1. A new approach to performance management: 1. Inconsistent application 2. Lack of development focus 3. Inflexible 4.

Unclear alignment with business priorities 5. No clear linkage to other HR process (e.g. coaching) 2. Goal of performance management 1. An ongoing two way communication process 2. A classification of expectation 3. A sincere discussion of opportunities for skill development 4. A way to focus on behavior that will have the most impact on organizational results 5. The fostering of improved performance in the current job 6. Working smarter- not harder 3. A change in focus Performance appraisal 1. Tender to emphasize either results or traits 2. Traits are subjectively identified after the fact or ignored completely 3. Is a human resource department procedure 4. Threatening 5. Focus is on judging sfter

the fact planning & 6. Emphasizes the managing form 6. Emphasizes the 7. Fault finding process 8. Evaluation 7. Problem factors are solving subjectively 8. Performance identified expectations 9. Win lose are linked to the business plan 9. Win- win 4. Guiding principle of performance management 1. Creating a win- win environment 2. Mutual understanding & clarity of expectations at the outset 3. Proactive employee participation throughout all phases of the process 4. Balanced & constructive feedback to facilitate employee development 5. Shared ownership & commitment to success. Employees- Managers 6. Focus maximizing contribution in current role 5. Challenges of performance management 1. Focus on management process that build a motivating climate 2. Reduce reliance on forms & procedure 3. Emphasizes management skills & continuous process 4. Promote self management in achieving total quality & customer service 5. Use flexible frequently updated planning & regular feedback 6. Recognize & provide rewards that count

Performance management 1. Includes both results & behavioral skills equally 2. Behavioral skills expectations are linked to results & objectively established in advance 3. Is a line management process 4. Motivating 5. Focus is on

7. Role in performance management The manager The employee 1. Shared 1. Shared accountability accountability 2. Coach & 2. Proactively mentor provide input 3. Clarify business 3. Continual self director assessment 4. Provide 4. Take personal resources ownership for 5. Identify development obstacle 8. The performance management model 1. Performance planning o Goal planning o Competency assessment 2. Performance coaching o Informal coaching throughout year o Optional mid-year performance review 3. Performance review o Formal end of year meeting 9. Three types of objectives at performance planning (Lafayette) 1. Fulfillment of job requirements 2. Demonstration of core values 3. Achievement of annual goals 10. Elements of good performance planning. (Clarify job requirements & goal) 1. Represent WHAT the employee should focus on 2. Critical targets and priorities 3. Linkage to departmental goals and college strategy (Understand core values)

4. Represent HOW the employee should accomplish critical goals 5. Knowledge, skills and behavioral required for success 11. Planning summary 1. Define performance expectations Results Competencies 2. Links individual efforts to college strategy, vision & values 3. Wins employee commitment to achieving expectations 4. The behavioral links to college values 12. The S M A R T objective S- Specific, think micro, more action steps than are effective M- Measurable, monitor the progress in objective terms A- Attainable, be realistic & consider obstacle, resources needed R- Relevant, objective should relate directly to objective T- Time bound, achieve specified timeframe.

Employee Compensation & Benefits 1. Employee Satisfaction way: 1. Salary: Pay Overtime 2. Benefits: Health plans Retirement plans Vacation time off Paid training Working hours 3. Rewards: Bonus Salary increase Promotion Equity offering Awards Recognition New job assignment 2. What factors determine weight of payment 1. Where employers compete for talent local/ national 2. What talent employers get skill/ knowledge 3. How strongly the employers want to compete Lead the market Meet the market Lag the market 4. Exempt employees: Typical executive, professional, administrative position Minimum hours meet & not count overtime Meet salary test & duties test 5. Non- exempt employees: Must record time of work Eligible for overtime

3. Employer challenges for determining employees benefits: 1. Number of employees (large/ small) 2. Type of company (private/ public) 3. Structured employee benefit package that meet the need of diverse employees (one package does not meet all employees need) 4. The benefits that attract recruiting & retention effort 5. Helping existing employees understanding the values & their benefits 6. Count revenue, cost and profit margin that meet employees salary & other benefits 7. Government restriction, legislation, public policy. 8. Public traded companies will trend to offer stock option benefits, bonus tide to company performance. 9. Non public companies will offers non cash incentives 10.Large organization may offers more 4. Health benefits 1. Medical 2. Prescription drugs 3. Dental 4. Vision 5. Wellness programs: 1. Disease management 2. Health risk management 3. Fitness programs 4. On site clinics & pharmacies Pretension Vs payment

 Improve productivity/ reduce absence/ presenters Performance Management A systematic process for improving organizational performance by developing the performance of individual and teams 1. Performance management objectives 1. Align individual & organizational objective 2. Improve organizational performance 3. Improve individual performance 4. Basis for personal development 5. Develop a performance culture 6. Inform pay decisions 2. Performance management system/ cycle 1. Performance & development planning Role definition Objectives Competencies Performance improvement Personal development 2. Act/ action Carry out role Implement performance Improvement plan Implement personal development plan 3. Manage performance throughout the year Monitor performance Provide continuous feedback Provide coaching Deal with under performer 4. Review performance Dialogue & feedback

Agree strengths & any areas for improvement Build on strengths particularly strong at a area and use this strength 3. Characteristics of performance management 1. Planning 2. Measurement 3. Dialogue 4. Feedback 4. Assessing performance/ Methods 1. Visual (Matrix) 2. Rating 3. 360 degree feedback 4. Balanced scorecard 5. Developing Performance management Skills 1. Communicating 2. Briefing 3. Self development 4. Training 5. Coaching 6. Mentoring 6. Managing performance (Improving individual performance) Seven Steps1. Select the goal (define priority are) 2. Define expectation (define standards) 3. Define performance measures (monitor goal achievement & program of performance) 4. Plan (achieving the objectives step by steps) 5. Act (implement the improvement program)

6. Monitor (review progress & analysis the feedback to ensure the target) 7. Extend the process (continue the development programmed as required) 7. Dealing with under performance 1. Identify & agree the problem 2. Establish the reasons for shortfall Did not receive adequate support from manager Did not understand what was expected from employee Lac of ability Lack of skill Problem in attitude 3. Decide & agree on the action required 4. Resource the action 5. Monitor & provide feedback 8. Performance management (Performance driver) 1. Positive performance driver Fair & accurate feedback Employee understanding of performance standard Focus on strengths in review Culture of internal communication 2. Negative performance driver Focus on weaknesses in review 9. Introducing Performance management: 1. Define purpose 2. Enlist support

3. Communicate & involve 4. Develop Process 5. Train 6. Pilot test & re-train