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Supervisors and managers are responsible not only for seeing to it that everyday tasks are done. Most of all, they are expected to deliver tangible positive results through people. Only two types of results should be acceptable, the one that meets projection or the one that exceeds it. Given this fact, they need to have an efficient set of tools and develop skills for seeing to it that people under their ward perform according to expectations or the purpose of supervising them is defeated.
The Performance Management framework is a process composed of five major components. These includes Planning work and setting expectations and standards; Continually monitoring performance; Developing the employee's capacity to perform; Periodically rating performance and Rewarding good performance
Considering the profound objectives of performance management, it is elementary that managers and supervisors learn to employ the tools within the system.
The goal of this course is to give participants a clear view of what performance management is all about and how to utilize it in their efforts to achieve organizational objectives. At the end of this two-day workshop, the participants are expected to be able pursue their staff's continuous performance improvement.
Course Objectives:
At the end of the session, the participants are expected to be able to:
Define Performance Management;
learn the importance of managing performance in contributing to the achievement of organizational goals;
Understand the components of PM and how each relates to their managerial or supervisory tasks.
Identify their roles in managing employee performance;
Go through the steps towards successful employee performance management
COURSE CONTENT
Developing Performance Plans
"Failing to plan is tantamount to planning to fail." In order for organizational goals to materialize, There should be a set of concrete plans that shows employees what is expected of them in order for the objectives to succeed. Performance managers must ensure that employees performance goals must be tied to the team's goals which should also be tied to the organizational goals. Planning means setting goals for the team and individuals and leveling performance expectations. Having well laid plans and performance standards helps both superior and employee have a clear path as they perform their day-to-day tasks.
Monitoring performance based on standards
Often, organizations find that most of the employees are appraised as having outstanding performance when the organization as a whole has failed to meet its objectives. Effective performance management requires that assignments and projects are monitored continually. Monitoring well means consistently measuring performance based on standards and providing ongoing feedback.
Developing employees capacity to perform
Carrying out the process of performance management provides an excellent opportunity for supervisors and employees to identify developmental needs. While planning and monitoring work, deficiencies in performance become evident and should be addressed. Areas for improving good performance also stand and actions can be taken to help successful employee improve even further. There are two ways to develop employees competencies. One is training (which is covered extensively in a separate program) and Coaching which we will focus on more in this course.
Appraising performance
Performance appraisal season is the turning point of every performance management schemes. This is where both ends meet to set milestones and start anew. This event gives performance managers and staffs the opportunity to sit down and discuss their accomplishments and plans for further developing their skills, hence the performance development plan.
Rewarding/Recognizing good performances
In effective teams, rewards are used well. Rewarding means recognizing employees, individually and as members of groups, for their performance and acknowledging their contribution to the organization's goals. It is but proper for performance managers to know how to recognize and reward performance, for a reward or recognition wrongly given is much worse than not giving any reward at all.
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