PARTNERING FOR PERFORMANCE

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					PARTNERING FOR PERFORMANCE


       Presented by
                                             EXCELLENCE

The European Excellence model is based on the
premise that: Excellent results with respect to
performance, customers, people and society are
achieved through effective management and
leadership driving policy and strategy, that is delivered
through people, partnerships and resources, and
processes.


“Excellence is not a theory; it relates to the tangible
achievements of an organisation in what it does, how it
does it, the results it gets and the confidence that
these results will be sustained in the future.”

European Foundation for Quality Management
EUROPEAN EXCELLENCE MODEL
WHAT IS MANAGEMENT?



      Management is
      about the
      achievement of
      business results
      by, with and
      through
      competent
      people
PARTNERING FOR PERFORMANCE

          Performance management
          is about commitment to,
          and taking responsibility
          for, the results that staff
          deliver.
          Maximising performance
          and results requires an
          ongoing partnership
          between the manager and
          team members to develop
          and entrench a results-
          oriented performance
          culture.
PEOPLE, PERFORMANCE & PRIORITY

              It should be determined by
              senior management that
              by effectively managing
              people, performance and
              development, the
              organisation can achieve
              its broader aims and goals.
              Performance management
              should be prioritised and
              this should be actively and
              clearly communicated to
              all levels of management
              and staff.
ENERGY & ENTHUSIASM
Excellence is a challenging,
dynamic goal that does not come
easy!

People need to be constantly
energised towards the outcome.
The most effective ways to
achieve this is to practice active
performance management.
Lead by example! Your
enthusiasm and commitment to
performance management will
impact the level of results
achieved in your business unit.
                EXPERIENCE

How the people in the
organisation experience the
leadership, the strategy and
policy, partnerships, resources
and processes, determines
their level of commitment, buy-
in and ultimately, performance.
A people-centred culture is a
critical requirement for the
development and
entrenchment of a result-
oriented performance culture
in a business or business unit!
                                          EXPERIENCE

                    Staff members base the perceived value of
                    their performance on more than the
                    specifications of their performance
                    expectations, scores and bonuses.

                    Their perceptions include the rational and
                    emotional experiences that they have during
                    the performance management cycle when
                    agreeing, contracting, executing and
                    evaluating. Each of these is an opportunity
                    to create a Moment of Truth.

                    Team members join organisations but work
                    for managers and need management to
                    create a participative and satisfying work
                    experience.

The conversation is more important as the score!
                                 ACCOUNTABILITY

Performance management is about commitment to, and taking
responsibility for, the results that staff deliver.

If the management of the ‘enablers’ is focused on the desired
service results, then job expectations, performance contracts,
appraisals, recognition, reward and promotion must all be
linked to satisfying customers’ needs and expectations.

Managers and leaders, are accountable for linking each and
every person’s performance contract and performance results
to the service results desired by the business.

This ensures that individuals are held accountable for their
performance and results, both positive and negative.
                   OPENNESS & HONESTY
All communication should be open and honest,
particularly performance feedback.
Openness and honesty should be embedded in
the fabric of the organisation, entrenched in the
values and ‘lived’ and reinforced in all
communication, decisions and commitments.
            LEADERSHIP COMPETENCE

                  Leadership and management are
                  the drivers of achievement of the
                  strategy by, with and through the
                  people.
                  Interpersonal, functional and
                  performance management skills
                  are required in addition to
                  technical expertise, in order to
                  develop and entrench a people-
                  centric, participative culture.



The new mind-set requires a new skill-set!
LEADERSHIP COMPETENCIES




   Technical /
   Functional      Interpersonal




           Performance
           Management
THE MEASURE OF GOOD LEADERSHIP
               … IS ACHIEVEMENT


                                       Customer
                           70
                                      Satisfaction*
 Perceptions of Customer

                           60                                   68%

                           50
       Satisfaction




                                                                                39%
                           40
                                               49%                             Better
                           30     39%
                                                                               Results
                                                                                  *Results
                           20                                                   from a large
                                                                                    high
                                                                                 technology
                                                                                  company
                           10




                            0


                                Bottom 20%   Middle 60%     Top 20%

                                     Leadership Effectiveness

                                                                 * Based on research published in “The
                                                                 Extraordinary Leader” by Jack Zenger
                                                                         & Joe Folkman, 2003.
THE MEASURE OF GOOD LEADERSHIP
               … IS ACHIEVEMENT


                                             Net
              $5,000,000
                                           Income                $4,516,974



