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Management excellence

Management excellence. Section 4. Performance Management Process. Performance management. Performance management cycle. Chain reaction. Performance Management road map. Performance rating definition. Summary of the performance development review process. Performance development review.

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Management excellence

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  1. Management excellence

  2. Section 4 Performance Management Process

  3. Performance management • Performance management cycle. • Chain reaction. • Performance Management road map. • Performance rating definition. • Summary of the performance development review process. • Performance development review.

  4. Performance Management Is.. Performance management is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals.

  5. Planning Monitoring Performance Improvement Plan Performance Management Cycle Evaluation

  6. Planning • Management team meetings • Director/managers meetings • Kick-off meeting • One on one Monitoring • Monthly Meeting • Informal Feedback • Coaching • Midyear review 1 • Midyear review 2 • Competencies Checklist

  7. Evaluation Performance Development Reviewby the end of the year Performance Improvement Plan Performance Development Plan

  8. Axiom Group Strategy Axiom UAE Strategy Axiom UAE Objectives Departmental Objectives All employees with objectives Job Specific Competencies Management/Behavioral Competencies Job Skills & Performance Performance & Development Review Assessment Against + Assessment Against + Agreement on Personal Competencies Agreed Objectives Development Plan Management Development Information Training & Development Plan Recognition & Reward Succession Planning A Chain Reaction

  9. Performance Management Road Map • Have you communicated clear expectations (with measurable outcomes) to employee? • Are you gathering support data? • Are you regularly asking for input and giving feedback? • Have you set the stage for employee to prepare for appraisal meeting? • Have you prepared yourself for the appraisal session? • Have you conducted the appraisal session?

  10. Performance Ratings Definitions score of 4.70~ 5.00 Performance is consistently outstanding and the employee is a role model in living and supporting company vision score of 3.70 ~ 4.65 Performance is consistently exceeds expectation. score of 2.70 ~ 3.65 Performance is consistently fulfills expectations. score of 1.70 ~ 2.65 Performance is below expectations. score of 0.00 ~ 1.65 Performance consistently does not meet expectations and rapidly below expectations.

  11. Step I: Arrange Initial Meetings Owner: Manager Step II: Prepare for Performance Appraisal Owner : Employee & Manager Step II: Prepare for Performance Appraisal Owner: Manager Step III: Hold Performance Appraisal Meeting Owner: Employee & Manager Step IV: Document sent to 2nd line manager Owner : First line Manager Step V: Employee informed, & documents sent to HR. Owner : First line Manager Step VI: On-going Feedback Owner: First Line Manager Summary of the Performance Development Review Process (Performance Appraisal)

  12. Performance Development Review Don’t ----------------------------- ----------------------------- ----------------------------- ----------------------------- ----------------------------- ----------------------------- ----------------------------- ----------------------------- ----------------------------- ----------------------------- ----------------------------- ----------------------------- Do ----------------------------- ----------------------------- ----------------------------- ----------------------------- ----------------------------- ----------------------------- ----------------------------- ----------------------------- ----------------------------- ----------------------------- ----------------------------- ----------------------------- Measurement Errors First ImpressionIndividual’s performance must be rated evenly during the whole period. Halo EffectAn individual may make an overall impression which distorts his/her actual results. Central/Contrast Managers may tend to either rate everything as average or exaggerate differences. Leniency/HarshnessSome managers may rate everyone either lower or higher than other managers. SimilarityManagers may prefer those employees who are similar to themselves or to someone they admire.

  13. Be a Coach not a Judge

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