Job Profiling, Succession Planning and Performance Management

Replies to This Discussion

Permalink Reply by Griffith on October 2, 2010 at 16:44

Thanks Hilko for this page. i am currently busy with my thesis on this subject and will definitely contact you in future...

ContributorPermalink Reply by Des Squire on October 4, 2010 at 7:31

Performance Appraisal and Performance Management

“There is a great man who makes every man feel small. But the real great man is the man who makes every man feel great. -- G.K. Chesterton

Performance Appraisal and Performance Management are common in most companies but in many instances the two are confused and managers are ill equipped to use of them effectively.

Performance Appraisal normally happens on an annual basis and may include half yearly or quarterly reviews. The appraisal is intended as a discussion session between manager and subordinate to discuss how the employee is performing in terms of the KPA’s. In some instances managers have no idea how to effectively carry out a performance appraisal meeting or lack the required interpersonal skills to do so and use these sessions to point out problems with performance that have been going on over a period of time. The manager uses the appraisal session as a fault finding session and raises issues that should have been raised outside of the appraisal session. This is where Performance Appraisal falls down and this is why employees hate these sessions.

Performance planning on the other hand is something that normally occurs when a manager experiences a performance problem with a particular staff member. The problem is dealt with as soon as it is observed.

A Performance Improvement meeting should take place at which the employee and manager have a constructive discussion to clarify the work performance to be improved. This discussion takes place in the form of ongoing performance counseling or may even used with counseling associated with disciplinary action.

It is implemented, at the discretion of the supervisor or manager, when it becomes necessary to help a staff member improve performance.

The supervisor or manager develops with the subordinate an improvement plan that is acceptable to both. The overall purpose and outcome is to assist the employee to achieve the desired level of performance.

A Performance Improvement Plan will differ from the annual performance appraisal process as the PIP is ongoing and can been implemented at any stage of the business year. Employees who are performing their jobs effectively, and meeting the expectations of the performance development process, will not need to participate in performance improvement sessions

Following a performance improvement session the manager or supervisor should monitor and provide feedback to the employee regarding his or her performance. Should there be no improvement the manager may take additional disciplinary action, if necessary, through the company’s disciplinary process.

The supervisor should discuss the following
• State performance to be improved - give specific examples
• Outline, discuss and agree with the employee what is expected and the fact it must be performed on a consistent basis
• Explain the level of support and resources that will be provided to assist the employee
• Discuss the plan for providing feedback and specify the measurements to be used in evaluating progress
• Explain the consequences if performance standards are not met

Managers and supervisors should be committed to helping their staff improve performance and this will be best achieved through counseling on performance problems.
Counseling is a necessary ongoing interaction between a supervisor/manager and an individual who works in his or her work area. Regular counseling brings performance issues to an employee’s attention and assists the employee to correct them.
The goal of counseling is to work with the employee to solve performance problems and at the same time implement a performance improvement plan.
There are various steps that should be followed in effective counseling or coaching
• Show confidence in the subordinates ability and willingness to solve the problem. Ask the subordinate for help in solving the problem. It is important for subordinates to feel they have participated in arriving at a solution. This way you will get some form of “buy in”
• Describe the performance problem and illustrate this with some specific examples. Focus only on the problem or behavior that needs improvement and not the person. Discuss with the subordinate his/her view on the matter under discussion.
• Determine if any situation exists that might limit the employee's ability to perform as desired. Discuss with the employee how these barriers might be removed. When a decision has been agreed add the required actions to the performance improvement plan.
• Discuss potential solutions to the performance problem. Ask the employee for ideas on how to correct the problem, or prevent it from happening again. Offer your suggestions.
• Agree on a final action plan and list what the employee, the supervisor or manager will do to correct or improve the situation.
• Discuss the proposed feedback that will be given and agree when such sessions will take place. Make sure the employee understands that the purpose of the feedback sessions is solely to establish progress with the performance improvement plan and to offer further assistance should this be necessary.
• Offer positive encouragement and reinforce your confidence in the subordinates competence and ability to make the required improvements
Amsi and ASSOCIATES cc offers two interventions on performance management
• Performance Management and Diversity
• Conducting Effective Performance Appraisal and Performance Management sessions
Des Squire (Managing Member) AMSI and ASSOCIATES cc - 011 609 6745 or des@amsiandassociates.co.za

Permalink Reply by Thembisile Gweyi on January 7, 2011 at 16:55

Hi Hilko

 

May you please assist me with some of the articcles or info that you have with regard to the above. My e-mail adress Gweyit@live.com

Regards,

Thembi

Permalink Reply by Shadi Moabelo on May 9, 2011 at 11:10

Hi Hilko

 

I am intersted in the job profiling and succession planning . Can you please share the light on how to go about the process, I need to start a programme Management Development Programme in my company which  is going to  develop staff in preparation for them to take over once we have openings.

Permalink Reply by Hilko Kriel on July 14, 2011 at 8:11

Hi Everyone

 

SHL is currently offering an awesome Job Profiling system (extremely detailed)

Why not give them a call.

I've successfully completed the WPCD course and it was really worth it.

Older job profiles just aren't cutting it anymore.

ContributorPermalink Reply by Des Squire on July 14, 2011 at 9:15

Drop me an e-mail at des@amsiandassociates.co.za and I will send you some information

Mahlatse Moabelo said:

Hi Hilko

 

I am intersted in the job profiling and succession planning . Can you please share the light on how to go about the process, I need to start a programme Management Development Programme in my company which  is going to  develop staff in preparation for them to take over once we have openings.

Permalink Reply by Hilko Kriel on July 14, 2011 at 10:00

From past experience (and research from various articles), I've found that the following process works quite well. (There is still room for improvement though, and this is just a summary.)

 

1. Generate Competency profile for a specific occupation (using SHL or in-house job profiling system)

2. Generate Technical Skills profile for a specific occupation (with the assistance of line management)

3. Compile one document that includes the info from step 1 and 2. (SHL basically does this for you)

    This is basically your Job Profile.

3. Identify potential candidates for further development (via word of mouth or request from line). 

    This step is very  subjective, but assessing each employee within the organization can be very costly.

4. Assess the identified candidates using competency based assessments.

5. Identify competency GAPs, based on assessment results in relation to the job profile.

6. Give proper one on one feedback to each candidate

7. With the assistance from line, identify technical skills GAP.

8. Design PDP for each candidate in order to address identified GAPs

9. Assign a possible coach or mentor to assist the candidate with his/her development.

10. Monitor, assist and adjust where required.

 

The coach/mentor aspect is extremely important when the above mentioned process is used for succession planning.

(identification of possible successors).

 

As I mentioned, this is just a summary.  There is a lot of work that goes into designing and implementing such a process.  Be careful of creating the wrong expectations amongst candidates when starting a process like this.

Permalink Reply by MATIEHO PHINAH PHIRI on October 19, 2011 at 10:49

Hi there, any tips or best practice you can share in terms of perfomanace management and incetives in the workplace to boost the morale and commitment of the staff members.

Permalink Reply by sylvia hammond on October 19, 2011 at 11:02

Hi Matieho,

One of the most successful exercises that I can recall was an Internal Customer Service initiative.  Each employee was seen as serving an internal customer, and contributing to overall company performance.  On a monthly basis employees voted for the employee that they believed made the most effective contribution.  The winner could choose a reward from a range of options.  It made an enormous difference in how people related to each other.