Supervision Performance Management

Key Terms:

Workforce diversity, equity and inclusion Building a performance culture Building a performance culture requires a change in both values e. Organizations often expect great improvements by just starting a new program or changing policy. They forget the hard work of changing the fundamental beliefs that guide employee and supervisor behaviors. Effective change requires both. Values While high performing organizations may differ in many ways, all share certain core values: Individual performance is linked to organizational performance. Organizational goals, A Case Study on Tsunami in India, and performance targets are cascaded into individual performance plans and key results expected.

Individual performance results impact the success of organizational deliverables. Performance makes a difference, both good and bad. Solid performance is expected. Exceptional performance is recognized and rewarded. Poor performance A Case Study on Tsunami in India corrected, or the employee is removed. Supervisors are only successful when employees are successful. Supervisors are expected to help employees achieve results and grow. Those with high performing teams are rewarded, and those here under-performing teams are removed from supervisory roles. Practices Practices are the tools organizations use to make a performance culture visible and tangible. They are the programs, policies, procedures, roles and responsibilities, and forms and other documents. Communication of executive commitment.

The chief executive clearly communicates to all staff his or her commitment to the values of a high performing culture. This commitment is repeated and reinforced in business communications. Other senior leaders and managers repeat and cascade the commitment down through the organization in their own communications.

Summary of Learning Outcomes:

Organizational performance management. The organization has a vision, a mission, and a strategic plan that has clear goals, objectives, performance measure and targets, and strategies. A process exists for regular organizational performance monitoring, reporting, and review. Performance planning. Organizational goals, objectives, performance measures and targets are cascaded through manager and employee performance plans and Supervision Performance Management results expected.

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Employee results expected are explained in measurable or observable terms. Benchmarks are communicated for both successful and outstanding performance.

Individual development plans identify training and development needs and commitments. Performance coaching, feedback, and evaluation. Coaching and feedback are provided both when needed and at regular intervals.

Performance achievements and individual development are consistently documented.]

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The management of people within organizations, focusing on the touchpoints of the employee life cycle. Employee life cycle The various stages of engagement of an employee—attraction, recruitment, onboarding, development, retention, separation. Human capital The skills, knowledge, and experience of an individual or group, and that value to an organization. Human resources compliance The HR role to ensure adherence to laws and regulations that govern the employment relationship. Employer-employee relationship The employment relationship; the legal link between employers and employees that exists when a person performs work or services under specific conditions in return for payment. It is a leading provider of resources serving the needs of HR professionals. Performance management The process by which an organization ensures that its overall goals are being met by evaluating the performance of individuals within that organization. Pay-for-performance model The process and structure for tying individual performance levels to rewards levels Merit matrix A calculation table that provides a framework for merit increases based on performance levels. Supervision Performance Management