Human Performance in Organisations by Derek Hendrikz

fundamentals of HUMAN performance
derek hendrikz

Copyright © 2014
Derek Hendrikz Consulting
www.derekhendrikz.com

the Ability / Motivation ratio
Ability
(Knowledge & Skill)
Team Player
Wrong
Appointment
Hostage Taker
Super
Star

Basic Performance Continuum
1 5 10 10+
Wrong
Appointment
Develop Reward
Motivate

Characteristics of a powerful organisational
performance system....

Performance Management should....
• Measure and direct energy
• Measure and dictate priority
• Translate the sum total of organisational strategy and
performance to workable action
• Translate organisational outcomes and objectives into clearly
mapped-out processes
• Provide immediate feedback
• Provide direction for immediate intervention and remediation
• Give total performance control
• Provide a learning relationship between what we do and what
we get

To employees, performance management
should....
• Manage Energy;
• Stretch ability;
• Energize and motivate; and
• Reflect capacity.

Performance Control & Delegation

Effective Performance Control…
1. Set standards of performance that must be
achieved;
2. Measure actual performance against these
standards;
3. Take corrective action when things go wrong.
You will effectively control the employee’s
performance through the flowing three steps:

Translating vision to performance…
1. Vision Statement:
Provides direction Organisational Performance.
2. Strategic Objectives:
Provide specific organisational performance objectives.
3. Organisational Structure:
Provides performance segmentation.
4. Role Clarification:
Provide containment of responsibility.
5. Key Performance Areas (KPA’s):
Describes general areas of objective achievement.
6. Job Competencies:
Defines the knowledge, skill, and attitude needed for KPA’s
7. Key Performance Indicators (KPI’s):
Defines specific employee performance.

Managing Individual Performance:
1. What must the employee do? (Key Performance Indicator or
KPI’s),
2. How must the employee do this? (Minimum Standards of
Performance),
3. How will you know that the employee is doing this? (Controls
and Monitors), and
4. How important is this Key Performance Indicator? (Weight
Allocation).
Basic Performance Management entails four things:

Performance Review Checklist:
• Review employee records.
• Know the employee competences.
• Know the employees objectives.
• Assess the employee’s achievements.
• Be clear on what performance standards you expect.
• Decide on motivators to improve performance.
• Set the time, date and location of the review.

Six steps to conduct a successful
performance review:
• Set the tone.
• Discuss the performance achievements over the review
period.
• Discuss performance results.
• Explore ways to improve or optimise performance.
• Discuss and agree the way forward.
• Evaluate.

Performance
Willingness
OpportunityCapacity

Capacity to Perform
The degree to which an individual possesses task-relevant
skills, knowledge and experiences.

Aspects inhibiting an employee to perform a task e.g. the
equipment needed, time available, quality of decision-
making, etc.
Opportunity to Perform

The degree to which an individual both desires and is willing
to exert effort (motivation).
Willingness to Perform

Human Performance in Organisations by Derek Hendrikz

Human Performance in Organisations by Derek Hendrikz

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