Performance and compensation management

Topic:

Building performance excellence

Submitted to: Sir Rizwan

Submitted by: Anam Khan

Roll no: 1001

University of Okara
Building Performance Excellence

Performance excellence refers to an integrated approach to organizational performance

management that results in

Delivery of ever-improving value to customers and stakeholders, contributing to

organizational sustainability
Improvement of overall organizational effectiveness and capabilities
Organizational and personal learning

What does building performance excellence involve?

Building performance excellence requires the manager to do three things. First, the manager is
responsible for creating the conditions that motivate. Second, the manager must provide
developmental opportunities. Finally, the manager must confront and correct performance
problems.

What influences an individual's development?

Most of the factors that influence an individual's ultimate effectiveness have been firmly
established by the time the person is a member of an organization. His basic genetic endowment
is set; the individual's early family, school, and other experiences (e.g., influential teachers,
coaches, pastors, and priests) have long since had their influence.

- Challenging jobs

Bosses and other people

Off-the-job experiences

Training programs
How do I determine where I, or someone on my team, should
concentrate development efforts?

There are several places to look to come up with good ideas on areas to focus development efforts:

- Personal knowledge

- Performance appraisal feedback

- Information from others

- 360-degree feedback data

- The organization's core competencies

- Personal goals and aspirations

How do I create a development plan that works ... one that actually
produces results?

There are eight components to an effective development plan. The best way to construct a
workable development plan is simply to take a blank piece of paper and write down your response
to each item:

1. Knowledge, skill, or competency area to be developed

2. Benefit to your organization

3. Personal payoff

4. Measures to be used

5. Baseline assessment

6. Resources required
 7. Completion date

8. Week-by-week plan

What are the manager's responsibilities for developing subordinates?

The manager has six key responsibilities for the development of subordinates:

1. Identify key individual and organization development needs.

2. Coach the subordinate's selection of areas for developmental concentration.

3. Coach the subordinate's construction of a development plan.

4. Bless the plan/fund the plan.

5. Create developmental opportunities.

6. Follow up to ensure successful execution.

Most development plans seem to involve little more than just signing
up for training programs. Where does training fit into a development
plan?

Training isn't "development." Training is simply one component in a complete development plan.
Here are six suggestions to use training as an effective part of a development process:

1. Never start a development plan with a training program.

2. Identify your objectives first.

3. Contact the trainer.

4. Focus on application.

5. Build alliances.
 6. Seek immediate opportunities to practice.

How do I get the discussion off to a good start?

Probably the toughest ten seconds in management comes when the manager has told the employee
that they need to get together to talk about a problem. The appointed time comes, the employee
arrives in the manager's doorway, knocks, and says, "You wanted to see me, boss?" What should
the manager say to start off the meeting? Here's a script that will work well:

Say, " (Employee's name), I have a problem."

State the actual and desired performance.

Say, "Tell me about it," or some similar statement.

The manager then proceeded to state the specific concern the actual and desired performance.
Never begin a discussion with an employee about a problem by announcing your intention to take
a formal step of disciplinary action. Instead, start by explaining your concern, then listen to what
the individual has to say. Only when you've heard the employee's response and confirmed that
there is no reason not to proceed with the disciplinary action you intended to take should you
advise the employee that the discussion will be a formal disciplinary transaction.

The individual's performance is very good, but her attendance record

is spotty. How do I convince someone that we need to come to work,
on time, every day?
Start by making your attendance expectation clear. The attendance expectation the organization
has of every single employee is the same everywhere: "We expect each employee to come to work
every day, on time, fully prepared, clean, straight, and sober, for the full duration of the scheduled
workday." Any variance from that is a variance from the company's expectations.

The most important issue to concentrate on in dealing with attendance problems is the effect of the
absence, not its cause. Supervisors must continually point out to people with spotty attendance
records that ultimately the cause of any absence is irrelevant only the effect counts. The point is a
simple one: Regardless of the quality and truthfulness of the excuse, if the employee doesn't come
to work, the employee's job doesn't get done. .

An effective way to get control of attendance and reduce absenteeism is to compute the company's
or a specific department's average absence rate. Then concentrate on those people whose
attendance record is below average. The advantage of this approach is that it avoids considerations
of the cause of the absences. You can then say to the employee, "The average absence rate in your
department was 4.6 percent, but your personal absence rate was 5.5 percent.

In dealing with attendance problems, never ask the employee to improve. Ask the employee to
correct the problem. You don't want improvement, you want a total and complete correction.

When taking disciplinary action or terminating an employee because of an attendance problem,

never use the phrase, "Excessive absences." That suggests that there is some standard that the
employee has exceeded. Instead, say, "Failure to maintain regular attendance." What is regular
attendance? Coming to work, on time, every day.

What are the responsibilities that a manager must meet in creating

the conditions that allow people to do a good job?

There are five and only five responsibilities that a manager must meet in creating the conditions
that allow people to do a good job:

1. Clarify expectations.

2. Provide training.

3. Arrange appropriate consequences.

4. Provide feedback.

5. Remove obstacles.