Advanced Diploma in HRM: Performance Management Report - NIBM Galle

This report, submitted by a student from the National Institute of Business Management (NIBM) Galle for the Advanced National Diploma in Human Resource Management, focuses on performance management. The report begins with an introduction to performance management, defining its role in organizations and its impact on employee development. It then explores understanding performance management, emphasizing the organization's role and expectations. A video review highlights steps to handle underperforming employees, including starting with positive feedback, focusing on performance, being direct, and coaching for success. The report then delves into Key Performance Indicators (KPIs), explaining how to choose them and providing examples for time management. Finally, it discusses setting up processes for performance reviews and appraisals, including face-to-face discussions and structured feedback, referencing useful resources for communication skills. The report aims to provide practical strategies for improving employee performance and productivity.

Advanced National Diploma in Human Resource
Management
National Institute of Business Management –
Galle
Module - Performance Management
Final Assignment
BY
GAANDHRM192P-004
E.G.Maleesha Sherandhi
GAANDHRM192P-002 Udarangi
Jayaneththi
GAANDHRM192P-001 Stella
Borelessa
GAANDHRM192P-003 Madusha
Kalansooriya
GAANDHRM192P-009 Ishani
Chamika
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GAANDHRM192P-005 Dasanthi
Kariyawasam
GAANDHRM192P-007 Chanuka
Sandeepa
25/09/2020
Date of Submission
ACKNOWLEDGMENT
First, we’d love to thank our beloved lecturer Mr. Wasantha, for
providing their valuable time and guidance in elaborating view of studying
the project details.
We’d also like to thank all our family members for their kind co-
operations advice and encouragement during the long and arduous task of
preparing this report and carrying out the project. We would once again like
to express our heartiest gratitude to all who helped us directly or indirectly
throughout this project work.
We are also thankful to the members of this project, for extending
their heartfelt guidance through this project work. Without their supervision
and many hours of devoted guidance, stimulating & constructive criticism,
this thesis would never come out in this form.
Last not but least I would like to express gratitude to all who helped
us through the period and gave us proper response and co-operating in our
various activities with their patience.
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ABSTRACT
Many managers struggle with leadership because that they
can’t deal with poor performance. Managers either ignore it until the problem
explodes, or they pounce on the employee right away, yell, criticize and tell
and give no help. Too many lack competence in the key people skills or
empathy, listening, problem-solving and giving feedback. Moving from
Managers to leader when they can motivate employees to achieve
significantly better results while helping them with their performance
problems.
Video Highlights on this assignment is managing a difficult
employee is one of the biggest challenges a supervisor can face. We are
talking about individuals who are not violating company policy or breaking
the law, but whose demeanor, attitude and behavior are off-putting to
others. Improving the performance and productivity of employees has a
direct and positive impact on business results. Optimus performance delivers
program, tool and services that enable people to tap into their un-limited
potential and work smarter.
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Table of Content
1.0 Introduction……………………………………………………
.……….05
1.1 Performance
Management…………………………….….05
1.2 Understanding
PM…………………………………………….05
2.0 Video Review…….
………………………………………………………06
3.0 Key Performance
Indicator……………………………………….07
3.1 How’s to choose
KPI……………………………………….….07
3.2 KPI for the time
management……………………………07
4.0 Set up
processes………………………………………………………
..09
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5.0 References……………………………………………………
…………..10
1.0 Introduction
1.1 Performance Management
Performance management is the process of ensuring that a set of activities
and outputs meets an organization's goals in an effective and efficient manner. Performance
management can focus on the performance of an organization, a department, an employee, or the
processes in place to manage particular tasks. Performance management is a whole work system
that begins when a job is defined as needed. It ends when an employee leaves the organization by
way of finding a new job or retiring.
Performance management defines interaction with an employee at every step of the
way in between these major life cycle occurrences. Performance management makes every
interaction opportunity with an employee into a learning occasion. The performance
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management system may contain all of these components, but it is the overall system that
matters, not the individual components. Many organizations have been able to develop effective
performance management systems without all of the following practices.
Poor performance is an issue that worries managers and employees alike. It is
concern to senior managers because it is a measure of how effectively the organization tackles
poor performance appropriately. Dealing with poor performance is an emotive issue. It is
perhaps not surprising, therefore that many organizations fail to address it. In our video we
explain how we are going to give a solution to the poor performance of employees.
1.2 Understanding Performance Management
The organization’s role in performance management
In the ideal situation:
 The organization accepts that performance management is an important way of guiding,
developing and rewarding staff.
 The organization’s performance management system is integrated with other business
planning processes and is focused on longer-term goals.
 The organization has established a culture in which individuals and teams take
responsibility for the continuous improvement of business processes and of their own
skills, behavior and contribution.
 The organization encourages a shared expectation of what will be achieved during the
year by listing objectives in business plans.
 The organization measures standards of performance informally throughout the year and
formally at least once a year.
