LEADING AND MANAGING PEOPLE
Managing Performance
The behaviours in the table below show how you can demonstrate the skill of Managing Performance at each of the competency levels in which it appears. Click on the plus sign to show the behaviours at that level.
Level 2
- Manages the formal performance management process for the team.
- Evaluates individual performance against required standards and holds people accountable for their performance.
- Follows appropriate practices and handles performance improvement situations well.
Resources
Below you will find learning resources to help you develop the skill of Managing Performance. Click on the links to access the resources.
This PDF provides a framework for simplifying the way managers and employees typically think about the performance management process, which is often felt to be detached from the day-to-day job. It will focus all on essential day-to-day questions such as “What’s expected of me?’ and will help you to decide which questions need answering when and with whom. It will save you time and make you more effective as a manager.
Handling People Problems - Support or Challenge?
Handling situations where someone appears to you to be difficult, or problematic, is often uncomfortable; yet, if you are a manager and/or leader you have a responsibility to do it. This PDF covers a process you can follow to make tackling a problem with another person more straightforward and will help you reach a productive outcome.
Understanding Rights and Responsibilities
This PDF covers the difference between a right (something you have the freedom to do taking only yourself into account) and a responsibility (something you are required to do to take other people into account) and how to maintain a fair balance between the two. It will help you reach a constructive outcome if there are problems and disagreements.
Rights and Responsibilities at Work
This PDF builds on the information outlined in ‘Understanding Rights and Responsibilities’ and gives some examples of managers’ and employees’ rights and responsibilities, and how they compare to each other. This is a good PDF to use if you are doing this exercise with your team or manager and need some examples to get you started.
VIDEOS
5 Questions Model
This video provides a framework for simplifying the way managers and employees typically think about the performance management process, which is often felt to be detached from the day-to-day job. It will focus all on essential day-to-day questions such as “What’s expected of me?’ and will help you to decide which questions need answering when and with whom. It will build your confidence, save you time and make you more effective as a manager.
Rights and Responsibilities
This video explains how clarifying rights and responsibilities can lead to a more assertive mindset and approach and how, when out of balance, they lead to aggressive or non-assertive states of mind and behaviour. You can use the technique to help yourself to handle difficult or unfamiliar situations better, and coach anyone in your team who also needs support to become more assertive and effective.
ON THE JOB ACTIONS
Process
Make sure that you read the '5 Questions Model for Effective Performance Management' or watch the video. It suggests a system of short informal reviews timed at different intervals based on the different levels of experience and motivation of your team members. Implement the system!
Praise
Develop the habit of giving feedback and praise within a few minutes of seeing someone do something effectively. Link your comments to something they believe is important e.g. ‘taking responsibility’.
Reviews
Hold short team reviews at the end of important activities and at regular intervals. Start with ‘What went well?’ Then look at “What could we have done differently for next time?”
Tackling Issues
Tackle an issue as soon as it bothers you without being ‘picky’. ALWAYS prepare by using the techniques explained in 'Handling People Problems - Support or Challenge?'. DON’T raise a behavioural issue when you are angry. Criticise behaviour not the character or personality of the person then it is easier for them to change.
Confidence
Empower yourself to manage performance, especially if you need to raise an issue with someone, by reflecting on your rights and responsibilities as a manager. Read 'Rights and Responsibilities at Work'.