1. People Improve Performance

2. A CoreIssue Managers: Supporting People Managers: Doing Things and Managing Processes Improved Performance Employee Performance • It’s aboutLeadership and People • The comfort zone of “doing things” • The necessity of “managing processes” • The uncomfortable zone of “supporting people” • Working smarter and not just harder? • Clarify performance expectations, monitor and give feedback with coaching and other support to develop knowledge, skills and confidence.

3. Problems with Performance Review • Leaving it to the Performance Appraisal interview • Scoring and rating • Time consuming systems • Treating all jobs/levels in the same way • One sided and judgemental • Lack of support, other than on working the system • Focus on competence and not also on results.

4. Suggestions for Better Performance Review • It’s about peoplemanagement • It’s the ‘day job’ of a manager to help motivate people by clarifying expectations, providing feedback and recognising effort and results • Clarify performanceexpectations • People need and want to know what is expected by way of objectives and standards • General feedback is too vague and lacks credibility • Avoid pitfalls with setting measures • Pantomine objectives • Incorrectly quantified • No recording system • Not linked to job purpose Objectives should give focus, encourage appropriate behaviour and give something to go for!

5. Suggestions for Better Performance Review • Agree how tomonitor • Involve and agree process and procedures • Tackle problems early • Spot learning and development needs • Use feedback to modify behaviour • Performance coaching, not performance policing • Performance monitoring works best when it is: • done quickly • accurate and believed • easy to collect and collate • ‘owned’ by employee and manager • user friendly.

6. Suggestions for Better Performance Review • Link feedback to performance improvement and development • Coaching rather than a supervisory ‘event’ • Good performance comes from regular attention (just like health and fitness) • Don’t be shy to recognise good performance • People do not respond well to general, subjective feedback, even with praise attached. • Good quality feedback is: • specific, not vague • descriptive, not woolly • factual, not subjective. You cannot not give feedback!

7. BalanceCompetency and Performance • Competency • Knowledge, skills, behaviour and attitude • Performance • Getting desired results.

8. The Performance Review Cycle Resources Action Expectations Context Feedback Improved Performance Reflection Resources Action Expectations Context Feedback Reflection