Performance Management systems Essay

1. What is the main goal of a Performance Management System? Performance management systems are designed to improve both individual and organisational performance by identifying what skills are needed to perform a role, providing regular feedback and assisting the employees in their career development. The overall aim is to equip staff with the competencies and commitment to deliver on shared organisational goals . 2. Why is it necessary to develop and implement a Performance Management System? A well developed performance management system assist to develop staff and can result in significantly improved output and performance, which ultimately leads to improved results for the organisation. Without a well developed and implemented performance management system, an organisation can risk poor staff performance and a high turnover of staff due to lack of support. 3. What are the three stages of Performance Management? †¢ planning for performance – setting performance goals, establishing performance standards and setting performance expectations, identifying developmental goals in work (action) plans †¢ performance appraisal – observing, documenting and assessing performance †¢ performance improvement – providing regular feedback, review performance appraisal, rewarding excellent performance 4. List the four groups who are involved in Performance Management? †¢ your team †¢ you, as a supervisor †¢ human resource professional †¢ union representatives. 5. Why is it necessary to ensure that performance management and review processes are consistent with business objectives and policies? Staff performance plans must be based on the overall aims and objectives of the organisation so as to ensure that each staff member is working cohesively towards the same goal. They must also adhere to organisational policies so as to ensure that they are fair and consistent across the organisation. This also assures that they comply with legislation (that is, presuming that the policies set out stipulate this). 6. Write a paragraph explaining why you think performance evaluations are necessary and the method/s that you consider best to be utilized. I think the importance of performance evaluations is twofold. In my experience, working in an extremely under-resourced organisation, it has been very difficult for me in the past to gain feedback from my supervisors about my performance. One to one time with a manager is rare. This has at times resulted in frustration because I have felt as though I have not been able to gain direction in my work. I fear that at times this may be the case for the staff that I supervise also. Therefore, I believe that on one level performance management systems are extremely important as a method of support for staff. On a more obvious note, performance management systems can also lead to improved output and performance of individuals, which ultimately leads to improved results for the organisation. In terms of what method I believe to be most effective, I believe that there are some core principles that must be followed. The plans should be developed with staff so as to ensure owndership, implementation must be consistent and timely (3 month reviews shouldn’t be undertaken at 7 months! ). 7. Why is it important that both managers and employees receive suitable training in how to handle performance review interviews? Without training about how to handle performance review interviews, there is a very big risk that the appraisal will not be effective and even more concerning is that it could prove counterproductive and damage the supervisor/employee relationship. Training equips managers and team leaders with skills to conduct positive appraisals. It assist employees to understand the new relationships and how performance issues are openly discussed and resolved. Training sessions also can assist employee to see how their work links to the goals of the organisation. 8. Explain why and how often you think performance appraisals should be held? I believe performance appraisals should be held after 3 months in a role and then every 6 months following this. I write this in the context of the organisation for which I work. One to one time with your manager is difficult in our organisation and I believe that in the past this has led to staff feeling very unsupported. There has been quite a high turnover of staff in some programs and I believe that this could be addressed by stronger support systems in place from management. While some may argue that appraisals at such regular intervals can be difficult for managers to implement due to time constraints, I believe firmly that this investment will be returned in increased staff output. 9. Why is it important to recognize the contribution of your work group members and why should you do this? Recognising the contribution of group members is an important method of motivating staff. It reinforces positive contributions and shows their importance to the organisation. If the contribution of staff members is not recognised, it risks losing the motivation of a team who may feel that their work is for no purpose and is not appreciated. We all need a thanks! 10. List three pieces of legislation that are related to performance management †¢ Fair Work Act (2009) †¢ Workplace Health and Safety Act (1995) †¢ Awards/Enterprise Bargaining Agreements/Union Collective Agreements. 11. How would you devise a training plan incorporating both monitoring and coaching for individuals with poor performance? It is important to spend time to time to try and understand why a staff member may have poor performance. This is important in determining what action to take – be that formal training or coaching. The following points – from the course book – I would certainly include in any coaching I was to undertake: †¢Good coaches challenge employees and ask questions that help the employee to discover how to improve. †¢Coach when you wish to focus attention on any specific aspect of the employee’s performance. †¢A coaching meeting should focus on just one or two aspects of performance. †¢Any more than that and employees won’t remember the main impact of your meeting. †¢Keep coaching conversations brief and between 5 to 10 minutes long. †¢Being an effective coach requires understanding what motivates the members of your team. Remember that people are motivated in different ways. Be sensitive to the things that drive your people to perform. †¢When things are performing well, take the time to understand what is working and why. †¢Good coaching is guiding, not telling or doing. †¢Allow the employee to own the problem and its solutions. Ask them: ‘How finally feels as though she is getting somewhere. In terms of monitoring, I would plan more regular catch ups with the staff member (perhaps monthly) to discuss progress. I would continue to implement reviews at the times stipulated by organisational policy. I would also ask for regular feedback from the staff member. 12. How can you provide support services if required? †¢Provide details of union representatives †¢HR representative details †¢Training options †¢Set up future one-to-one meetings †¢Work manuals †¢Ã¢â‚¬Å"buddy† system in which staff member is teed up with competent staff member 13. If the individual continues to perform below expectations what process would be necessary to implement? If the poor performance continues, it may be necessary to give a written warning to the staff member. This is discussed further in question 20. 14. Why is it necessary to document and record performance? Documenting and recording performance can lower the risk if a person chooses to challenge a negative appraisal. Holding records of poor performance may assist to cover an organisation legally if the employee raises an unfair dismissal claim Documenting good performance is also important so as to avoid claims of favouritism for example of undeserving staff members. Documenting performance also makes it much easier when the time for appraisals comes around, particularly for managers who are managing a large number of staff. 15. Explain the term â€Å"interpersonal conflict† Interpersonal conflict is the most apparent form of conflict for workplace participants. It is a disagreement or differing views between two or more people over a particular idea, thought, or action.. Also language and personality styles often clash, which can create conflict in the workplace. ref http://www. mediate. com/articles/donaisB2. cfm 16. How does interpersonal conflict affect the workplace? Interpersonal conflict is is easy enough to observe in the form of office politics, gossip, and rumours. It can lead to a negative work environment, with groups forming within the workplace. Unless these conflicts are resolved, they can lead to a very challenging and unfriendly workplace. In more extreme cases, interpersonal conflict can lead to charges of harassment and discrimination or at least the feeling that such things exist.