Strategies to improve performance

Strategies to improve performance

1. Developing the system

   • Establishing performance req's
     • how do we define; who should define; is it on inputs/outputs?
     • specific targets can be seen to inhibit creativity/innovation
   • Measuring/Assessing
     • Outputs - achievement of obj's/agreed stds of prfromnce; behaviour
     • Inputs - competence; skills/exp; potential to dev; behaviours; skills
     • team measures - indvdl contribution; support for others; understanding team role; engagement scores
   • should be ongoing - - no surprises
     • Appraisals - measure; feedback; positive reinforcement; exchange views; agreement
       • e.g 360 degree; annual; bi-annual; competence assessments; obj setting and reviews
       • Judgements need to be consistent and systematic
         • perf criteria/results/competencies; behaviour
           • monitoring
           • L&D
           • action planning
           • diagnosis
           • formal feedback
           • informal feedback
   • Implementation stage
     • be clear what is meant by 'performance'
       • understand what the org is and needs to be
         • focus on how indvdl employees will play a part and benefit
           • understand it is a line manager tool - success will depend on their ability to use effectively
   • Communication
     • be clear on what PM is trying to achieve
       • Address performance shortfalls
       • Evaluate and monitor - it demonstrates value; cost effectiveness; ensures validity; ensures reliability; felt-fairness and any necessary adj's are made
     • understand outcomes
     • 2 way process - encourage feedback/dialogue
   • Support line managers
     • they need to be committed, competent and accountable
     • train on appraisals
       • address performance shortfalls

2. Rating Methods - defining behaivours necessary and measuring the extent to which they are displayed

   • critical perspective - mgt perception errors

3. Comparitive methods - ranking based on relative performance

   • identifying weak performers for targeting improvement or 'giving the chop'
   • critical perspective - ppl can end up at the bottom even if performance is ok - could affect morale and engagement

4. Dealing with poor performance

   • What could cause it?
     • Lack of skills/knowledge
       • lack of emotional stability or poor physical ability; health issues/domestic circs
         • job too hard to understand; lack of planning
           • pay considered too low; inadequate training
             • poor mgt/systems
               • unsuitable conditions
                 • group dynamics; confidence; conflict of values
     • Investigate
       • establish reasons
         • try to help - counselling; support; training and targets

5. Maximising performance

   • PM systems designed to encourage discretionary effort
     • CIPD research estab - 3 conditions of AMO must apply
       • also line mgrs should be trained, supported, monitored in effective ppl mgt practices
         • Org culture/values - existence of a 'big idea' or clear mission underpinned values - embedded, connected, enduring, collective and managed
           • subsequent CIPD research found 5 key factors affecting disc effort and behaviours
             • respect from manager
             • job satisfaction
             • career opps
             • training
             • transparency/openness