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My Introspective

by Laurus Nobilis
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Performance Management

Performance Management: Full Performance Standards (E)

Performance Management

 

What is the right approach of manager to performance management? How to encourage performance? How to deal with underperformance?

 

Posted: May 2010


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The role of the manager is to enable full performance of his team. This means that all business objectives need to be met, within the given budget and period of time. The manager should develop his employees and empower them to meet their objectives. The team leader needs to pay attention to following business segments.

Budget – The business activity need to be budgeted with resources needed. The budget limits need to be respected.

People – The business activity can be done only if the people are trained, competent and motivated. Therefore, all employees need to be developed to the level that provides outputs within the standard.

Projects – The major activities within the company need to be lead under the umbrella of the project. The project requires project sponsor, project leader, project team members and resources.

Improvements – The business process should be revised and improved periodically. The goal is to keep the process steps the most optimal and in accordance to the most updated industry standards.

Performance – The results of the processes are the performance that satisfies the business objectives. The performance is the key result area that comes as the result of previously mentioned business segments.

Every activity must meet the required standards of performance. The performance must be proved with evidence. Depending of the performance efficiency, the process can have various outputs versus standard:

 

Insufficient Performance  
Example: the budget is spent, but the performance is not according the given target.

Full performance 
Example: All functional key indicator are achieved, within the budgeted resources

Performance above the expectation
Example: All goals are over achieved, while the expenditure is 10% below target. 

 

There should be the clear evidence for every of this activity. The achieved and over achieved activities should be analyzed and replicated if it is possible. On the other hand, all underperformance need to be analyzed with root cause analysis and corrective action plan.

 
 
 
 


Related Reading:

Performance Management And Employee Development 
Full Performance Standards 
Reasons For Underperformance 
Feedback As A Tool Of Managing Performance 
Obstacles In Performance Management 
Managing The Underperformance 
Handling The Problematic Employees 
Disciplinary Procedure 

 

 

 

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