Performance Management Pack - Manager's Materials Overview

The

Performance Management

Pack

The Manager’s Materials

This pack provides a framework you can use to run a performance

management session. The aims of the sessions are:

To clarify the person’s strengths - the activities in which they

deliver As, as well as where they deliver Bs and Cs - and their

agreed contribution to the organisation.

To review their present performance and to what extent they have

achieved their previously agreed goals.

To make clear contracts about their future goals and the support

they need to achieve these agreed goals.

Taking these steps will provide the opportunity for real dialogue

and a reality check. It will also enable the person to make their

best contribution to the organisation. This pack is made up of the

following sections.

Introduction

The Performance Management Pack

- The Team Member’s Materials

These are the materials that will be sent out to the person to fill-in

and return before the session.

The Performance Management Session

 – The Manager’s Road Map

This provides a road map you can follow before, during and after

the session.

The Performance Improvement Pack

This provides a framework you can use in the case of there being

difficulties with a person’s performance.

Finally, it is important to use these materials as a framework,

Please take the ideas and use them to continue to help people to

make their best contribution to the business.

The

Performance Management

Pack

The Team Member’s Materials

This part of the pack is to be sent to the team member two

weeks before the planned meeting. Ask them to send it back

to you at least two days before the session.

This pack invites you to do several things to prepare for the

performance management session. Some of these exercises you

may only need to do occasionally, such as clarifying your strengths.

Others you may do on an ongoing basis. The pack invites you to do

the following things.

To clarify your strengths and your best contribution.

To clarify your agreed goals.

To clarify how you will keep your manager informed about your

progress towards achieving the agreed goals.

To then review your present performance and the extent to which

you have achieved your previously agreed goals.

To make clear contracts about your future goals.

Here are the exercises.

Introduction

My

Strengths

Peak performers do what they do best and do it brilliantly. They

also find ways to manage the consequences of their weaknesses.

This exercise invites you to do the following things.

Describe the deeply satisfying activities in which you deliver As.

These may be particular kinds of projects, tasks or other activities. Try

to be as specific as possible and give concrete examples.

Describe the activities in which you deliver Bs and Cs.

The B activities are probably those that you can do reasonably well.

They are not your As, however, or maybe they were once but now you

get bored doing them. The C activities are those in which you have

little aptitude or desire to learn

(Please note: If you have previously done this exercise - and both

you and your manager are fully aware of your strengths - you may

simply move onto the second exercise.)

Introduction

The specific activities in which I deliver As, rather

than Bs or Cs, together with some examples are:

1)

For example:

*

*

*

My Strengths

2)

For example:

*

*

*

3)

For example:

*

*

*

Bs. The specific activities in which I deliver Bs are:

1)

For example:

*

2)

For example:

*

C

s. The specific activities in which I deliver Cs are:

1)

For example:

*

2)

For example:

*

My Best Contribution

Towards Achieving

The Picture Of Success

Bearing in mind the team’s picture of success and your strengths, this

exercise invites you to describe the following things.

The specific results you aim to deliver towards achieving the 

team’s picture of success.

These aims should be written in outcome terms - such as the specific

results you will deliver - rather than as a list of activities.

The specific benefits - to the various stakeholders - of delivering 

these results.

The specific things you will do to proactively update people about 

your progress towards achieving the results.

Introduction

The specific support you would like to help you to achieve the

results.

The specific early successes you will aim to deliver.

Complete these exercises up to and including the page Specific Early

Successes and send these to your manager. You can then agree on

your goals for the year.

After the meeting you can then complete the section in which you

write your agreed goals for the year.

We aim to build a strengths based team and co-ordinate these

strengths to reach the goal.

We must, however, deliver the Scorecard. These are the mandatory

things the team must deliver. This will sometimes mean everybody

getting involved in doing great work and helping to do the other tasks.

We want to encourage you to build on your strengths, because you

are then more likely to do great work. At the same time, however, it is

your responsibility to manage the consequences of any weaknesses.

We want to manage by outcomes, rather than by tasks. Once the

outcomes are agreed, we ask you to be accountable for delivering the

goods. How you achieve this - providing your follow the organisation’s

agreed principles - is up to you and your team.

