Contents of the free course
1 Introduction
2 Performance Management
3 Negotiating Performance Management
4 Key Benefits of Performance Management
5 Key Steps to Manage Performance Effectively
Have you also considered these aspects of the course?
- How to set a performance agreement
- How to set a performance plan
- How to monitor performance
- How to review job understanding
Contracts of Employment
- Basic principles of managing a contract
- Forming a contract
- Laws that affect contracts
- Benefits of forming contracts
Equal Opportunities
- Managing Equal Opportunities
- The Law and discrimination
- Equality of employment
Disciplinary Management
- Managing a grievance
- Distinguish between conduct and capability
- Identify fair reasons for dismissal
- Following a logical process
- Categorising Conduct
- Categorising conduct issues
- Taking appropriate action
Managing Assertiveness
- Handling aggressive behaviour more effectively
- Taking responsibility for your own behaviour
- Recógnising assertive, non assertive and aggressive behaviour
Enroll on a complete business course and receive nationally recognised qualification or call us free at 08000-75-8000 for further information
Aims
The aim of the learning programme is to introduce people to the key principles of managing performance and how to handle Employee Relations in a professional and proactive manner.
The course offers the essential knowledge and skills required to ensure performance is managed effectively and efficiently.
Objectives
At the end of the programme students will be able to:
. Understand how to set and monitor performance targets.
. Describe employment contracts, the legal requirement for contracts and the benefits for employers and employees.
. Describe equal opportunities legislation and how to put these into practice.
. Understand the principles and good practice of managing discipline and dismissal.
. Be able to take the appropriate action when dealing with conduct related matters.
. Deal effectively with aggressive and assertive conduct.
Performance Management
1 Introduction
Performance Management is essential in any management process. Without standards, performance cannot be measured and therefore development needs supported by disciplinary measures, where appropriate, cannot be objectively set. Consequently every manager needs to have a framework of knowledge and skills with which to set targets, monitor performance and develop employee skills. Equally it is vitally important to be able to identify underperformance and be able to deal objectively and lawfully with disciplinary issues. In this course we shall look at all aspects of managing performance, starting with an examination of a general framework within which to set and monitor performance standards.
Enroll on a complete business course and receive nationally recognised qualification or call us free at 08000-75-8000 for further information
2 Performance Management
Performance management is the essence of every manager’s role. It begins with establishing a performance agreement, which sets out what is expected in any particular role or job. The process begins with induction and training and then continues through formal and informal planning, monitoring and reviewing processes.
Ultimately the process will result with the individual developing within the business, hopefully ensuring a long and fruitful relationship between employer and employee.
The Performance Management cycle should be a highly rewarding process for all concerned and properly conducted would reduce considerably the need for disciplinary action.
Many organisations are now using Performance Management to achieve genuine staff development, either to cope with forthcoming change or to equip themselves and their staff with additional skills and competences.
 3 Negotiating Performance Management
Performance Management will be more effective if you formalise it with a written agreement of commitment.
Both parties involved should be clear about their obligations and attain a full understanding of the processes involved. For example,
Objectives what is the purpose?
Activities what is involved?
Achievement criteria — how is progress measured?
Duration what timescales are involved?
4 Key Benefits of Performance Management
. Business goals are clearer.
. Skill levels of people will be raised, impacting on better performance through lower operating costs, better quality, raised profits, better trained and motivated employees delivering better service.
. Improved staff morale, resulting in reduced labour turnover.
. The organisation will be better equipped to manage poor performance in a positive way.
. Employees will be more likely to speak out when they see the possibility of things going wrong. There will be open and honest feedback.
. There will be speedier and easier introduction to change and continuous improvement.
. Contribution will be based on fact, giving an employer greater job security.
. Employees will be given the correct tools to do a job effectively through being trained and developed.
. Performance related pay decisions would be made more fairly and based on a true measure of contribution.
. Feedback on performance will be a dialogue and not just ‘telling’.
. People get regular feedback on how they are doing.
Enroll on a complete business course and receive nationally recognised qualification or call us free at 08000-75-8000 for further information
5 Key Steps to Manage Performance Effectively
There are four key elements which form the Performance Management cycle.
A: The Performance Agreement
This element forms the beginning of the performance cycle and provides the business opportunity to define job definitions and set targets.
The Performance agreement is formed when an employee is issued with a job description describing responsibilities, key skills and required standards.
The next step is to agree personal and business objectives; at this stage a Performance agreement is set.
Questions to Ask
. Do I have and follow a job description?
. Do I have and update personal objectives I business objectives?
. Do I hold key responsibilities for the role I perform?
. Do I fully understand the standards required by my employer?
