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Performance management


Why should we do performance management? • • • • • •

Define goals for member and leader Track progress of organisation and person Evaluate performance ”Manage” performance Reward and recogniton Ensure members are doing what they are suppose to


Lc vision

LC goals Functional goals Team goals KPIs Actions


What we discussed at JulyCo Set KPIs/Goals

Review

Track KPIs

Track KPIs

Evaluate (Appraisal)


Classic performance management model


6 months cycle Month 0

Set KPIs/Goals

6 months

Review

Track KPIs

Track KPIs

Appraisal

3 months


6 months cycle • Each role (besides EB) should not be more than 6 months – JD, myaiesec.net and review • Enhances the variety of experiences members have • Increases productivity • Boost our numbers


6 months cycle Month 0 Role assignment on myaiesec.net Set KPIs/Goals

6 months

Review

Track KPIs

Track KPIs

Appraisal

3 months


What is needed? 1. Assign role on myaiesec.net 2. Set goals/KPIs 3. Track KPIs 4. Evaluate/Appraisal 5. Track KPIs 6. Final review


Lc vision

LC goals Functional goals Team goals KPIs Actions


How is this done in practice? • Understand the context • Define KPIs (set goals) for performance • Define the development the member wants to go through Remember: Always connect the KPIs/goals to what the Team, LC, Entity and Organization wants to do!


Understand the context • How is the team’s performance related to the LC’s performance? • How is the member’s performance related to the team’s performance? In numbers, but also in terms of vision for the team, LC, Entity etc.


1. Set goals • Job Description • Measurable KPIs (e.g. #of RA and not #successful flyer design) • Personal KPIs connected to team’s MoS • Expectations towards personal development


Finalize goal setting • Verify the goal setting by putting it to writing • Quanfity the measurable KPIs • Qualitify the personal developmental goals


2. Track KPIs • Weekly or monthly depending on the JD/time of year • Ongoing process • Not defined as TM’s job What do you do now?


3. Evaluate/Appraisal • • • • • •

Halfway through the role’s duration Review the goal setting Is the member developing as expected? Is the member performing as expected? Does anything need to be changed? This should be TM’s job to do appraisals in a good manner with the members


4. Review • At the end of the role’s duration • Review the performance of the entire duration with emphasis after the evaluation • Figure out what the next step is going to be • Is a new role needed? • Does the member stay in the organisation?


PM booklet • Released now! (Find it below) • Stop being that random cat in the dryer

Performance management start  
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