              $4,000,000     *Results from a
                             large mortgage
                                  bank
              $3,000,000                        $2,384,588                            89%
                                                                                     Better
 Net Income




              $2,000,000
                                                                                    Results

              $1,000,000



                     $0



         -$1,000,000
                           -$1,176,454

         -$2,000,000
                           Bottom 10%          Middle 80%      Top 10%
                               Leadership Effectiveness
                                                             * Based on research published in “The
                                                             Extraordinary Leader” by Jack Zenger
                                                                     & Joe Folkman, 2003.
COMMUNICATION & CONVERSATION
         When it comes down to it – it is all
         about communication.
         Communicate passionately
         Communicate empathetically
         Communicate actively
         And LISTEN!
         The ‘conversation’ is the most
         important element of the management
         / team member partnership.

         It creates a channel for discussion
         and develops trust and cooperation,
         resulting in commitment-driven
         performance.
              MEASURABLE STANDARDS
Having SMART performance standards ensures that
people know exactly what is expected of them, when,
how and why.

All performance management discussions should
focus on the SMART standards and expectations that
were agreed to at the beginning of the performance
management cycle.

When standards are:
Specific
Measurable
Attainable
Result-oriented
Time-framed, they form the basis of the performance
contract.
              MEASURABLE STANDARDS

Only these standards must be used during performance
appraisal and management in order to ensure that
feedback is performance related, relevant and results-
oriented.

SMART standards enable people to measure their own
performance and regular, honest, relevant feedback
based on the SMART standards ensures that they know
how you perceive their performance.

The combination of the SMART standards and
management feedback ensures that appraisal sessions
hold no negative, unforeseen surprises!
                        RESULTS-ORIENTATION
Performance management should focus on assisting people to
achieve desired results in terms of service, customer reference
sites, quality and innovation.
All job expectations, performance contracts, appraisals,
recognition, reward and promotion must be linked to the
achievement of these business priorities.



                                                Do not measure
                                                input and effort.
                                                 Only measure
                                                 outcomes and
                                                    results!
  STAFF COMPETENCE
The development of staff
competence is a key issue that
can be addressed in many forms.
The performance appraisal
process is a powerful
opportunity to identify
development requirements and
opportunities.

Active performance management
identifies staff needs in terms of
the development of technical,
functional, self-management and
interpersonal competencies
required in order to achieve
desired performance results.
   PERFORMANCE COMPETENCIES



                Technical /
                Functional
                              Interpersonal /
                              Team




                         Self-
                         management




People should know that they are expected to use their
  knowledge and abilities to meet customer needs!
     FEEDBACK IS VITAL
Feedback should be personalised: this
communicates your interest in the
individual and his/her work.
Feedback should be constructive: it must
focus on behaviour rather than attitudes
or personal characteristics and should
never undermine the recipient’s self
esteem.

Feedback should be specific: it must
include examples of the team member’s
performance and behaviour.
Feedback should be timeous: it should be
given immediately when possible, in order
to enable people to maintain or improve
their performance.
                                    NO SURPRISES

Feedback should be candid and consistent.

Feedback should be regular, everyone needs and wants
feedback. It is not a once-a-year event, but an ongoing,
active process.

Feedback must address positive and negative behaviours
in order to enable individuals to perform at their best.


Jack Welsh, former CEO of General Electric and author of
“Winning” says that people should always know where they
stand and should never be surprised by the feedback or
appraisal they receive.
             RECOGNITION

Recognition should NOT be
‘saved’ for the annual performance
appraisal discussion. Recognition
should be given at every
opportunity in order to create a
culture of creativity and
accountability.
Recognition needs to be
personalised and should always be
substantiated with specific
examples of performance.
Sincere, honest recognition and
appreciation develop confidence,
self-esteem and fosters growth of
both the individual and the team.
       GREAT PERFORMANCE

People, Performance & Priority
Experience
Results-oriented
Feedback
Openness and honesty
Recognition and reward
Measurable standards
Accountability
No surprises / Negativity
Competence and Conversation
Energy & Enthusiasm
          IMPLEMENTING
PERFORMANCE EXCELLENCE
        Excellence is an ongoing
        challenge that requires
        commitment and action at
        many levels.
        The Workwise SMART
        Performance Management &
        People Development Process
        assists managers to improve
        service delivery and business
        results by proving a
        framework for developing
        understanding, commitment
        and motivation to achieve
        excellence.
        “Work the system, so that the
        system can work for you!”
        Thank you
for your time and attention

    Questions please!

				
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