Half day open training event held in Toronto, Ontario.

1. Effectively managing performance
by Toronto Training and HR
October 2013

2. CONTENTS
5-6
7-8
9-10
11-12
13-14
15-16
17-18
19-20
21-22
23-24
25-28
29-30
31-33
34-38
39-40
41-46
47-48
49-50
Definition
The process of performance management
Aspects of performance management
Disciplines of execution
Pay for performance
Creating and implementing a balanced scorecard
Selecting the right metrics
Components of human work processes
Motivation and performance
Employee engagement
Performance reviews
Trust
Legal considerations
High achievers and low performers
Key components for world-class performance
Organizations which are high-performing
Ensuring performance management is a success
Conclusion and questions
Page 2

3. Introduction
Page 3

4. Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers
Page 4

5. Definition
Page 5

6. Definition
• Performance management
Page 6

7. The process of
performance management
Page 7

8. The process of performance
management
• Define performance
expectations
• Provide ongoing feedback and
coaching
• Conducting performance
reviews and evaluation
discussions
• Determining performance
rewards/consequences
• Undertaking development and
career opportunity discussions
Page 8

9. Aspects of performance
management
Page 9

10. Aspects of performance
management
•
•
•
•
•
Developing
Monitoring
Planning
Rating
Rewarding
Page 10

11. Disciplines of execution
Page 11

12. Disciplines of execution
• Focus on tremendously vital
objectives (TVO)
• Act on the lead measures
• Keep a compelling scoreboard
• Create a culture of accountability
Page 12

13. Pay for performance
Page 13

14. Pay for performance
•
•
•
•
Stability
Ease of measurement
Designing a plan
Merit pay grids
Page 14

15. Creating and
implementing a balanced
scorecard
Page 15

16. Creating and implementing a
balanced scorecard
• Collect historical data from the
organization
• Sort out and prepare the final
database
• Determine and identify the numbers
of strategic perspectives and
performance indicators
• Construct the cause and effect link
between all strategic perspectives
• Operate this management tool for
long-term planning
Page 16

17. Selecting the right metrics
Page 17

18. Selecting the right metrics
• Define your governing objective
• Develop a theory of cause and effect
to assess presumed drivers of value
• Identify the specific activities that
employees need to do in order to
achieve the governing objective
• Regularly re-evaluate the chosen
statistics to ensure that they continue
to link employee activities with the
governing objective
Page 18

19. Components of human
work processes
Page 19

20. Components of human work
processes
•
•
•
•
•
•
•
Direction setting
Clarifying roles
Planning and aligning performance
Monitoring and measuring
Enabling and enhancing
Assessing and evaluating
Recognizing and rewarding
Page 20

21. Motivation and
performance
Page 21

22. Motivation and performance
Page 22

23. Employee engagement
Page 23

24. Employee engagement
• Fully engaged
• Not engaged
• Disengaged
Page 24

25. Performance reviews
Page 25

26. Performance reviews 1 of 3
•
•
•
•
•
Formats
360 degree feedback
Errors
An effective process
Preparation
Page 26

27. Performance reviews 2 of 3
TRENDS
• Preset performance objectives for
individuals
• Discussion of development held
separately from the performance
review
• Competency models which are based
on strategy
• Competencies
• Calibration meetings to compare
ratings by different managers
• Ownership of performance
management by line management

28. Performance reviews 3 of 3
AMENDMENTS
• Change what is rated
• Change the rating scale
• Change who rates
• Change the objectives
Page 28

29. Trust
Page 29

30. Trust
• Leader behaviours to build trust
• Employee responses
Page 30

31. Legal considerations
Page 31

32. Legal considerations 1 of 2
• Evaluate employees on job-relevant
factors
• Inform employees of expectations and
evaluation standards in advance
• Have a documented process with
specified roles for managers and
employees
• Train managers and employees on the
performance management process
and relevant skills
Page 32

33. Legal considerations 2 of 2
• Document justifications for
rewards/decisions by managers
• Provide timely feedback on
performance issues
• Allow employees to formally comment
on and appeal evaluations
• Make sure evaluations used for
decision-making are consistent with
decisions
Page 33

34. High achievers and low
performers
Page 34

35. High achievers and low performers
1 of 4
• Carefully select who will be important
for you to invest time, energy and
other resources in to developing their
performance
• Keep hope alive for all
performers, even those who are
chronically low
• Cut your losses relatively early
Page 35

36. High achievers and low performers
2 of 4
ADDRESSING CHRONIC LOW
PERFORMERS
• If after setting clear expectations,
monitoring their performance,
providing feedback, coaching them
and letting them know the
consequences of underperforming…let
them go
• If the organization can’t afford to let
low performers go in order to keep
operating, then reassign them
Page 36

37. High achievers and low performers
3 of 4
MANAGING LOW PERFORMANCE
• Plan a face-to-face meeting
• Spend time preparing
• State the facts clearly
• Shut up and listen
• Write it down
• Use your judgement
• Recognize improvements
Page 37

38. High achievers and low performers
4 of 4
CHALLENGES AROUND LOW
PERFORMANCE
• We will always have people where
performance could be improved
• Performance management processes
are likely to stay trivial for a number
of years to come
• Training people does not always work
Page 38

39. Key components for
world-class performance
Page 39

40. Key components for world-class
performance
•
•
•
•
•
•
Page 40
Technical
Tactical
Mental
Physical
Contextual
Emotional

41. Organizations which are
high-performing
Page 41

42. Organizations which are highperforming 1 of 5
FACTORS TO CONSIDER
• Management quality
• Openness and action orientation
• Long-term orientation
• Continuous improvement
• Employee quality
Page 42

43. Organizations which are highperforming 2 of 5
STEPS TO DEVELOPING A HIGHPERFORMANCE CULTURE
• Motivate change
• Lay foundations
• Sustain behaviour
• Monitor and improve
Page 43

44. Organizations which are highperforming 3 of 5
WHAT DOES A HIGH-PERFORMING
ORGANIZATION LOOK LIKE?
• The right people in the right
roles, focused on what matters
most
• Organizational design that
encourages the right balance of
wider collaboration
• Ways of working that help people
to be productive and fulfilled
Page 44

45. Organizations which are highperforming 4 of 5
BECOMING A HIGH-PERFORMING
ORGANIZATION
• Find out what employees know and
don’t know
• Formulate objectives with employees
and roles to play
• Evaluate the impact on employees
• Determine with employees the
resources needed
• Make sure everyone continuously
receives information on progress
Page 45

46. Organizations which are highperforming 5 of 5
BECOMING A HIGH-PERFORMING
ORGANIZATION (CONTINUED)
• Ask employees for feedback on
un
Page 46

47. Ensuring performance
management is a success
Page 47

48. Ensuring performance management
is a success
•
•
•
•
•
Communicate the big picture
Set SMART objectives
Give effective and regular feedback
Prepare and train managers
Differentiate based on contribution
not remuneration
• Identify opportunities for learning &
development
Page 48

49. Conclusion and questions
Page 49

50. Conclusion and questions
Summary
Videos
Questions
Page 50