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Performance Management Andre O’Callaghan October 2008 Performance Management Andre O’Callaghan October 2008

Introduction • Since my last report, this employee has reached rock bottom and shows Introduction • Since my last report, this employee has reached rock bottom and shows signs of starting to dig. • I would not allow this employee to breed. • Works well under constant supervision and cornered like a rat in a trap.

Introduction • He sets low personal standards and then consistently fails to achieve them. Introduction • He sets low personal standards and then consistently fails to achieve them. • This associate is really not so much of a hasbeen, but more of a definitely won’t be.

Some Perspectives • • 85% have a PMS 95% have strong commitment of the Some Perspectives • • 85% have a PMS 95% have strong commitment of the CEO 94% have a formal communication strategy 51% believe employees & managers are adequately educated & trained in PMS

Some Perspectives • 37% use the balanced scorecard methodology • 86% allows joint target Some Perspectives • 37% use the balanced scorecard methodology • 86% allows joint target setting • 91% have clear PMS policies, procedures and systems • Most companies measure performance using hard and soft measures • 2001 Deloitte & Touche HCC Survey

Define Performance Management • What is Performance Management? If 85% of companies apply it, Define Performance Management • What is Performance Management? If 85% of companies apply it, what do they actually do? • Group Discussion

Define Performance Management • The process of ensuring individual and team effort support the Define Performance Management • The process of ensuring individual and team effort support the organisational objectives and to realise key stakeholder expectations and wealth creation in all the identified value drivers of the organisation.

Define Performance Management • Planning is crucial • Stakeholder expectations are key drivers • Define Performance Management • Planning is crucial • Stakeholder expectations are key drivers • Management and employee buy-in and involvement are paramount • Must be linked to and alignment with strategy

Process • • Planning Performance Maintaining Performance Reviewing Performance Rewarding of Performance Process • • Planning Performance Maintaining Performance Reviewing Performance Rewarding of Performance

A Model Reward Performance: - Link to pay - Results = performance Planning Performance: A Model Reward Performance: - Link to pay - Results = performance Planning Performance: - Setting objectives - Outlining development plans - Getting commitment PERFORMANCE MANAGEMENT PROCESS Reviewing Performance: - Formal reviews - Assess against objectives Maintaining Performance: - Monitoring performance - Coaching - Feedback Business strategy, stakeholders, key economic wealth drivers

Planning • 80% of the process • Includes: – – – Identifying key value Planning • 80% of the process • Includes: – – – Identifying key value drivers of stakeholders Defining Key Performance Areas (KPA’s) Defining Objectives Defining Targets Develop a training and development plan

The Challenge of Alignment • With no harbour, no wind will be the right The Challenge of Alignment • With no harbour, no wind will be the right wind. • Between 92 to 97% of companies have a vision and some strategy statement. • Only between 3 -7% of staff know and work by it.

A Model for Establishing/ Building an Aligned Performance Management Process ORGANISATIONAL LEVEL INDIVIDUAL LEVEL A Model for Establishing/ Building an Aligned Performance Management Process ORGANISATIONAL LEVEL INDIVIDUAL LEVEL Deriving key value drivers from Strategic direction and KPA’S Determining and assigning KPA’s Determining organisational objectives Determining and assigning individual objectives Execution Measuring & Evaluating performance against organisational objectives Measuring, evaluating and rewarding Performance against individual objectives Reassessing and adjusting business strategy Reassessing KPA’s and adjusting Objectives to reinforce strategy Review

Setting Objectives • • • S = Specific M = Measurable A = Agreed/Attainable Setting Objectives • • • S = Specific M = Measurable A = Agreed/Attainable R = Realistic / Relevant T = Time-bound

Setting Objectives • A measurable component with a beginning and an end • Starts Setting Objectives • A measurable component with a beginning and an end • Starts with a VERB • Not in isolation

The Measurement • Use a good-practice rating scale • Evidence-based • Both managers and The Measurement • Use a good-practice rating scale • Evidence-based • Both managers and employees - active participants • Mutually agreed • Usually – bell curve