Here are the exercises.

Some Background

Bearing in mind the picture of success and

my strengths, the specific results I want to

deliver towards achieving the team’s goals are:

1) To

For example:

-

To

-

To

-

To

My Specific Contribution

2) To

For example:

-

To

-

To

-

To

3) To

For example:

-

To

-

To

-

To

The specific benefits of making this contribution - for the team,

customers, colleagues and other stakeholders - will be:

1) To

For example:

2) To

For example:

3) To

For example:

The Specific Benefits

The specific things I will do to proactively keep people informed

about the progress towards delivering the results will be:

1) To

For example:

2) To

For example:

3) To

For example:

The Specific Updates

The specific support I would like to help me to achieve the

goals, plus the support I will give to other people, is:

1) To

For example:

2) To

For example:

3) To

For example:

The Specific Support

The specific early successes I will aim to deliver will be:

1) To

For example:

2) To

For example:

3) To

For example:

The Specific Early Successes

My

Agreed Goals

After clarifying your strengths you will then meet with your

manager and agree on your goals.

When doing this, it is important to bear in mind the team’s picture

of success and your strengths. You will then agree with your

manager on your contribution towards achieving this picture of

success.

Try to write your goals in outcome terms. Describe the actual

things you will deliver, rather than a set of activities.

You can then keep referring back to these goals when having

ongoing meetings with your manager.

Introduction

1) To

For example:

-

To

-

To

-

To

After meeting with my manager, the agreed

specific results that I will aim to deliver are:

2) To

For example:

-

To

-

To

-

To

3) To

For example:

-

To

-

To

-

To

My

Progress Reports

This section provides a framework you can use for meeting

regularly with your manager.

Bearing in mind the results you aim to deliver, it invites you to do

the following things.

Describe the specific outcomes you have agreed to deliver.

Describe the specific things you have delivered in the past month

(or other time frame).

Describe the specific things you aim to deliver in the next month

(or other time frame).

Describe any other things you would like to discuss in the meeting

with your manager.

Introduction

The specific outcomes - the

results - I aim to deliver by … are:

1) To

For example:

2) To

For example:

3) To

For example:

The Specific Goals

The specific things that I have delivered in the past

month towards achieving these goals have been:

1) To

For example:

2) To

For example:

3) To

For example:

The Past Month

The specific things that I aim to deliver in the

month towards achieving these goals are:

1) To

For example:

2) To

For example:

3) To

For example:

The Next Month

The other things I would like to discuss - such as any

challenges I face, my plans for tackling these, any support

I need and any other topics I would like to explore - are :

1) To

2) To

3) To

The Summary

My

Performance

Review

This section provides a framework you can use to assess your own

performance. It invites you to do the following things.

Describe each of the specific agreed goals you aimed to achieve.

Describe the rating you would give yourself in terms of achieving

each of these specific goals. Do this on a scale 0-10.

Describe the specific things you believe you are doing well - or have

done well - and how you can build on these things.

Describe the specific things you believe you can do better and how.

You can send this part of the review to your manager before

meeting with them. This will provide some material that you can

discuss during the meeting.

After the meeting you can then do an exercise where you describe

your future agreed goals. We will give more explanation about this

later in the materials.

Introduction

1) To

For example:

-

To

-

To

-

To

The rating I would give myself in terms of

achieving this goal - on a scale 0-10 - would be:

____ / 10

My Agreed Goals Were The Following

2) To

For example:

-

To

-

To

-

To

The rating I would give myself in terms of

achieving this goal - on a scale 0-10 - would be:

____ / 10

3) To

For example:

-

To

-

To

-

To

The rating I would give myself in terms of

achieving this goal - on a scale 0-10 - would be:

____ / 10

1)

For example:

-

2)

For example:

-

3)

For example:

-

What I Am Doing Well. The specific things

I am doing well - or have done well - are:

1)

For example:

-

2)

For example:

-

3)

For example:

-

The specific things I can do to

build on what I am doing well are:

1)

For example:

-

2)

For example:

-

3)

For example:

-

What I Can Do Better. The specific

things I can do better and how are:

My

Future Goals

This section provides a framework you can use complete after the

performance review.

