Performance Management:

BY
UZMA YOUSUF 16541

TALEO RESEARCH PAPER

OBJECTIVE
In today's do more with less economy its more

important than ever to develop high performance team leaders and mangers know that the key of success is to align their teams and maximize team impact through the effective use of their unique talent to achieve strategic business objectives.

Why Manage Performance?

To reach organizational mission and goals

Encourage and reward behaviors aligned with organizational mission and goals Curb or redirect non-productive activities

Planning for the Process

Review employees job

description
Understand the

performance measurement system

Review notes from the

year
Understand employee

expectations

An iterative process of goal-setting, communication, observation and evaluation to support, retain and develop exceptional employees for organizational success.

Set Goals

Communicate

Evaluate

Observe

Biggest performance lever

Employee
Goal planning Tracking

Performance assessment
Ongoing coaching Reward Recognition activities

GOAL ALIGNMENT Challenges

Only 20 percent companies create individuals goals

aligned to the organization

Sales
mid level mangers

50%

52%

lower level employee

time spent workers

74%

Your Experience
Think about your last review:
What thoughts come to

mind?
What went right, what

went wrong?

Acceptable (Usually Meets Standards)

Generally meet expectations required for the

position. Competently perform most aspects of the job function, responsibility or goal. May require improvement in one or two areas of consistent weakness. Employee requires coaching in a weak area or may need additional resources or training to meet expectations.

Corporate strategy individuals Goals

The connection between business objective and

individual goals is a week point in most goal planning processes University of Virginia management professor Rob Cross has shown that managers can identify the best talent for a particular initiative only around 50% of the time

Performance Standards
Managees expect that managers everywhere in

the organization will use identical--at least similar---standards to measure the performance of competing positions

Research

A recent study found that less than 25 % of leaders

have access to rich talent profiles

What do Employees Expect?

Clear expectations
Positive/constructive feedback

on a regular basis
Involvement in goal setting

Be treated fairly and

consistently
Sharing of information and

resources
Job/career enrichment

opportunities

GOAL ALIGNMENT
Critical information
Identifying teams Recourses

Talent intelligence
Opportunities Collaboration Successful goal completion

Common Performance Appraisal Challenges

Continuously coaching
As a manger the continues coaching is essential
Notes Emails

Review cycles

Conducting the Meeting system Review rating

Discuss employees self

review

Let employee talk

Be aware of all three parts of

the messages you send:

Words Tone Body Language

Stay focused on

performance

Excellent (Exceeds Standards)

Clearly considered to be exceptional performers. Consistently exceed the communicated expectations of the job function, responsibility or goal. Demonstrate unique understanding of work beyond assigned area of responsibility. Identify needs and provide unique, innovative and workable solutions to problems. Achievements and abilities are obvious to subordinates, peers, managers and customers.

Good (Fully Meets Standards)

These employees are on track and fully

achieve expectations. Independently and competently perform all aspects of the job function, responsibility, or goal. Performance consistently meets the requirements, standards, or objectives of the job. Occasionally exceeds requirements. Recognizes, participates in, and adjusts to changing situations and work assignments.

Acceptable (Usually Meets Standards)

Generally meet expectations required for the

position. Competently perform most aspects of the job function, responsibility or goal. May require improvement in one or two areas of consistent weakness. Employee requires coaching in a weak area or may need additional resources or training to meet expectations.

Unsatisfactory (Fails to Meet Standards)

Employees with this rating fail to satisfactorily perform most aspects of the position (or function). Performance levels are below established requirements for the job. Employee requires close guidance and direction in order to perform routine job duties. Performance may impede the work of others and the unit. A performance improvement plan must be submitted to OHR.

Filling out the Form

Review notes Behaviors vs. value

judgments
Align categories on form

with employees job responsibilities

Optional categories

Set goals

Setting Effective Goals

Quick Tips
S.M.A.R.T. Goals

Specific Measurable Achievable/Agreed Upon Relevant Time-bound

Set Goals Communicate

Aligned
Adjustable
Evaluate Observe

Performance Appraisal Practice Review Performance

Appraisal for items that are:
Under-rated Over-rated Poorly stated

Refer to employee

background

Rewrite Performance

Appraisal using tools reviewed today

Make sure to fill out the form

completely including the Goals section

SOLUTIONS
Real time visibility
Insight decisions Advance performance management visibility up ward

and down ward

Conclusion
The research validates that improved performance

mangement through better business goal alignment a shift from annual performance reviews to continous coaching and a modern view of compensations and rewards

THANK YOU