Benefits • • • Integration Open Communication Improved Performance Training and Development Clarity of Benefits • • • Integration Open Communication Improved Performance Training and Development Clarity of Standards/Requirements Placement of Individuals

Benefits • • Increased Objectivity Remuneration Promotability Career planning Benefits • • Increased Objectivity Remuneration Promotability Career planning

Success Factors Implementation • If you are not managing performance, what are you managing? Success Factors Implementation • If you are not managing performance, what are you managing? • Some key building blocks Feedback Reward & Compensation Competencies Training Review Process Goal Setting Process Design Strategy Focus

Success Factors Implementation • • Relevance Reliability Discriminability Freedom from contamination Practicality Acceptability Legal Success Factors Implementation • • Relevance Reliability Discriminability Freedom from contamination Practicality Acceptability Legal compliance

Coaching • Coaching & mentoring are crucial components of the Maintaining of Performance Phase Coaching • Coaching & mentoring are crucial components of the Maintaining of Performance Phase Planning Performance: - Setting objectives - Outlining development plans - Getting commitment Reward Performance: - Link to pay - Results = performance PERFORMANCE MANAGEMENT PROCESS Reviewing Performance: - Formal reviews - Assess against objectives Maintaining Performance: - Monitoring performance - Coaching - Feedback Business strategy, stakeholders, key economic wealth drivers

Coaching is a formal process: - A day- to-day process - To improve performance Coaching is a formal process: - A day- to-day process - To improve performance and capabilities Coaching = Give a man a fish a day, and you fed him for a day; teach him to fish, and you feed him for life. Confucius

Coaching • • Give feedback Ask for ideas and suggestions Discuss Coaching provides immediate Coaching • • Give feedback Ask for ideas and suggestions Discuss Coaching provides immediate feedback on performance

Coaching vs Mentoring vs Counselling vs Discipline? Coaching vs Mentoring vs Counselling vs Discipline?

Why do Managers Fail to Give Feedback? Group Discussion Why do Managers Fail to Give Feedback? Group Discussion

Why do Managers Fail to Give Feedback? • • • Lack of confidence Avoiding Why do Managers Fail to Give Feedback? • • • Lack of confidence Avoiding confrontation Do not have time Lacking internal support Others?

A Model for Performance THE BECKS MODEL • Behaviour • Environment • Clarity • A Model for Performance THE BECKS MODEL • Behaviour • Environment • Clarity • Knowledge/Skills

Good feedback is … • • • Descriptive and specific About something that can Good feedback is … • • • Descriptive and specific About something that can be changed Timeous Tactful Confirmed

Childhood and Feedback • What will other people think? • If you cannot say Childhood and Feedback • What will other people think? • If you cannot say anything nice, do not say anything.

Impact on Feedback Impact on Feedback

Feedback and Generations Traditionalists Baby Boomers Generation X Millennials Feedback and Generations Traditionalists Baby Boomers Generation X Millennials

The ECC Model for Feedback Example Be specific and give actual examples Effect Explain The ECC Model for Feedback Example Be specific and give actual examples Effect Explain the impact/effect (positive or negative) Change Suggest what should change (to improve performance) Continue Recognise good performance (reinforce positive behaviour)

Good Performance Feedback – An Example During the last two weeks you made a Good Performance Feedback – An Example During the last two weeks you made a significant contribution to the customer service targets – you had no complaints and your turn-around time is 6% above target. On Friday you also made a good suggestion to improve customer service in the front-office area. Effect We are doing great and we had very positive customer feedback in your area because of your inputs and efforts. Continue To focus on customer service and to share ideas around service excellence.

Good Performance Feedback – An Example During the last two weeks you had 5 Good Performance Feedback – An Example During the last two weeks you had 5 serious complaints from 3 important customers regarding follow-ups. You also did not meet the required 5 hourturn-around time on queries. Effect We are under pressure from 3 major clients who represent a substantial revenue base. Your area is not meeting the required service standard. Your team members are frustrated, because they meet target, but overall the team is below target. Change You will have to focus more on service and customer satisfaction and need to achieve an overall target of X% customer satisfaction for the next three months in order to meet target at the end of the quarter.

