Performance Management: A Handbook for Small Business Banks and Microfinance Institutions

ch. 1 A strategic perspective on performance management
Who `does' performance management?
What the performance management system includes
Supporting the business mission and culture
Supporting key business activities
Creating an HR strategy
Specific strategies for specific performance management components
Policies, procedures, and action plans
Aligning HR strategy with the business strategy
Conclusion
ch. 2 Operational overview of performance management
People management responsibilities
Evolution of performance management systems
Successes and problems in the performance management system
ch. 3 Getting the right people in the right positions at the right time
Job descriptions: defining the work
Recruiting
Roles and responsibilities
Interviewing and selection: testing, interviewing, checking references
Selection and job offers
ch. 4 Making a good start
On-boarding
Contents note continued: Mentors and employee-partners
Setting expectations and initial goals
On-the-job training and coaching
ch. 5 Sustaining performance
Giving feedback and coaching
Motivation, rewards, and incentives
Training and education
ch. 6 Evaluating performance
Performance reviews
Development planning
ch. 7 Building on performance
Career paths
Individual career planning
Career development
High-potential programmes and succession planning
ch. 8 Advancement
Responsibilities for advancement
The promotion process
ch. 9 Managing performance problems
Identifying the existence of the performance problem
Analysing performance problems
Addressing performance problems
Termination
ch. 10 Promote diversity and the advancement of women in the workplace
Why promote diversity?
Overview
Factors specific to women's advancement
Factors specific to promoting diversity
Contents note continued: ch. 11 Tracking success - is the performance management system working?
Dimensions of effectiveness
How to evaluate the performance management system
Evaluating the system for completeness and compliance
Addressing compliance issues
Evaluating the system for utility
Evaluating the system for effectiveness
ch. 12 Maintaining the strategic position of performance management
Relevant terms and concepts
Maintaining the link between HR and business strategy
Putting performance management in business terms
Building the business case for a performance management initiative
Alliances and organizational support
Communication with leaders and other constituencies
Making changes