It follows the same format as before for describing your agreed

goals. You can then keep referring back to these outcomes when

having discussions with your manager.

As mentioned earlier, it is important to proactively keep people

informed about your progress.

You can use the framework shown earlier for meeting with your

manager on a monthly basis.

This framework is included again to provide a template for these

meetings.

Introduction

My Agreed

Future Goals

1) To

For example:

-

To

-

To

-

To

After meeting with my manager, the agreed

specific results that I will aim to deliver are:

2) To

For example:

-

To

-

To

-

To

3) To

For example:

-

To

-

To

-

To

My

Progress Report

The specific outcomes - the

results - I aim to deliver by … are:

1) To

For example:

2) To

For example:

3) To

For example:

The Specific Goals

The specific things that I have delivered in the past

month towards achieving these goals have been:

1) To

For example:

2) To

For example:

3) To

For example:

The Past Month

The specific things that I aim to deliver in the

month towards achieving these goals are:

1) To

For example:

2) To

For example:

3) To

For example:

The Next Month

The other things I would like to discuss - such as any

challenges I face, my plans for tackling these, any support

I need and any other topics I would like to explore - are :

1) To

2) To

3) To

The Summary

The

Performance Management

Session

The Manager’s Road Map

For Running A Session

Set-up a time and place to meet for the performance management

session.

Make sure you will have plenty of time to prepare. It is good if you

can arrange the session at least three weeks in advance. Allow at

least one and a half hours for the session.

In addition to setting aside time for your own preparation for the

session, make sure that you leave at least half an hour clear before

the session to get in the right frame of mind.

Send The Performance Management Pack - The Team Member’s

Materials - to the person at least two weeks before the session.

Ask them to complete the appropriate exercises and return these to

you at least 3 days before the session.

Step 1: Before The Session

Set aside time to prepare properly for the session.

Spend at least an hour preparing for the session. Looking at the

various exercises, it will be important to focus on those that are

relevant. At various times these may include the following.

You can focus on the My Strengths, My Best Contribution and My

Agreed Goals exercises. 

Looking at these, you may want to explore the following themes.

What do you believe are the activities in which the person can

deliver As? Where do they deliver Bs and Cs?

Bearing in mind the person’s strengths, what do you believe would

be their best contribution to the team or organisation?

If the person has already had a session with you, what were the

agreed goals the person aimed to deliver?

You can focus on the My Performance Review exercise.

Looking at the person’s previously agreed goals, how would you

rate their performance in relation to achieving each of the goals?

Rate these on a scale 0-10.

Clarify the specific things you think the person could have done - or

can do in the future - to increase the rating.

What are the specific things the person has done well? How can

they build on these things? What can they do better in the future

and how?

You can focus on the My Future Goals exercise.

Clarify the goals you want the person to achieve in the future.

Clarify the goals you think the person will want to achieve.

Clarify how you can agree on the future goals.

You can prepare properly if there are doubts about the person

being able to continue working in their present role or in the

organisation.

There may be some occasions when it is important to consider

whether the person fits their present role or the organisation’s

culture. If appropriate, it may then be helpful to explore

 The

Performance Improvement

 process outlined at the end of these

materials.

You can spend time looking at the person’s returned exercise on My

Performance Review.

Look at the completed materials and focus on: 1) The areas in

which you agree with the person; 2) The areas in which you have

different views. Let’s explore these two aspects.

First, the areas in which you agree with the person. For example,

their ratings regarding to what extent they have reached their

present goals. Consider how you can build on these areas you have

in common.

Second, the areas in which you have different views from the

person. Start by identifying the differences. Then clarify the 

real

results 

you want to achieve in any discussion with the person.

Do you want to just give the person clear messages about

improving? If so, do you want to give them a real chance of

reaching the goals? Or is it a case of them not being the right fit for

the organisation in the future?

Clarify ‘What’ you want to achieve. Then clarify ‘How’ you can do

your best to achieve this result.