A Good Review Welcome Check expectations & concerns Give feedback and use Facts Get A Good Review Welcome Check expectations & concerns Give feedback and use Facts Get a Response Ensure buy-in and understanding Discuss and plan the next period Identify training requirements Express confidence

Performance Audits Key Topics • • • What do you audit? How do you Performance Audits Key Topics • • • What do you audit? How do you audit Performance Management? What can you expect?

Performance and Reward Measures give rewards relevance, and rewards give measures meaning TB Wilson Performance and Reward Measures give rewards relevance, and rewards give measures meaning TB Wilson

Performance and Reward • • What gets measured gets done What gets rewarded is Performance and Reward • • What gets measured gets done What gets rewarded is sustained The majority of workers want recognition for achievement Rewards have a high retention value for talent

Drivers Attraction & Retention of Talent Drivers Attraction & Retention of Talent

Performance and Reward Dilemma’s in reward: • Objectivity • Transparency • Affordability • Baggage Performance and Reward Dilemma’s in reward: • Objectivity • Transparency • Affordability • Baggage

Link to Pay Why does it often fail? • Lack of objective and quantitative Link to Pay Why does it often fail? • Lack of objective and quantitative measures • Poor link between pay and performance (no immediate reinforcement) • The aspects that get rewarded are not linked to strategy • Poor communication re objectives, benefits and procedures

Link to Pay Why does it often fail? • Level of reward not proportionate Link to Pay Why does it often fail? • Level of reward not proportionate to effort • Resistance to change • Union perceptions and involvement

Performance and Reward A Reward Matrix Rating 25 th Percentile 50 th percentile 75 Performance and Reward A Reward Matrix Rating 25 th Percentile 50 th percentile 75 th Percentile 5 17% 15% 10% 4 15% 12% 8% 3 12% 10% 6% 2 0 0 0 1 0 0 0

 • Guaranteed Package • Long-Term Incentives X X Skills Performance X Short-Term Incentives • Guaranteed Package • Long-Term Incentives X X Skills Performance X Short-Term Incentives • Retain REMUNERATION COMPONENT: Attract Performance and Reward X X X

The Psychology of Incentives KEY IMPACT Fixed Package Variable Package Hygiene Factors Motivational KEY The Psychology of Incentives KEY IMPACT Fixed Package Variable Package Hygiene Factors Motivational KEY SECONDARY OBJECTIVES • Internal Equity Competitive • Cost in Market Management • Flexibility Drive Behaviour • Return on Bottom Line • Reward specific behaviour/ results

What is Talent? Talented individuals are mobile monopolies with global passports Ridderstrale & Nordstrom What is Talent? Talented individuals are mobile monopolies with global passports Ridderstrale & Nordstrom

What is Talent? • Expected to produce superior performance • Talent apply knowledge, skills What is Talent? • Expected to produce superior performance • Talent apply knowledge, skills and creativity • Focus on personal growth • Challenge: To spot talent

Why is it important? PERFORMANCE PROFIT PASSION POTENTIAL Why is it important? PERFORMANCE PROFIT PASSION POTENTIAL

Key Elements Review Key Elements Review

Link to Training & Development Desired performance Measurement Actual performance Development Vision Mission Strategy Link to Training & Development Desired performance Measurement Actual performance Development Vision Mission Strategy Value Drivers

SMMEs Key Challenges: • Strategy not always clear, defined or formalised • Decisions are SMMEs Key Challenges: • Strategy not always clear, defined or formalised • Decisions are not taken to lower levels (“family business” syndrome)

SMMEs Key Challenges: • There often are: – Little time – Few resources and SMMEs Key Challenges: • There often are: – Little time – Few resources and finances – Little support – Not adequate skills – The “we do fine” syndrome

Balanced Scorecards (BS) Challenges organisation’s face Balanced Scorecards (BS) Challenges organisation’s face

