Performance Management: Outcomes Based Systems

PERFORMANCE MANAGEMENT: OUTCOMES BASED SYSTEM

It is an immutable law in business that words are words, explanations are explanations, promises are promises—but only performance is reality.

Harold S. Geneen 1910-1997, Communications executive described by R.J. Schoenberg as an executive who pursued growth and increased earnings “with no larger vision whatever”

This program provides effective training to managers and supervisors in evaluating employee performance.  It is a 3-day program that is aligned to Unit Standards, but is not accredited by the provider.

Competency-based Performance Management includes techniques for:

• setting performance objectives
• determining the competency expectations
• fairly evaluating employees
• giving constructive feedback, and
• Continuously communicating and dealing with difficult evaluations.
• Managing Individual and Team Performance: NQF level 4, Credit: 8, ID Number:      11 473
• Monitor Team Members and Measure Performance: NQF level 4: Credit:5,                      ID Number 15 230
• Plan Strategically to Improve Performance: NQF level 4, Credit 4, ID Number 114      584

 

KEY LEARNING OBJECTIVES AND BENEFITS

• What is Performance Management?
• The State of the Art in Performance Management
• Performance Management Defined
• Sources of Feedback
• Timing of the Performance Management Cycle
• Goals of the System
• Trends In Performance Management
• Key Points of Research
• Common Problems with Performance Management Systems
• Relevant Parameters of a Performance Appraisal System
• Potential Constraints on Performance
• Performance Objectives and Standards – Defined
• Performance Planning – What is appraised?
• Preparing Performance Objectives and Standards
• Identifying Behavioural Expectations
• Two Way Communication
• Adjusting the Plans
• The Importance of Continuous Review and Feedback
• Coaching for Performance and Influencing Behaviour
• Giving and Receiving Feedback
• Giving and Receiving Performance Feedback – Practice
• Dealing With Performance Issues
• Evaluating Performance and Competency
• Performance Results
• Preparing for the Interview
• Performance Review Meetings – Communication
• Performance Review Meetings – Effective Listening
• Identifying Developmental Needs
• Roles of the Supervisor and Employee
• Preparing the Performance Review Form
• Conducting the Final Performance
• Review Interview

WHO SHOULD ATTEND

• Managers
• HR staff involved in Performance Management

 

COURSE SYNOPSIS: POLICY DEVELOPMENT

DAY 1

• Introduction
  • What is Performance Management?
  • Basic Elements of a Performance Management System
    • The State of the Art in Performance Management
    • Performance Management Defined
    • What Performance Management Can Include
    • Sources of Feedback
    • Timing of the Performance Management Cycle
    • Goals of the System
    • Trends In Performance Management

Day 2

 

• Review of Research on Performance Appraisal
  • Key Points of Research
  • Common Problems with Performance Management Systems
  • Relevant Parameters of a Performance Appraisal System
  • Potential Constraints on Performance
  • Performance Planning
    • Performance Objectives and Standards – Defined
    • Performance Planning – What is appraised?
    • Preparing Performance Objectives and Standards
    • Identifying Behavioural Expectations
    • Two Way Communication
    • Adjusting the Plans

Day 3

• Progress Review and Coaching
  • The Importance of Continuous Review and Feedback
  • Coaching for Performance and Influencing Behaviour
  • Giving and Receiving Feedback
  • Giving and Receiving Performance Feedback – Practice
  • Dealing With Performance Issues
  • The Final Performance Review Interview
    • Evaluating Performance and Competency
    • Performance Results
    • Preparing for the Interview
    • Performance Review Meetings – Communication
    • Performance Review Meetings – Effective Listening
  • Developmental Planning
    • Identifying Developmental Needs
    • Roles of the Supervisor and Employee
    • Preparing the Performance Review Form
    • Conducting the Final Performance Review Interview

Conclusion

 

If an additional day is added to the training, competencies can be derived from job descriptions and competency gaps can be determined. Training and development needs can then be determined and aligned to specific Unit Standards as an input to the workplace skills plan.  The rest of the competencies on the job description will also be aligned to Unit Standards and as such competencies are aligned to an international standard for measurement. If the additional day is not taken, the training is based on the assumption that competencies have been defined and is available.

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