PERFORMANCE APPRAISAL FOR A TEAM Slide-1 PERFORMANCE APPRAISAL FOR A TEAM CHAPTER - 8 Slide-2 OBJECTIVES OF THE CHAPTER Team:

: Meaning & Definition Types of Teams Purpose of a Team Performance Measures for Teams Types of Team Measures Team Performance Processes Creating the Culture of Teamwork High Performing Organization High performance Work Practices Slide-3 TEAM: MEANING & DEFINITION It is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable. - The Wisdom of Teams Harvard Business School press Slide-4 TEAM: MEANING & DEFINITION Natural Work Group: A group of employees and their manager who produce a product or service. Cross-functional Team: A group of people brought together from different functional areas to redesign a process or product or to make decisions or recommendations about a process or a product Slide-5 Team: Meaning & Definition Self-directed Work Team: A team made up of a group of employees who share responsibility for a complete product or process, or accomplishment of a significant part of a process. Customers: The people or groups who benefit from the services or products which the organization provides. Slide-6 Team: Meaning & Definition External Customers:

Customers from outside of the organization. External customers in the University include students, parents, patients, researchers, corporations, and the general public. Internal Customers: Customers within the organization. Internal customers in the University include faculty, staff, and student employees. Slide-7 Team: Meaning & Definition Quality: An organizational philosophy of commitment to provide the best possible products or services in response to the needs and expectations of internal and external customers. Norms: Guidelines for the way that team members will interact with one another. Slide-8 Team: Meaning & Definition Continuous Process Improvement: An ongoing system of identifying or anticipating problems or areas in need of improvement in technical work processes, customer service, and team interpersonal effectiveness in order to perfect the quality of the products or services supported or provided. Slide-9 PURPOSE OF A TEAM Understanding the Goal: Group members may assume they have assembled together for administrative purposes only. But, the team members identify their independence and understand that both personal and team goals are best accomplished with mutual support. Sense of Ownership: Group members tend to focus on themselves because they are not adequately involved in planning the departments objectives. Team members feel a sense of ownership for their job and department, because they are committed to value based common objectives. Creative Contribution: Group members are instructed what to do rather than being asked what the best approach would be. Team members suggestions and creativity are not encouraged. They must contribute creative ideas to the organisation's success by applying their unique talents, knowledge and innovativeness. Mutual Trust: Group members distrust the motives of colleagues because they have ambiguity over role of other members. Expressions of opinion or disagreement are considered disruptive or non-supportive. Team members work in a climate of trust and are encouraged to openly express ideas, opinions, disagreements and feelings. Common Understanding: Group members are so cautious about what they communicate, that real understanding is not probable. The team members practice

open and honest communication. They make an effort to understand each other's view. Individual Development Group members receive effective training but are restricted in applying it to the work by the manager or other group members. Team members are encouraged to continually develop skills and apply what they learn on the job. Resolving the Conflict: Group members lack in resolving the conflict situations by themselves. Their supervisor/ leader may postpone intervention until serious damage is done, i.e. a crisis situation. Team members realise conflict is a normal aspect of human interaction but they view such situations as an opportunity for new ideas and creativity. They work to resolve conflict quickly and constructively. Participative Decision Making: Group members may or may not participate in decisions affecting the group. Conformity often appears more important than positive results. Win/lose situations are common. Team members participate in decisions affecting the team but understand their leader must make a final ruling whenever the team cannot decide, or an emergency exists. Positive win/win results are the goal at all times. Clear Leadership Group members tend to work in an unstructured environment with undetermined standards of performance. Leaders do not walk and talk and tend to lead from behind the desk. Team members work in a structured environment, they know what boundaries exist and who has final authority. The leader sets agreed high standards of performance and he/ she is respected via active, willing participation. Commitment: Group members are uncommitted towards excellence and personal pride. Performance levels tend to be mediocre. Staff turnover is high because talented individuals quickly recognise that.

Slide-10 PERFORMANCE MEASURES FOR TEAMS It will be related to the purpose of the team and its particular objectives and standards of performance. Finance Division of a Service Company - In the processing department, where high-volume and regular jobs have to be performed, the measures can be productivity and quality of the product. A Government Organization - Measures are agreed between managers and team members based on task performance standards and allotted time. A local authority Measures are related to pre-determined targets for all or most of the team to undertake together and they are distinct from the tasks set for individual team members. A Technology Company - Project teams responsible for developing solutions for customers have their performance measured by reference to their success in captivating contracts. A Clearing Bank - The performance of branch teams below junior management level is related to two targets: the sales target, linked to branch sales against

target, and the 'service target, based on data obtained from customer questionnaires and anonymity shopping. An Insurance Company - Performance measures for the financial planning consultant teams is based on 'net issued business', and criteria for activity levels, appointments attended, questionnaires completed and cases issued. A Sales Team in a Manufacturing Company - the performance measures for sales teams is based on customer satisfaction, sales revenue and market share. Slide-11 TEAM PERFORMANCE MANAGEMENT PROCESSES Team performance measures are mainly concerned with output, levels of activity, customer service and satisfaction and financial performance. Most measures for teams, as for individuals are likely to fall into one or more of these classes. A distinction is made by Harrington-Mackin (1994) between output/result measures of team performance and input/process measures. The output/results contain the accomplishment of team goals the level of customer satisfaction the quantity of work the quality of work the knowledge process the maintenance of technical systems The input/process measures contain the support of team process the participation of team members the communication system the collective effort of the team members resolving conflict planning and goal-setting participative decision-making problem-solving and analytical skills interdependence interpersonal relations acceptance of change adaptability and flexibility.