2.0 VIDEO OVERVIEW
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erfor under ressure T is ideo ill s o about ste s of T it an e lo ee o isp m p . h v w h w p HOW O DEAL w h mp y wh
under erfor ing T e te tation for an e lo er is to lea e t e dis ussion until t e are at t e end ofp m . h mp mp y v h c h y h
t eir tet er and t e ust ant to dis iss t e e lo ee t is reall i ortant to deal it t is at anh h h y j w m h mp y . I y mp w h h
earl stage ere on t is ideo e a e been e lained ain ste s on Ty . H h v w h v xp 04 m p HOW O HANDLE POOR
F M CPER OR AN E.
01)Start with Something Positive
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You should be able to find something positive to begin the conversation about
their performance. If they have no positive aspects to their work, why are they still
working with the organization. It is important to set a positive tone at the beginning of the
conversation with a difficult employee. That way they will see that there is a value in
their work which should help motivate them to improve.
02)Focus on Performance
When you are providing negative feedback to a poor performance employee, it is
imperative that you focus on their performance and not them personally. That way, they
should feel that they can improve vs feeling attacked on a personal level. This can also
lead to a positive response and the employee may not open to change.
03)Be direct
You have to be firm and direct with a difficult employee. Make it clear that there
is a problem but there is also a solution. Leading is not about being liked and there is time
when you will have to tell an employee should understand why there is a need for
change.
04) Coach them to success
If the employee who is open to coaching, then you have an opportunity to coach
them to success. This will involve frequent informal feedback sessions, where provide them with
the tools for success. These tools could include articles, textbooks or even online training.
3.0 Key Performance Indicator
A key performance indicator (KPI) is a measure that allows defining how well or
bad a company or its staff performs and whether or not they will be successful in reaching
established goals. Use of KPIs is critical to business success. Without real KPIs any
organization won't perform to its maximum. Key performance indicators are essential for your
media organization where performance of media workflows and projects is the driving force for
success.
3.1 How to choose KPIs
If media company uses wrong KPIs, it won't succeed. KPIs will be effective and bring
positive results if they are selected according to specificity of media industry. Here's a list of
requirements that KPIs should meet in order to be applicable to media company:
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 KPIs reflect goals of your organization
 KPIs are determined by senior management
 KPIs provide context
 KPIs are applicable to all organizational levels (departments)
 KPIs are easy to understand
 KPIs stimulate to actions
3.2 KPI for the Time Management – Regarding to the video review.
GOAL KPI Performance (%)
Time Spent on * Number of Hours spent processing emails 25%
managing emails divided by the average number of emails
received.
Percentage of * Number of email messages answered daily 80%
Answered emails divided by the average number of daily
Emails messages, multiplies by 100
Call Answering * Number of Hours spent on answering 30%
Hours phone calls divided by the total number of
Working hours, multiplied by 100.
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Key Performance Indicators (KPIs), performance reviews and appraisals should be
available to all company staff so they know how they've been doing and what further
development or training they need to undertake to improve.
Objectives give employees focus, and appraisals make them feel their good work is being
recognized. It can also discuss any weaknesses or problems, and identify solutions together. A
big part of successful performance reviews and appraisals is being able to communicate well
with your staff. Organization find some useful tips and advice on communication skills for
managers page.
Use the performance and development agreement plan below to outline your employee's
expected performance standards and goals, as well as skills improvement.
4.0 Set up the processes
The most effective way to conduct KPI and performance reviews is to have a combination
of structured face-to-face discussions – with diary notes – quarterly with a full review at the end
of each year. Save the prospect of a discussion about pay for another time – you want your
employee to leave the review thinking about their performance.
In conducting a performance review should:
 ask the employee to rate themselves
 provide a written performance review to the employee
 make sure you can back up any positives and negatives – with specific examples
 conduct a review meeting within 48 hours of the written performance review
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 note and file any employee comments, and then make sure the final version goes on file.
On template below can be customized to suit company's requirements. Hand it out to employees
and ask for them to complete it before their performance review.
 Time management KPIs are often a part of the personal Balanced Scorecard which proved to
be incredibly effective.
 Common KPIs include time spent on email, call answering hours etc. In other words, these
KPIs concern all daily activities.
 Recent studies have proven that goal setting and implementation of personal goals is easier
with time management.
Time management is concerned with making the maximum utilization of time so as to
organize things in the best possible manner. One often has to deal with time management issues
in life. The solution demands being highly logical and analytical in approach as resources are
often limited, be it time or raw materials. Therefore, the key is to align the usage of this
'restricted supply' in such a manner that it is used to its fullest.
This will require putting down the metrics that are seen useful to reflect the 'effective usage
of time'. This BSC (Balanced Scorecard) answer will be a highly tailored one therefore the areas
that are specific to functioning should be selected. Once this is done, one can transfer the
monitoring responsibility to this management instrument.
With such a helping land, tracking worries can be put to an end and one can manage time
effectively and carefully. All operations can be completed well within time rather before time
with the help offered by this managerial device.
6.0 References
-Bacal R.(2002) A Performance Management Bias and Error Gloassary
- Dhami.R.2010 Performance Management
- http://www.humanresource.hrvinet.com/performancemanageemnt/
-Ellis J. 2008 Managing poor performance 1(15).28-33
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