Dear Friends, What is the difference between Performance Managment, Peformance Planning & Performance Counselling ? Pl give some example also. Regds, Vikram Singh
From India, Delhi
career management:

career management means seeking opportunities, making discoveries, taking accountability for personal and professional growth, and being pro-active. It means working today with an eye on tomorrow.


Performance planning means setting goals and determining what needs to be done to reach those goals. Performance Planning means setting standards in advance. The starting point for. performance management is the job description.


performance appraisal means comparing the productivity of employeesagainst the pre-established and pre-agreed activities and standards. Performance appraisal then necessitates, beforehand, a precise determination of activities or work to be accomplished by theemployee. These activities must be targeted towards the accomplishment of the objectives of theorganization. Performancemeasures are meant to align organizational behaviour with the organization’s set of formal goals”. The main purpose of performance evaluation is therefore to measure, evaluate or toappraise the work accomplished in relation to the goals and objectives of the organization. This means that, when making appraisal, the concern must be on whether activities accomplished have contributed to the progress or total performance of the organization. iii.What has to be appraised ?


What is Performance Management?

The word "Performance Management" means different things to different people. For IT managers, it usually means software to improve the performance of their applications or networks. To executives, it often means managing the business "by the numbers" so that operational units can focus on meeting their commitments to the business and executives can be evaluated.

But to an HR or Training professional, the words "Performance Management" usually mean the processes and systems which are used to evaluate, coach, rate, and rank employees to increase their job performance. Training is always a critical piece of a Performance Management initiative.


Misconception 1

Performance management equals performance appraisal.

This can be counted as the gravest misunderstanding about performance management. They are very different definitions in that performance management means to control, check and feed back the process of performance realisation ? it is an ongoing process. Performance evaluation, however, is an assessment of the performance outcome ? it is done at a specific point of the time. Therefore, if the management believes that the measurement criteria can automatically put pressure on the employees to bring out the best performance, the real performance is very likely to be less satisfying than expected. There are two main reasons: First, it is far from enough for the employees to be in fear of the appraisal; they also need guidance and help in the working process to achieve the best performance. Second, the evaluation is done after the performance is realised and it is too late to transform the outcome. Hence, effective performance management must focus on the overall process of realising the best performance instead of mere evaluations.

Misconception 2

Performance management is the job of the HR department.

This is a somewhat intriguing phenomenon. The management of many companies tends to assume that the HR department should take full responsibility for performance management. The HR department seems always busy with issuing all kinds of forms, making measurement criteria, calculating the rating scores and pushing progress, whereas other departments are content with doing jobs as required by HR department. Who in the last analysis should be responsible for performance management? The answer is that it is the most significant part of the daily job for every staff member of the management team. It is simply because their job is to produce the best performance. The outcome of any performance reflects the professional capability of the management, and the role of the HR department is more on the side of consulting: they provide a methodology for performance management, coordinate and organise the process of performance management within the organisation. They are not expected to be held accountable for the performance outcome, neither are they able to do it.

Misconception 3

Comprehensive and complicated measurement criteria ensure an effective evaluation.

The design of measurement criteria is the starting point of performance management, and also a potential trap. Generally speaking, there are a few typical mistakes likely to result in unsuccessful performance management: 1) There are too many measurement criteria. Some organisations set many evaluation indicators for every position, in the hope of getting a comprehensive view as much as possible. Though aiming at something positive, the approach is problematic in that the real focus will be easily lost in the overwhelming criteria. When the employees cannot concentrate on the most important aspects of the organisation, the actual performance will fail to be maximised. 2) The criteria are over-complicated. Some organisations design complex calculation formulas to ensure equality in evaluations, but end up spending a great deal of effort on collecting data and calculating ratings. Gradually, both the employees and the management lose enthusiasm and treat it merely as a ritual. Thus the previous efforts all become "sunk cost. As a matter of fact, one hundred percent equality does not exist. If simpler and more focused criteria can be found, the employees will be more ready to accept them and consequently the management will have an easier job. 3) Business performance is given too much attention while organisational skills too little. Although the former is indeed essential in performance management, the latter should be regarded as the same fundamental. Performance will not be improved if the employees' organisational skills remain the same despite the increase of their business abilities.Therefore, in designing reasonable measurement criteria, capacity building (including both personal and organisational skills) must be given the same emphasis as business performance. Only by this means, can a breakthrough be made in long-term performance.



From India, Warangal

"Formal work performance counselling" is not defined, but the idea is that if the employee has had a fair go through fair procedures to address the problem and has not got to a satisfactory level, then the employee is either slacking or incapable of doing the work of the classification. A formal work performance counselling is preparatory to the formal inefficiency process. It involves documenting what is expected of the employee over a period, specifying what assistance will be given to the employee to get their performance to level, and reviewing the employee's performance regularly, e.g. fortnightly. An employee who fails to get to level is seriously risking an inefficiency procedure that can lead to their demotion or dismissal.