You can mentally rehearse the session.

Finish the preparation by mentally rehearsing the session. You may

want to explore the following themes.

What are the positive things that might happen in the session? How

can I build on these possibilities? What may be the potential

difficult situations? How can you deal with these challenges? If you

wish, complete the following exercise.

Preparing

For The Session

The ‘What’. The specific results I

want to achieve in the session are:

1) To

2) To

3) To

The ‘How’. The specific things I can do to

do my best to achieve these results are:

1) To

2) To

3) To

The following pages provide ideas you can use to facilitate the

session. You will already be using many of these skills.

Welcome the person.

Get the first ten seconds right. Create an encouraging environment.

Arrange the seating in a way that will help you to communicate.

Give your total attention to the person. Get the social part right

before moving on to the main topics for the meeting.

Make a clear contract about the goals for the session.

If it is a first meeting, you can describe: a) What the session is

about; b) What it isn’t about. Ask if there are any other things they

want to explore during the session.

If it is one of the regular sessions you have, it is still important to

make clear contracts and agree on the topics to cover in the

session.

Step 2: During The Session

Demonstrate good listening skills.

Create a good atmosphere in which the person feels safe and

valued. Demonstrate good listening skills.

Ask yourself: "How have I shown the person that I understood what

they said?" Check-out your understanding of what they mean by

asking: "Are you saying that....?' Look for the person responding by

nodding or saying “Yes."

Invite the person to talk through the exercises they have done.

Here are some of the things you may wish to consider when they

talk through the following exercises.

My Strengths

Listen to their views on the activities in which they can deliver A’s. If

appropriate, share your views on where they actually do deliver As.

Looking to the future, explore how you think they can make their

best contribution to the organisation.

My Performance Review

Listen to their views on how they rate their performance in relation

to achieving each of the goals. They will have done this on a scale

0-10. If appropriate, ask how they think they could have improved

any of the ratings.

You may also want to give feedback on what you think the person

has done well and how they can build on these things.  If

appropriate, say you would like to share your view of the ratings,

any key differences and how you think they can improve the ratings.

My Future Goals

It is up to you regarding how far into the future you want to set

specific goals. Obviously it would be useful to have a time frame

that fits with the next performance management session in, for

example, six months.

Whichever time frame you choose, you may want to go through the

following steps.

Invite the person to describe what they see as the goals they want

to achieve in the next x months.

Share your view of the goals you want them to achieve. (After all,

you are the key stakeholder and can actually set the goals.)

Agree with the person on the specific goals they aim to deliver.

It can also be good to agree on: The specific things they will do to

keep your informed; The specific support they need; The specific

early successes they will deliver. Make copies of the 

My Agreed

Goals. 

The person keeps one copy and you keep one copy.

Finish the session in a positive way.

Make sure you cover all the items on the agenda. Ask if there is

anything else the person would like to discuss. Say what you will do

to follow-up the session and finish in a positive way.

Fulfil any commitments you have made to follow-up the session.

Keep improving your ability to facilitate Performance Management

sessions. You can clarify the following things.

Three things I did well during the session and

how I can do more of these things in the future

*

*

*

Two things I can do better in the future and how

*

*

Build-in times to catch-up with the person after the session to see

how they are doing and provide any support they need to reach the

goals.

Step 3: After The Session

Appendix:

The

Performance Improvement

Pack

Giving Tough News and

Making Clear Contracts

“What about poor performers?” somebody may ask. If somebody is

not reaching their agreed goals, you can take the following steps.

Clarify the picture of success

Ask yourself: “What are the specific results an ‘A’ player would be

delivering in this role? What are the actual words the customers

would be saying about the quality of service an ‘A’ player would be

giving? What would their colleagues be saying about their

professional standards?” Try describing:

My picture of success about what an

‘A’ player in this role would be delivering is:

*

*

*

Introduction

Clarify the person’s potential

Bearing in mind this Picture of Success, ask yourself:

“To what extent is the person delivering these results today? How

would I rate them on a scale 0-10? What is their potential?