Challenges Faced by Organisations Making a Case for a Balanced Approach Vision Barrier Only Challenges Faced by Organisations Making a Case for a Balanced Approach Vision Barrier Only 5 -10% of the work force understand the strategy People Barrier Only 25% of managers have incentives linked to strategy 9 out of 10 companies fail to execute and track strategy 60% of organisations don’t link budgets to strategy Resource Barrier Management Barrier 85% of executive teams spend less than one hour/month discussing strategy

What is Balanced Scorecard? At the highest conceptual level, the Balanced Scorecard is a What is Balanced Scorecard? At the highest conceptual level, the Balanced Scorecard is a framework that helps organisations translate strategy into Operational objectives that drive both behaviour and performance.

Four Perspectives of a BS VISION, MISSION & VALUES Profitability, Growth, Sales & Cash Four Perspectives of a BS VISION, MISSION & VALUES Profitability, Growth, Sales & Cash Flow FINANCIAL FOCUS CUSTOMER FOCUS EXTERNAL INTERNAL PROCESSES PEOPLE FOCUS INTERNAL Retention, Market Share, Service, Etc Response time, Costs, Effecient, Productivity Skills, Learning, Development, Sustainability The Balanced Scorecard converts strategy into an Integrated System defined across Four Business Perspectives

Reasons: Scorecard Approach • • Scorecards drive performance at all levels Scorecards facilitates strategy Reasons: Scorecard Approach • • Scorecards drive performance at all levels Scorecards facilitates strategy Scorecards focus on the right measures Scorecards encourage balanced performance

Reasons: Scorecard Approach • Scorecards point out what’s missing • Scorecards encourage good management Reasons: Scorecard Approach • Scorecards point out what’s missing • Scorecards encourage good management • Scorecards communicate - they tell the story

The Balanced Scorecard • “Balances” people, performance and processes • Links historical, current and The Balanced Scorecard • “Balances” people, performance and processes • Links historical, current and future objectives • Brings intangibles into the performance equation • Enhances focus on strategy and performance culture

An Example of a BS Customer Value Drivers: Price, Customer Care, Reliability Objectives: Market-related An Example of a BS Customer Value Drivers: Price, Customer Care, Reliability Objectives: Market-related pricing, Customer liaison (stakeholder engagement), Appropriate Customer services, Instilling a customer care culture Targets: Surveys, Quality and frequency of contact, Identify and address customer needs Financial: Shareholder Objectives: Realise stakeholder expectations/ liaison, Pricing, Resource utilisation, Optimise business opportunities: Optimise existing revenue sources Targets: Dividends, Sustained/contained tariffs, Benchmarks, Managed costs (resource utilisation) Vision & Strategy Learning & Growth Value Drivers: Salary & Benefits, Training Objectives: Control and manage top management, Aligned HR strategy to Business Strategy, Benchmarking and best practice, Policies & procedures in place, Attraction of suitable skills Targets: Established Performance Management, Potential assessment and development Plans, Skills Development Plan, Succession and Career Planning Processes Value Drivers: Sustainability and Growth Objectives: Optimise operational processes, Market segmentation, Identify new business opportunities in ports, Develop and grow infrastructure Targets: Benchmarked/best practice, Improvement, Worth of industries in Ports and Syncrolift

Competencies A Competency: Skills Knowledge Traits/Behaviours Foundational Practical Reflexive Skills Audit Competencies A Competency: Skills Knowledge Traits/Behaviours Foundational Practical Reflexive Skills Audit

Competencies • • • Define competencies and a rating scale Make it part of Competencies • • • Define competencies and a rating scale Make it part of the PM process and procedure (360 o? ) Reward and recognise the desired competencies

Challenges Challenge 1: No alignment and a paper-driven exercise Challenge 2: Inadequate links between Challenges Challenge 1: No alignment and a paper-driven exercise Challenge 2: Inadequate links between pay and performance

Challenges Challenge 3: Link consequence management and performance Challenge 4: Managerial capacity and capability Challenges Challenge 3: Link consequence management and performance Challenge 4: Managerial capacity and capability

Thank You Questions Thank You Questions