How would you define the terms coaching, counselling, mentoring and tutoring?

The focus of coaching is performance-centred. Thus, coaching means supporting the learner to improve his/her performance. The key to success is how the individual defines the desired improvement in performance. Counselling is person-centred. Mentoring is profession-centred, so it will deal with a person as a sales manager, for example. Tutoring is focused on a specific task. So, engaging in coaching will also involve you in elements of the other three activities.


Dr. Prageetha

From India, Warangal
Performance counselling:

A key step missing in today’s performance appraisal cycle is performance counseling. The results of appraisal are at best used to decide training needs and at worse not followed upon. However without a discussion or reflection on what are the training needs or why the employee had these needs, the employee often fails to participate in the rest of cycle. The root cause for this situation is the inability of managers and HR people to effectively counsel others.

Who is a counselor? What is counseling?

A counselor is a helper who helps you to make a decision – not more, not less.

Counseling seeks to help towards constructive change, in some aspect of their life via media a caring relationship and within agreed boundaries.

Sometimes when faced with a situation that calls for decision-making, a counselee is not able understand the situation. Hence they are left confused as to how to proceed. At this stage they need a person who they can talk to about the situation so that more light is thrown on the situation. Several issues are clarified and they develop an understanding of the situation first of all. Once the situation is clear to the decision-maker then the counselor can guide him to the concerned resource people who have specialized knowledge to solve specific issues.

How should one counsel?

There are several approaches to counseling, but all should aim to help the counselee. The most powerful approach I have seen is the client-centered approach. At its heart is the growth of the counselee. In this approach the fundamental assumption made is that the client has potential to solving the problem himself. So the counselor merely facilitates him in his problem situation by acting like a sounding board.

By taking the stand that the client has potential and can grow, the counselor distinguishes him from a professional who gets paid for solving the problem of the counselee. You have to separate the person from the problem. So in this perspective you concentrate on issues such as coping with the issue, potential and growth of counselee.

Who cannot be a counselor?

Since the objective of counseling is to help, anyone who cannot help cannot be a counselor. These are some types who cannot be counselors:

A person who has high levels of curiosity

A person who cannot mingle with others

A bossy person

A rescuer who is like a superman

If you are curious you cannot establish an atmosphere of trust with the other person and you cant help them. Besides if the counselee gets the impression that the counselor is merely curious then all his hopes will be dashed however good you are.

Bossy people often don’t bother to listen to others. Problems are shameful situations to them and they want to straighten out everything. So they cant help others.

A lonely person obviously cannot listen to others as he feels intimidated in their company.

Supermen with an attitude like ‘You don’t worry, let me do it for you’ will end up not letting the counselee do what he or she ought to be doing. One may help the counselee but not to the extent of making them dependent on themselves.

What are the boundaries that a counselor- counselee situation should have? Can a manager be a counselor too?

There always has to be a counsellor’s distance with the counselee. Counselee’s, when they come with a problem and reveal it, are putting himself or herself in a vulnerable state. The counselor should never exploit this vulnerability by keeping himself and the other person in the correct place.

A manager can be a counselor too but he should make it clear as to when he is a manager and when he is a counselor. It demands a high degree of maturity and skill.

For ideal counseling, the counselee should approach the counselor not vice versa. If it goes the other way around it would mean that the counselor assumes that the counselee needs his help. A manager who becomes a counselor should listen and understand the employee’s perspective. As a counselor he should understand the behavioral change brought about by the situation change.


Performance management may mean:

Performance measurement is the process of assessing progress toward achieving predetermined goals, while performance management is building on that process adding the relevant communication and action on the progress achieved against these predetermined goals

In network management, (a) a set of functions that evaluate and report the behavior of telecommunications equipment and the effectiveness of the network or network element and (b) a set of various subfunctions, such as gathering statistical information, maintaining and examining historical logs, determining system performance under natural and artificial conditions, and altering system modes of operation. Source: from Federal Standard 1037C and from MIL-STD-188.

In organizational development (OD), performance can be thought of as Actual Results vs Desired Results. Any discrepancy, where Actual is less than Desired, could constitute the performance improvement zone. Performance management and improvement can be thought of as a cycle:

# Performance planning where goals and objectives are established

# Performance coaching where a manager intervenes to give feedback and adjust performance

# Performance appraisal where individual performance is formally documented and feedback delivered

# A performance problem is any gap between Desired Results and Actual Results. Performance improvement is any effort targeted at closing the gap between Actual Results and Desired Results.

Business performance management (BPM) is a set of processes that help businesses discover efficient use of their business units, financial, human and material resources.

Operational performance management (OPM) focus is on creating methodical and predictable ways to improve business results, or performance, across organizations. Simply put, performance management helps organizations achieve their strategic goals. Rather than discarding the data accessibility previous systems fostered, performance management harnesses it to help ensure that an organization’s data works in service to organizational goals to provide information that is actually useful in achieving them.

This information is taken from WIKEPEDIA, an online Encyclopedia.



From India, Delhi

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