Post on 01-Apr-2015
“A different approach to HR”•Training & Development
•Performance Management Process•Discipline Process
Primary ObjectivesReview what systems are currently in place –
if any.Overview the link between Performance
Management, Training and Development and Discipline Systems.
Look at “A New Way of Doing HR”
Performance Management SystemGoal Setting – KPI’s, KRA’s, Corporate
PlanningPerformance AppraisalsSupervision / ManagementTraining and DevelopmentPersonal planning and developmentDiscipline Processes all linked- But where does the process
start?
Performance ManagementPerformance Management is not simply the
process of completing a performance appraisals, providing Training and Development or conducting a discipline process - but rather:
A strategic approach to linking Corporate strategy, performance appraisals and performance management into one seamless process.
Start at the beginning..
P Brown - Cairns City Council 6
Typical Planning within Council
Annual Capital Program and
Operational Plan
AnnualBranch Action Plans
Corporate Plan5 year timeframe
Five Year CapitalWorks Program
Performance Management System
Council utilises a series of cascaded plans
Assess affordability and refine initiatives
using10 Year Financial
Model
Assess affordability and refine initiatives
during the annual Budget process
“You can’t manage what you can’t measure”
Performance MeasurementTo track business results in order to identify
and address problems and to assess the effectiveness of business strategies..
Council Metrics –
Group or Unit Metrics –
Individual metrics –
Performance Appraisal Process
Systems View
Position Descriptions
Performance Review
Personal Training & Development Plans
The Personal learning and development plan, position description, systems review and self assessment will provide input and also be updated as a result of the review and Development Plan discussion.
Performance Assessment Principles Prepare• Set expectations in advance with the employee• Request the employee to review their own performance• Review multiple sources and identify specific examples• Record your observations and discussions as factually as possible• Bring documents to the meeting• S.M.A.R.T.- Specific, Measureable, Attainable, Realistic, Timeframe
Present• Review the purpose and process of the meeting • Obtain employee’s self-assessment• Share your perspective and keep the focus on relevant performance when giving and receiving feedback• Be specific stating exactly how employees did compared to goals• Outline next steps• Address any problems
Try-out Summarize and Plan Next Steps
Follow Up Set a realistic timeframe to review progress and be sure to adhere to it!
Performance Appraisal Performance Appraisal SystemPositives
Use as a tool to relate key organisational values – ie WH&S as first value Provide opportunity for individual recognition Allow for employee feedback
Negatives Typically – “one size fits all” Address the status quo and not deal with specific issues Avoids specific behavior / performance issues
© 2009
DAY to DAY Supervision and Management
No Issues =
Use a Communications Process
Concerns =
Use a Management Review Process A: Correct by
improved day to day management
B: Action required
C: Serious Action Required
Discussion and File Note
Innovative Approach to
Performance Appraisal
Diminished Performance, Capacity or Conduct Policy Applies
Management Review and Planning Exercise
End Employment
Bi Annual Progress Review and Planning Discussion
Discipline
Discipline ProcessCorporate Policies and ProceduresVerbal Counselling - must documentFirst Written WarningSecond Written WarningShow Cause / Termination
“never test the depth of the water with both feet”
Vision Involvement PersistenceThe Practices
Prepare for opportunitiesEnvision the futureInspire shared visionEnable others to actDirect the course of actionEncourage the heart
Without commitment from Senior Management no change is possible.
QUESTIONS
Private / Public Partnerships
Thank You!