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Download the Performance Management Fundamentals Guide

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Lifecycle Lifecycle <strong>Performance</strong> <strong>Performance</strong> Professionals<br />

Professionals<br />

PLANNING PHASE BEST PRACTICES<br />

9. Employee Acceptance <strong>Management</strong> – Employee Acceptance<br />

<strong>Management</strong> is <strong>the</strong> process of gaining employee buy-in by emphasizing<br />

performance expectations from <strong>the</strong> top level down. Employee Acceptance<br />

<strong>Management</strong> involves transforming employees into a high performance<br />

mindset, communicating employee expectations and enabling <strong>the</strong>m to<br />

understand <strong>the</strong> impact that <strong>the</strong>ir specific role has on <strong>the</strong> success of <strong>the</strong><br />

organization.<br />

10. <strong>Performance</strong> <strong>Management</strong> Planning – <strong>Performance</strong> <strong>Management</strong><br />

Planning is <strong>the</strong> practice of defining <strong>the</strong> performance strategy and<br />

prioritizing activities according to that strategy—to ensure operational<br />

alignment with organizational goals. <strong>Performance</strong> <strong>Management</strong> Planning<br />

involves planning, budgeting, forecasting and allocating resources to<br />

support strategy and achieve optimal execution. The <strong>Performance</strong><br />

<strong>Management</strong> Plan includes consolidating, monitoring, and reporting on<br />

performance outcomes for management, regulatory, and statutory<br />

purposes. The ultimate goal of <strong>Performance</strong> <strong>Management</strong> Planning is <strong>the</strong><br />

ability to plan and budget in real-time with dynamic plans that provide realtime<br />

feedback to everyone who is part of <strong>the</strong> process.<br />

11. Time <strong>Management</strong> (Planning versus Implementing) – Planning is an<br />

essential item on <strong>the</strong> critical path of every project. Our studies have shown<br />

that cutting corners on planning can triple <strong>the</strong> cost and time to implement<br />

enterprise level projects. Planning requires adequate information about <strong>the</strong><br />

current and target states and accurate estimates of <strong>the</strong> time and financial<br />

investments required to perform all <strong>the</strong> steps necessary for change.<br />

Planning also involves putting toge<strong>the</strong>r a team of committed and motivated<br />

individuals with defined team roles, outlining all tasks, assigning<br />

responsibilities, and proactively managing and mitigating risks. The<br />

planning process should include <strong>the</strong> development of a vision/scope<br />

document so that each team member understands <strong>the</strong> project vision, goals,<br />

objectives, schedule, and risks. The planning team should allow adequate<br />

time for team members to understand, investigate, document, and<br />

communicate prior to design and implementation.<br />

12. Leadership Development – Leadership Development is <strong>the</strong> strategic<br />

investment in, and utilization of <strong>the</strong> human capital within <strong>the</strong> organization.<br />

The practice of Leadership Development focuses on <strong>the</strong> development of<br />

leadership as a process. With <strong>the</strong> rapid rate of change in our global<br />

economy, leadership has taken on <strong>the</strong> critical role of adaptation and<br />

innovation in <strong>the</strong> workplace. As companies restructure <strong>the</strong>ir business<br />

processes and employees, <strong>the</strong>y need solid leadership training to<br />

communicate effectively, influence o<strong>the</strong>rs, maximize creativity, and analyze<br />

© 2009 Lifecycle-performance-pros.com All rights reserved 14

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