The Job Description
The job description provides an employee with a full understanding of:
Responsibility: A detailed description of job process.
Tasks: A detailed description of specific requirements that must be performed regularly.
Standards: A description of requirements set to attain productivity and continuity.
Objectives: A description of tasks, accountabilities, deliverables and time lines both business and personal, which can be measured and reviewed.
B: The Performance Plan
This element provides a manager with the opportunity to offer help and support to ensure the job role and set targets are achieved.
The Performance Plan is agreed when the manager and employee agree training requirements, coaching and support.
The next step is to agree a development plan. At this stage a Performance Plan is set.
Questions to Ask
. Do I require training?
. Do I receive coaching to develop my technical skills?
. Do I get support to ensure I receive the training and development I require?
Training
A planned process to modify skills, knowledge or behaviour.
To deliver training you require a process, materials, objectives, deliverables, logistics and administration.
Coaching
The meaning: To convey a valued person from where he/she was, to where he/she wants to be.
The objective of coaching is to achieve and embed positive changes in behaviour.
To deliver coaching you require an action plan, set objectives, current assessments and review process.
Enroll on a complete business course and receive nationally recognised qualification or call us free at 08000-75-8000 for further information
Support - Use a Role model
A role model is a person whose behaviour and performance in a particular job represent the standards of competence and skill which another individual resolves to emulate.
The success of this kind of development activity rests critically upon the caliber of person selected.
C: The Performance Monitor
This element provides a manager with the opportunity to assess performance within the workplace on an ongoing basis.
The monitoring process is agreed when the manager and employee agree specific times to monitor performance.
The next step is to develop an informal review process.
Questions to Ask 
. Is my performance observed ‘on the job’?
. Does my manager identify issues of concern and propose agreed solutions?
. Does my manager praise good standards?
Observation Assessment
. Find out what other people think, get as much information as possible.
. Focus your thoughts on your own situation.
. Make a note of your conclusions.
Constructive Feedback
. Ask other people to give feedback of your performance.
. Ensure people don’t evaluate your reactions, just describe them.
. Ensure people don’t generalise, but be specific about particular incidents.
. Ensure people allow you to check what you say, but not contest it.
. If the feedback from your colleagues, points to a certain skill or behaviour
weakness, draw up a plan to improve.
Make a conscious effort to develop these weaknesses in other situations before your next encounter with the same feedback provider.
Praise - costs nothing and stimulates motivation.
D: The Performance Review
This element provides a manager the opportunity to offer formal assessment at timed intervals agreed with the employees.
The Performance Review process is agreed when the manager and employee agree specific times to review performance, checking job understanding.
Questions to Ask
. Do I receive regular assessments throughout the year?
. Do I receive an appraisal?
Important fact: without all elements working together you cannot manage performance.
Assessment — Is about gathering evidence about someone’s ability to perform against the standards set for a particular job role.
Appraisal — Is about looking back at what has been achieved by an individual, receiving improvements, benchmarking results, setting new targets and planning future actions.
Question
So how do you conduct an effective appraisal without
. Performance Agreements?
. Performance Plans?
. Performance Monitoring?
Answer
You cannot!
Enroll on a complete business course and receive nationally recognised qualification or call us free at 08000-75-8000 for further information
E: The Performance Management Cycle
Conclusion
ANE
This section will have raised your awareness of:
The Performance Management Cycle and the significant benefits of evaluating an individual’s performance.
Setting benchmarks for self-development and required standards, thus having a direct impact on improving business performance.
The general process of managing performance which requires capable, knowledgeable people to make it successful.
Performance Agreement
, definition of job
, job description
, department/group objectives
, RACI 
, task instruction
Performance Review
, check understanding of job
, check understanding of standards required
, formal review - 4 & 12 weeks / 6 months
Monitor and Review
, observe on the job
, praise good standards
, identify issues or problem areas
Performance Plan |
, |
training |
, |
support required |
, |
resources |
Section One Revision Exercises
1 In your organisation, who and what do you manage? Make a list of the key personnel and processes for which you have management responsibility.
2 All managers are responsible to others for their own performance. To whom do you report and for which areas of business? (N.B. Even sole traders are responsible to third parties - business does not exist in a vacuum!)
3 How is your own performance assessed? Is their any way in which you could make the process more effective?
4 Write an updated job description for yourself which accurately describes your current duties.
5 What are your targets within your organisation, both personal and business?
6 Devise a Performance Plan for yourself which you think will make you more effective as a business manager.
7 How could your performance be monitored over the next year to ensure that your personal Performance Plan is achieved?
Enroll on a complete business course and receive nationally recognised qualification or call us free at 08000-75-8000 for further information |
