Understanding Performance Management
Understanding Performance
Management
Terry Delaney
Contents
Introduction
Page 3
1. Understand the value of assessing performance to meet organisational and individual needs 1.1 Describe the value of formal and informal performance assessment in the workplace
Page 4
1.2 Explain the role of the first line manager in performance management
Page 4
2. Know how to manage performance of individuals in the team
2.1 Identify ways to ensure fair and objective formal assessment
Page 5
2.2 Explain how to set SMART objectives for a team member
Page 5
2.3 Explain how to set performance standards for a team member
Page 6
2.4 Explain how to measure performance against agreed standards
Page 6
3. Understand the value of feedback in the workplace
3.1 Explain the importance of feedback to improve performance
Page 7
3.2 Describe how to give effective feedback
Page 7
4. Know how to manage underperformance in the workplace
4.1 Identify potential areas of underperformance in the workplace
Page 8
4.2 Identify causes for failure to meet agreed performance levels
Page 8
4.3 Describe actions to restore performance to acceptable levels
Page 9
2
Introduction
In my opinion, it is people that make businesses more successful. It is people that gives some companies that competitive edge. Good people, who perform well, are the most valuable asset a business can have. A business with well trained and very motivated staff, in turn offering exceptional service delivery to their customers, are very likely to be ahead of their competitors. Even when their competitors offer the same, or similar, products.
Customers are not only looking for products, and the competitive pricing, they are looking for the overall experience of doing business with a company. And, it is employees that make that difference. Employees can give a company that distinctive edge, that unique selling point, that sets them apart from their competitors. Performance management is the best method to nurture employees talents and
Management
Terry Delaney
Contents
Introduction
Page 3
1. Understand the value of assessing performance to meet organisational and individual needs 1.1 Describe the value of formal and informal performance assessment in the workplace
Page 4
1.2 Explain the role of the first line manager in performance management
Page 4
2. Know how to manage performance of individuals in the team
2.1 Identify ways to ensure fair and objective formal assessment
Page 5
2.2 Explain how to set SMART objectives for a team member
Page 5
2.3 Explain how to set performance standards for a team member
Page 6
2.4 Explain how to measure performance against agreed standards
Page 6
3. Understand the value of feedback in the workplace
3.1 Explain the importance of feedback to improve performance
Page 7
3.2 Describe how to give effective feedback
Page 7
4. Know how to manage underperformance in the workplace
4.1 Identify potential areas of underperformance in the workplace
Page 8
4.2 Identify causes for failure to meet agreed performance levels
Page 8
4.3 Describe actions to restore performance to acceptable levels
Page 9
2
Introduction
In my opinion, it is people that make businesses more successful. It is people that gives some companies that competitive edge. Good people, who perform well, are the most valuable asset a business can have. A business with well trained and very motivated staff, in turn offering exceptional service delivery to their customers, are very likely to be ahead of their competitors. Even when their competitors offer the same, or similar, products.
Customers are not only looking for products, and the competitive pricing, they are looking for the overall experience of doing business with a company. And, it is employees that make that difference. Employees can give a company that distinctive edge, that unique selling point, that sets them apart from their competitors. Performance management is the best method to nurture employees talents and