Slide-12 TEAM PERFORMANCE MANAGEMENT PROCESSES Key Steps Settings Work Objectives Settings Team Objectives Team Performance Reviews

Review of General feedback Review of work Team Problem solving Communicating Objectives Reviewing the Performance of Individual Team Members

Slide-13 Setting Work Objectives Work objectives for teams are set in much the same way as individual objectives. They will be based on an analysis of the purpose of the team and its accountabilities for achieving results. Targets and standards of performance should be discussed and agreed by the team as a whole. Slide-14 Setting Team Objectives Team objective is team's getting together and agreeing on how they should conduct themselves as a team. The list of team competencies and performance measures includeInterpersonal relationships. The quality of participation and collaborative effort and decision-making. The team's relationships with internal and external customers. The capacity of the team to plan and control its activities and the ability of the team and its members to adapt to new demands and situations. The flexibility with which the team operates. The effectiveness with which individual skills are used. the quality of communications within the team and between the team and other teams or individuals. Slide-15 Team Performance Reviews Team performance review meetings analyze and assess feedback and control information on their joint achievements against objectives and project plans. The agenda for such meetings are as follows. Slide-16 Review of general feedback Progress of the team as a whole Problems encountered by the team that have caused difficulties help and create hindrances to the operation of the team. Slide-17 Review of Work The efficiency of team performance Review of the individual contribution made by each team member Discussion of any new problems encountered by individual team members.

Slide-18 Team problem-solving analysis of reasons for any problems Agreement of measures to be taken to solve them and prevent their re-occurrence. Slide-19 Communicating objectives Review of new requirements, opportunities or threats Amendment and updation of objectives and plans. Slide-20 Reviewing the Performance of Individual Team Members Processes for managing team performance should not neglect the needs of team members. As Mohrman and Mohrman (1995) points out: 'Performance among individuals, teams and organizations need to fit, but individuals needs must be met at the same time.' They ask how individual needs can be met while still encouraging the sharing required at the group level. Their answer is dual. First, teams have to be managed in a way that enables individuals to feel they can influence group performance. They must provide opportunities for involvement and for the teams self-management. Second, the team must be managed so that the individual's need for recognition of excellent performance is met. Slide-21 Creating the Culture of Teamwork Managers communicate the expectation that teamwork and association are expected. No individual completely owns a work area or process all by himself. People who own work processes and positions are open and amenable to ideas and inputs from other team members. Managers maintain team spirit even when things are going wrong and the temptation is to slip back into former behavior. The organization members identify the value of a teamwork culture. If values are formally written and shared. Teamwork is rewarded and recognized. The performance management system places emphasis and value on teamwork. Often 360 degree feedback is integrated within the system. This feedback from colleagues, direct reports and the boss can have a powerful impact on work behaviors. Slide-22 HIGH PERFORMING ORGANIZATION The term high- performance is generally used to describe new forms of work setup in an organization, a new HRM approach, or a set of those practices that have the potential to achieve greater economic performance. Slide-23

HIGH PERFORMING ORGANIZATION Six attributes are common to these organizations. They are: Driven by leaders Built by relevant pursuit of strategies and visions Energized by an extra-ordinary intense performance driven environment Aligned by simple structure and core processes Based on world class company skills, and Rejuvenated by well developed people system. Slide-24 FEATURES OF HIGH PERFORMING ORGNIZATION They are clear about their vision. They define outcome and focus on results. They empower their people. They introduce new processes to inspire and motivate people to succeed. Slide-25 FEATURES OF HIGH PERFORMING ORGNIZATION They are flexible, adaptable and quick to adjust when conditions change. They compete with their own past performance as well as with other similarly placed organizations. They restructure their work processes to meet customer needs. They maintain open and productive communications among stakeholders. Slide-26 DYNAMICS OF HIGH PERFORMANCE ORGANIZATIONS

For example, none of the other 6 elements can exist without trust. It is the foundation for which everything else can exist. Conversely, if members in the organization don't take personal responsibility for their own actions, decisions, and results, then they won't be able to build trust. And without trust and personal responsibility, Values won't be lived, and Leadership won't exist. In relation to the 4 cardinal elements (Values, Purpose, Leadership, and Innovation), all must be developed equally. If any are developed more than another, the organization will become unbalanced and will experience many problems. That is why you will see equal arrows emanating from the circle towards each of these 4 cardinal elements. The goal is to grow equally in all 4 directions. Finally, at the center you will see people. It takes people to make the organization work, and the organization is always working for people. That is entirely what the organization is all about. While many organizations are great at managing the materials and machinery of the organization, they fall very short in being able to manage the human side of their business. Slide-27 SUMMARY OF THE CHAPTER Team: Meaning & Definition Types of Teams Purpose of a Team Performance Measures for Teams Types of Team Measures Team Performance Processes Creating the Culture of Teamwork High Performing Organization High performance Work Practices