing training to
managers
• Measuring the quality of
performance reviews
• Resolving poor
performance
• Getting beyond the
judgment of managers
Page 48

49. Best practices
around
performance
management
2 of 2
• Making it consistent
across the
organization
• Ensuring that
feedback happens
regularly
• Using 360 reviews to
support the
performance
evaluation process
• Including ongoing
review and feedback
Page 49

50. Page 50
Conclusion, summary and
questions

51. Page 51
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions