Half day open training event on managing performance and performance reviews held in Toronto, Canada.

1. Performance management
by Toronto Training and HR
May 2014

2. CONTENTS
3-4 Introduction
5-6 Definitions
7-8 A typical performance management process
9-10 Who does what?
11-12 Creating a culture of ownership
13-14 Observing and documenting behaviour and outcomes
15-16 Providing feedback
17-18 Meetings around performance
19-20 Defensive behaviour
21-22 Performance planning
23-27 Wellbeing and performance
28-29 Coaching and performance management
30-31 Action centred leadership
32-33 Setting up your people for success
34-35 Psychological contracts
36-37 Having a critical mind set
38-39 Clones or contributors?
40-41 Organizational citizenship behaviours
42-43 Measuring performance
44-45 Planning and implementing steps to improve performance
46-47 Example key performance indicators
48 Case study
49-50 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. Page 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
15 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
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers

5. Page 5
Definitions

6. Definitions • Performance
management
• Performance
management system
• Performance review or
appraisal
Page 6

7. Page 7
A typical performance
management process

8. A typical
performance
management
process
• Objective setting
• The individual
• Resources
• Feedback
• Performance monitoring
• Recognition
Page 8

9. Page 9
Who does what?

10. Who does
what?
• Line managers
• HR professionals
• Employees
Page 10

11. Page 11
Creating a culture of
ownership

12. Creating a
culture of
ownership
• From accountability
• To ownership
Page 12

13. Page 13
Observing and
documenting behaviour
and outcomes

14. Observing and
documenting
behaviour and
outcomes
• Constraints
• Activities to improve
documentation
• Reasons to document
performance
• Recommendations for
documentation
Page 14

15. Page 15
Providing feedback

16. Providing
feedback
• Main purposes
• Potential costs of failing
to provide feedback
• What does effective
feedback look like?
• Positive feedback
• Negative feedback
Page 16

17. Page 17
Meetings around
performance

18. Meetings
around
performance
• Types of formal meeting
• Preparation
• Components of the
meeting
Page 18

19. Page 19
Defensive behaviours

20. Defensive
behaviours
• Fight
• Flight
• Preventing or reducing
defensive behaviours
• When defensiveness is
unavoidable…
Page 20

21. Page 21
Performance planning

22. Performance
planning
• The contribution
management process
• Why bother?
• What can get in the way?
Page 22

23. Page 23
Wellbeing and
performance

24. Wellbeing and
performance
1 of 4
• Commitment
• Trust
• Engagement
• Kinship
Page 24

25. Wellbeing and
performance
2 of 4
STRATEGIES
• Prevention
• Prevent deterioration
• Restoration
• Palliation
• Next generation
Page 25

26. Wellbeing and
performance
3 of 4
ELEMENTS
• Discovery
• The culture
• The leadership
• The working environment
• The person
Page 26

27. Wellbeing and
performance
4 of 4
RESILIENCE
• Corporate resilience
• Personal resilience
Page 27

28. Page 28
Coaching and performance
management

29. Coaching and
performance
management
• Definition of coaching
• Major coaching functions
• Key coaching behaviours
• Questions to ask
• Coaching styles
• An adaptive coach
• The coaching process
Page 29

30. Page 30
Action centred leadership

31. Action centred
leadership
• Individual
• Task
• Team
Page 31

32. Page 32
Setting up your people for
success

33. Setting up
your people
for success
• Start with a game plan
discussion
• Collaborate on setting
SMART objectives
• Properly diagnose the
development level for the
objective
• Help them obtain a grade
‘A’
Page 33

34. Page 34
Psychological contracts

35. Psychological
contracts
• Exchange or transactional
• Relational
• Ideological exchange
agreement
Page 35

36. Page 36
Having a critical mind set

37. Having a
critical mind
set
• Lead with behaviour
• Eliminate judgement
• Inquire with purpose
• Be clear
Page 37

38. Page 38
Clones or contributors?

39. Clones or
contributors?
• Clones
• Contributors
Page 39

40. Page 40
Organizational citizenship
behaviours

41. Organizational
citizenship
behaviours
• Altruism
• Generalized compliance
• Implications for
organizational wellbeing
• How organizational
effectiveness is influenced
• ‘Job embeddedness’
• Cynicism
Page 41

42. Page 42
Measuring performance

43. Measuring
performance
• Accountability
• Accuracy
• Communications
• Initiative
• Innovation
• Planning
• Problem solving
• Resource utilization
Page 43

44. Page 44
Planning and
implementing steps to
improve performance

45. Planning and
implementing
steps to
improve
performance
• Identify job duties
• List and prioritize
obstacles
• List and prioritize changes
• List actions
• Create action plans
• Implement action plans
and track progress
• Other considerations to
ensure success
Page 45

46. Page 46
Example key performance
indicators

47. Example key
performance
indicators
• Areas of structural
knowledge
• Areas of human
knowledge
• Areas of relational
knowledge
Page 47

48. Page 48
Case study

49. Page 49
Conclusion, summary and
questions

50. Page 50
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions