Presentation by Jeremy FitzPatrick and Nirmal Sinha (HealthShare, NZ) at Mahara Hui in Auckland, New Zealand, on 10 April 2015. https://maharahui.org.nz/course/view.php?id=3
3. Performance Management story âŚ
Once upon a timeâŚ
⢠Discussions not happening: Less than 20% of the
organisation completing appraisals. Seen as a top down tool
âBig Brother.â
⢠Poor Discussions: The discussions that were happening
werenât meeting the individual needs and managers had lost
or were not skilled to have the discussion.
⢠Cascading: Conversations that were happening were
clinically focussed and didnât consider organisational goals.
4. NextâŚ
Enter a paper based performance management
system, which benefits 3 key stakeholders:
⢠Individual
⢠Managers
⢠Organisation (i.e.HR and Senior Leadership)
Sun starts to shineâŚ..
everyone smiling including âthe customerâ!!
5. Initiation of
A way to clarify expectation of:
1. what I do,
2. how I do,
3. support me to give the best I can⌠through regular
feedback and coaching
ââŚ.a process clarifying performance expectations,
setting goals, evaluating performance, delivering
feedbackâ
6. Implement
Employee focus on
achieving KRAs
Manager will give
ongoing support,
coaching and
feedback.
Interim review
(3-6 months)
Informal discussion
How is the employee
doing?
Any changes to the
KRAs?
Annual review
Review KRAs
Development need
Identify employeeâs
career aspirations
Plan
Key Result Areas
(KRA) setting
Create SMART goals
Discuss careers
aspirations
How it happens?
7. What 3 stakeholders want?
Individual Manager Institute
Accountability, expectations and a context for work
ďź ďź ďź
Regular, and better quality feedback
ďź
Support for professional development and career
progression ďź ďź
Improved employee performance
ďź ďź ďź
â°Legally defensible documentation and completions
ďź ďź
Ability to track everyoneâs progress
ďź ďź
Report, all individual goals aligned to organisationâs
goals ďź ďź
9. Shared Services Conference 1997
Enter Mahara
Idea to bring performance management on an
electronic platform, so that Manager and
Organisation âtracking and reportingâ⌠can be
addressed
10. Good practice
includes:
â Setting and agreeing targets
â Clarifying standards
â Regular one-to-one meetings
â Quarterly performance reviews
â Annual performance reviews
â Coaching
â Development plans
â Managers being supportive, honest and fair
16. Step 3: Interim review
Page is shared
with Manager
who comments
on progress
After six
months
17. Step 4: Annual review
Best
reflections
are curated
to create the
annual
review
At twelve
months
18. Do you think this process works for the employee?
+ yes it would. Tools are simple
- multiple places to satisfy council and organisation
19. Do you think this process works for the institution?
yes
maybe
20. What Mahara can deliver?
Mahara
Accountability, expectations and a context for work
Regular, and better quality feedback
Support for professional development and career progression
Improved employee performance
â°Legally defensible documentation and completions
Ability to track everyoneâs progress
Report, all individual goals aligned to organisationâs goals
ďź
ďź
ďź
ď´
ďť
ď´
ď´
21. So what are our options?
⢠Do nothing: Stay with paper
⢠Do something:
â Use Mahara, it meets all requirements as is?
â Modify Mahara to enable reporting?
â Modify reporting requirements â no Mahara change?
⢠Explore other options
â Moodle?
â Moodle with Exabis or similar plugin?
23. Which way should we go?
⢠Do nothing: Stay with paper
⢠Do something:
â Use Mahara, it meets all requirements as is?
â Modify Mahara to enable reporting
â Modify reporting requirements â no Mahara change
⢠Explore other options
â Moodle
â Moodle with Exabis or similar plugin
ď¨
ď¨