Performance Management Best Practices by Gary Wheeler

Performance Management in Non-Profit
Linking People to Results
Gary Wheeler SPHR, GPHR, CCP, CBP

Objectives
2
• Understand performance management concepts
• Understand the benefits of a performance
management system
• Understand how to link organizational goals to
individual goals

Evaluation Systems
3
• Essays & Summaries
• Critical Incidents
• Behaviorally Anchored Rating Systems (BARS)
• Management By Objectives
• Key Performance Indicators (KPI’s)
• Balanced Score Card

Essays & Summaries
4
• An evaluation used to provide compelling
evidence supporting your opinion by using
logical reasoning to show that your evaluation is
correct
• Challenges
• Requires time
• Subjective

Critical Incidents
5
• The critical incident evaluation process involves
using a set of procedures to evaluate human
behavior through a series of observations
• A series of observations are used to evaluate
better than expected or less than expected
performance
• Challenges
• Requires time
• Subjective

Behaviorally Anchored Rating System
(BARS)
6
BARS
5 – Superior
4 – Exceeds Expectations
3 – Meets Expectations
2 – Needs Improvement
1 – Unsatisfactory Performance

TypicalBARS
• QUANTITY ................................................................................. 1 2 3 4 5
• Meets productivity standards ...................................................... 1 2 3 4 5
• Completes work in timely manner ................................................ 1 2 3 4 5
• QUALITY …................................................................................. 1 2 3 4 5
• Demonstrates accuracy and thoroughness .................................. 1 2 3 4 5
• Displays commitment to excellence ............................................. 1 2 3 4 5
• JOB KNOWLEDGE ...................................................................... 1 2 3 4 5
• Competent in required job skills and knowledge ......................... 1 2 3 4 5
• Challenge
• Subjective
7

Management By Objectives (MBO)
8
• MBO is the process of defining objectives/goals
within the organization where management and
employees agree with the objectives/goals and
understand what they need to do in the
organization
• Challenge
• Goals are not aligned to organization

Key Performance Indicators (KPI’s)
9
• KPI’s are used to evaluate organizational and/or
individual success using key metrics
• KPI’s should be relative to organization success
• Challenge
• Understanding what is important to the
organization and choosing the right KPI’s

Balanced Score Card
10
• Balances KPI’s into four organization perspectives
• Financial
• Customer
• Internal Business Processes
• Innovation and Learning
• Two to Four elements in each area
• Challenge
• Obtaining buy in of indirect elements from the
team

Best System For Non-Profit & Why?
11
• Key Performance Indicators (KPI)
• Balanced Score Card (BSC)

What is Performance Management?
12
• Performance management includes activities
which ensure individual goals are consistently
met in an effective and efficient manner and are
aligned with the department, division and
organizational goals
• Individual goals role up to the organization’s
goals and they support the organization’s
mission and strategic plan

Benefits of Performance Management
13
• Organization
• Outcomes are tied to the mission
• Outcomes are tied to strategy
• Outlines responsibility
• Manager
• Identifies expectations
• Creates an objective evaluation system
• Staff
• Let’s people know where they stand
• Greater chance of receiving recognition

Case Management
14
First Quarter Rating Second Quarter Rating Third Quarter Rating Fourth Quarter Rating YTD
Element
Area of
Responsibility
Plan Act % Eff Plan Act % Eff Plan Act % Eff Plan Act % Eff Plan Act % Eff
1
% Clients
transitioning to
stable housing
100% 100% 100% 100%
Element
Area of
Responsibility
2
% Clients stable
housing after 3
months
90% 90% 90% 90%
Element
Area of
Responsibility
3
% Clients stable
housing after 6
months
85% 85% 85% 85%

Intake
15
Element
Area of
Responsibility
1
# Clients
moved to
permanent
housing
15
clients
16
clients
15
clients
16
clients
Element
Area of
Responsibility
2
% Clients
Approved for
fin. assist. who
remain stable
3 mo.
90% 85% 80% 80%
Element
Area of
Responsibility
3
% Clients
Approved for
fin. assist. who
remain stable
6 mo.
85% 80% 75% 75%

Review of Examples
16
• Handouts
• Executive Director
• Finance Director
• Case Manager
• Intake Worker

GroupActivity
• Break into groups (5 to 10 per group)
• Articulate the organization mission
• Identify six to eight Key Performance Indicators (KPI)’s for your
Executive Director and their team
• Ten-minute activity
• Scribe
• Delegate someone to report back
• Two (2) minutes to report
17

Summary& Best Practices
• Establish a clear mission
• Create a strategic plan that is linked to the mission
• Identify organization goals (KPI’s)
• Identify goals (KPI’s) necessary to meet grant criteria
• The Executive Director’s Goals (KPI’s) are the organization’s
goal
18

Summary& Best Practicescont.
• The Executive Director’s performance incentives should be
tied to organization goals (KPI’s)
• Align individual goals (KPI’s) to organization goals
• Create a monthly dashboard
• Share goals and results with staff
• Recognize individuals for achieving their goals
19

Gary Wheeler
The Virtual HR Director, LLC
678-997-0017
gary@thevirtualhrdirector.com
http://www.thevirtualhrdirector.com
Thank You

Performance Management Best Practices by Gary Wheeler

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