Improving Performance 1

Geoff Moss
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Certificate/Diploma in First Line Management
1) Improving Team performance 3008
2) Personal development as a First Line Manager
3001
Assignments each around 1500 words each -
linked to the practical application in the
organisation and to management theory
New College resources (online access)
10 sessions to cover the theory in above units

2
The Course

If you have not got your card you need to go to
Resource Facility get them
We also need to log onto New college website to start
you off on our systems
You also need to log into Moodle once please,
so I can allocate you as students.
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Recap 2 Resources?
To do this course you need to have experience as a
manager and /or
working at level 3
i.e. (a level standard )for the assignments.
Course level
4

By the end of this session learners will be able to:-

1.1 Describe the manager's role in identifying
performance issues in the team
1.2 Describe how to evaluate individual and
team performance
1.3 Identify the limits of responsibility for dealing
with individual team performance
2.1 Identify the range of approaches available


5

Learning Outcomes

Be able to identify issues which affect performance.

Be able to identify issues which affect performance.
Understand different styles of management
Know how to select and apply the best course of
action to address a performance issue.
Be able to identify and take appropriate action to
help individuals achieve their performance
objectives.
Know different motivation & team leading
/development theories

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Improving team performance
Meredith Belbin Team Roles
Nine roles in a team
Provide good balance and increase likelihood of
success..
There are no 'good' or 'bad' roles.
People are as they are, and all roles play important
parts in successful teams.
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Brief look at teams
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Where do you fit in your team?
What can you do?
Inspiration
Listen to your team!
Give credit
Provide a supportive environment

In Teams give examples of you doing this.


Flipchart

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Improving team performance
Exercise 1
Performance
Issues?
As a team what
you deem to be
performance
issues ?
(5 minutes)



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Quantity of work (untimely completion, limited production)

Quality of work (failure to meet quality standards at the
required performance level)



Flipchart talk about % research and relate to organisation

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Performance Issues.
Fewer than 25% of all job holders say that they are currently
working at full capacity
50% said that they do not put effort into their job over and
above that which is required to keep it
60% believe that they do not work hard as they used to.
75% said that they could be significantly more effective than
they presently were.

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Research Warren Bennis
Exercise 2
1. How would you know
when someone is not
performing well?

2. List possible external
factors that could affect
performance
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Exercise 2 responses.
In addition to the reasons given for activity 2 you could also mention:-
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Complaints from customers,
colleagues, other departments.
Targets/objectives not met
Decrease in service or product
output
Increase in materials being used
Increase in waste
Overspends
Late deliveries
Poor quality of service or product
Late reports
Missed meetings
Preventable accidents
These things might happen
for a range of reasons.
Managers need to discover
whether they are
happening because of poor
performance, or because of
wider issues. E.g.
Equipment
breakdown/ malfunction or
unrealistic objectives.
External causes of poor performance
Change in customer demand
Shortage of resources etc
Public holidays/absences
Strikes
Organisational restructuring
Changes in requirements
Issues in peoples private lives
Poor working practices
Motivation issues


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Tackling poor performance
SETTING STANDARDS

Everyone needs to know what
standards they are working to i.e.
what is expected of them and how
their performance will be
measured.

Question
How do your team know what is
expected of them and how their
performance will be measured?


Why measure performance?

You cannot manage what you cannot measure.
Anon
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Performance measurement
When you can measure what you are speaking about
and express it in numbers, you know something
about it.
Kelvin
These are two often-quoted statements that
demonstrate why measurement is important.
Yet it is surprising that organisations nd the area of
measurement so difcult to manage.

Measuring Performance
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Performance Management
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In the cycle of never-ending improvement,
performance measurement plays an important role in:
Identifying and tracking progress against
organisational goals
Identifying opportunities for improvement
Comparing performance against both internal and
external standards
Reviewing the performance of an organisation is also
an important step when formulating the direction of
the strategic activities.

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Measuring Performance
S pecific
M easurable
A chievable
R elevant
T ime bound
E thical
R ealistic
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SMARTER
Poor performance falls into two main
categories
Capability: For some
reason they are not
capable of performing the
job to the required
standard. (e.g. poorly
trained)
Conduct: Whilst they are
capable of doing the job to
the required standard - for
some reason they are not.
(e.g. Poor attitude)
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BEHAVIOUR
ABILITY

Examples of under-performance as a result of conduct may include
:

Poor time keeping
Not accepting reasonable instructions
Unacceptable attitude towards other employees
Unwillingness to take on additional duties

Examples of under-performance as a result of capability may
include

Lack of skill or experience
Poor interpersonal skills
Lack of research publications
Repeated errors

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Conduct v Capability
Question
Has the person ever performed the task to the required
standard. If the answer is YES and the job has not
changed then it is not a capability issue.
We then need to ask the question
What has brought about this change? Is it a welfare
matter or a discipline matter?
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Capability or Conduct?
What question can we asked to determine the
answer?
ASK ABE Model (Favell 2004)
Actions
Skills
Knowledge

Attitude
Behaviour
Emotions

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Capability
Conduct
Whats the problem?
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A member of staff is
performing badly on the
computer. Everything is
taking too long to
complete, there are
several mistakes, and the
formatting is poor.
(Capability?)

Actions:- They might not
be checking what they are
doing or not leaving
enough time
Skills:- Typing speed and
capability might be an
issue.
Knowledge:- Do they
know what is expected -
do they know how to
format, correctly layout a
document?

A
S
K
Actions to rectify issues
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Actions/Approaches
Skills Knowledge
Observe 1-1
performance and
give feedback
Send on a
course, feedback
1-1
Give clear
instructions and
guidance
Provide Coaching or
Mentoring
Provide practice
situations or
simulations
More information
about
equipment/process
Give a
demonstration
Provide coaching
for completing a
task/activity
Give an operating
manual
Use sitting with
Nellie (Work
Shadowing)
Self study material
or evening class
Whose work
output are you
responsible for?
(name
/group)
When do you
check their
performance?
How do
you know
how well
they are
doing?
When should
you take
action?
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Your role - Complete this chart.
Exercise 5
To whom should you refer
if a performance issues is
outside your immediate
level of responsibility?

And Why?

What influences your
decisions?

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Referring members of staff
Your line manager is
generally the first response
but you may need to
consider other people as
well i.e.
The manager responsible for the
project
A specialist (finance manager)
The persons own line manager
The agency responsible for the
worker
The managing contractor


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In making your decision you may need to
consider:-
Whether the staff member
concerned reports directly
to you
The nature or seriousness
of the problem
Has the problem occurred
before?
How clear is the issue?
Who has overall
responsibility for the task?

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When should you refer to others?
When the matter is outside
your responsibility.
Consider the number of staff
involved
Existing relationship
How important/urgent is the
impact on you and your
team.
The extent to which health
and safety is threatened.
Extent of performance issue


32
Behaviour have a think of examples where you have
dealt with behavioural issues within your team and
the different approaches you were able to consider to
address a performance issue?
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Ready for next time.