Performance management by Derek Hendrikz covers standards, reporting, measurement, progress, quality improvement, review, reinforcement, development, key performance areas, kpa’s, key performance indicators, kpi’s, training, coaching, mentoring, job description, evaluation, outputs, development plans.

1. Introduction to Performance Management
Derek Hendrikz

2. Copyright © 2014
Derek Hendrikz Consulting
www.derekhendrikz.com

4. Performance management: planning, improvement and review
Plan Do Check
PERFORMANCE
PLANNING
Performance
priorities
PERFORMANCE IMPROVEMENT
Continuous
improvement
Re -engineering
PERFORMANCE
REVIEW
Performance
measurement
Stable
part
Temporary
part
Performance
eva luation
EXTERNAL REQUIREMENTS
Vision
Strategies
Stakeholders
- Customers
- Authorities
- etc.
PERFORMANCE
REFERENCE
Compara tive benchma rking
External audit
Customer survey
Competitor analysis
SELF-AUDIT
Key process
review
Act
Performance gap

5. Performance Management:
The design, development, implementation,
management and monitoring of systems and
processes that are aimed at maximising human
performance in the workplace.
www.derekhendrikz.com

6. IMPORTANCE OF PM
• Employees know and understand what is expected
from them
• Have skills and ability to deliver on expectations
• Individuals take responsibility for their own
development
• Management takes responsibility for improvement of
business processes through development of people
07/18/07
www.derekhendrikz.com

7. PLACE OF PM IN HR
07/18/07
Recruitment &
Placement
Induction:
Expectations Culture
Performance
Management
Identify gaps
Train &
Develop
Reward/Punish
Service Termination
Change
placement
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8. Role of the individual to ensure
organizational performance
• An organisation is a lifeless entity
• It requires people (individuals and teams)
• People are required to perform certain inter-related/
dependent functions, just like a system
• Organisation effectiveness is a team effort
07/18/07
www.derekhendrikz.com

9. SYSTEMS APPROACH
• System consists of different parts
• Each is dependent on the other
• The whole is more than the sum of
its parts
• All the parts must have shared
understanding of what is to be
achieved
07/18/07
www.derekhendrikz.com

10. PERFORMANCE MANAGEMENT PROCESS
• Strategic:
about long term goals and plans
• Improvement:
aimed at improving performance of individuals and
teams
• Development:
continuous development of individuals and teams so
they can remain up to standard
www.derekhendrikz.com

11. PERSONNEL DEVELOPMENT
TRAINING
AND
DEVELOPMENT
ON THE JOB:IN SERVICE
FORMAL: OWN STUDY
COURSES
Coaching WORSHOPS
Mentoring
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12. STARTING the PM Process
1. Develop a job description
1. Describes what an employee will do
2. Describes required knowledge, skills and attitude
3. Specifies relevant equipment/ tools to support the
employee
2. Each job is divided into a number of functions and
tasks
3. Performance management tool is then developed
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13. PERFORMANCE MANAGEMENT TOOL
• Key Performance Area (KPA): functions that
include tasks which an employee is required to
perform
• Outputs: products and services that must be
produced
• Key Performance Indicators: shows that tasks
have been executed and meet specific standards:
time, quality, quantity and use of resources
www.derekhendrikz.com

14. MANAGEMENT OF PM
• Monitor behavior and objectives
• Reinforce desired behaviors and objective
attainment
• Redirect inappropriate behaviors
• Provide control
www.derekhendrikz.com

15. APPRAISAL: REVIEW AND ASSESSMENT
• Formal meeting of employee and supervisor
• Both employee and supervisor rate achievement
• Identify areas that require development
• Develop a plan (PDP)
• Determine how it will be achieved
• Record agreements and commitments
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16. Why does Performance Management often not work?
• Failure to implement.
• Ineffective communication.
• No monitoring systems in place.
• Ineffective corporate policy governing performance
management issues.
• Ineffective criteria, and measurement tools.
• Not tied to reward or punishment.
• Not directly linked to organisational strategy.
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17. Corner Stones of Performance
Management
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18. Planning:
• Establish performance targets.
• Identify job behaviours.
• Identify basis for measuring performance.
• Provide direction, initial energising of behaviour.
www.derekhendrikz.com

19. Managing:
• Monitor behaviour & objectives.
• Reinforce desired behaviours and objective
attainment.
• Redirect inappropriate behaviours.
• Provide control.
www.derekhendrikz.com

20. Appraising:
• Formal meeting of employee and manager.
• Written record.
• Focus on future and employees development.
• Provide for re-planning and new objective
establishment.
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21. Direct:
• Key result areas.
• Performance indicators.
• Required behaviours.
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22. Reward:
• Evaluate.
• Reinforce.
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