“Do they have the right attitude, ability and application? Given the

right coaching, what rating do I think they can achieve?”

Considering your answers, do you believe:

a)

The person has the potential to achieve the required rating?

b)

The person is more suited to another role - inside or outside the

business - where they can get at least a 7/10?

Make a decision. Decide whether or not you want to help the person

to master the particular role.

Morality is crucial. If you want the person to move on, it is vital that

you have previously given them a clear message about improving

their performance.

Carry out the plan to help the

person achieve the picture of success

If you decide to work with the person on developing their

performance, however, you may wish to follow this framework.

Set up the meeting and position it properly.

Contact the person. Explain that you want to talk about how to

continue to improve their performance. Say it is a session about

growing into a role - it is not a ‘Goodbye’ meeting.

(Don’t be afraid to say farewell to people, but there is a lot of work

that can be done before such an exit.)

Start the meeting by welcoming the person. Explain that you want

to do a Reality Check. Describe what you plan to cover in the

session.

Explain that you will explore what the person does well and what

they can improve. You will also share your Picture of Success

regarding what somebody in their role would be delivering.

Ask the person to do some self-evaluation

and then give your picture of success

Invite them to evaluate their own performance.

Listen carefully. Ask for examples where appropriate. You need to

understand their picture.

If it is helpful, give positive but honest feedback regarding their

successes. But there will be hard news to deliver, so communicate

this by moving onto the next stage.

Give your picture of success about what an ‘A’ player in this role

would be delivering.

Talk about the desired outcome because people must have

something to aspire to in the future.

Do not harangue them with details, otherwise it is easy to get into

an argument. Give them clear messages about the following things.

The specific results an ‘A’ player in

this role would be delivering would be:

*

*

*

The actual words the customers would be saying about the

kind of service an ‘A’ player would be giving them would be:

*

*

*

The actual words colleagues would be saying

an ‘A’ player’s professional standards would be:

*

*

*

Invite them to evaluate their own performance

in relation to the picture of success

Ask them: “On a scale 0-10, how do you presently rate yourself in

delivering such results? What do you think you must do to boost the

scores?” Have a short discussion about their self-evaluation. If

appropriate, share your ratings of their performance.

Consider taking a Time Out at this point

If appropriate, invite the person to take time to reflect on the

possible ways forward. For example: You can meet in two days to

explore the options.

(You do not have to adjourn for such a long time. A short break

might also do the trick.)

Why take a Time Out? If the tough news is unexpected, a person

may get stuck in denial. Don’t get locked in arguments about

details. Give them time to lick their wounds.

The aim is for them to 

take ownership

 for deciding their future

route.

Explain that they do have choices - and each one has consequences.

For example:

-

They can ignore the reality check.

-

They can argue about details, say you are wrong and seek

another opinion.

-

They can go through the motions of taking ideas on board, but

continue as before.

-

They can create a plan for focusing on the role and achieving an

agreed picture of success.

-

They can explore other options in the business. For example:

Roles where they are more likely to achieve a 10/10 for that

picture of success.

Imagine the person returns and says that they

want to work towards achieving the desired results

You can work with them to create a Coaching Contract. This should

cover the following areas.

1) Their specific goals. 2) Their responsibility in working towards

achieving the goals. 3) The help they would like from you. 4) The

specific measures that will show they have reached the goals.

The following pages provide a framework for such a contract. You

can then work together to achieve the agreed picture of success.

Continue to work with the person

on their professional development

Providing the person has the will, they may be able to learn the

skill. But what if they are not successful? They may decide to leave

or you may decide they will never get beyond 6/10 in the role. If so,

help the person to move onto other things inside or outside the

organisation.

The Coaching Contract

This to be written by the team member

and agreed with the manager

My Specific Goals. The specific

results I want to achieve are:

1) To

2) To

3) To

My Role. The specific things I see as my responsibility

in working towards achieving the goals are:

1) To

2) To

3) To

The Manager’s Role. The specific help I would like from my

manager - and others - to help me achieve the results are:

1) To

2) To

3) To

The Measures. The specific things that will be happening

that will show I have achieved the results are:

1)

2)

3)