The World Health Organization (WHO) observes World Mental Health Day on October 10 each year. 

With this year’s theme, “Make mental health and wellbeing for all,” WHO believes that people with mental health conditions and advocates can come together to celebrate the progress made in this matter and speak  about what needs to be done “to ensure Mental Health & Well-Being becomes a Global Priority for all.”

According to WHO, the cases of people experiencing anxiety and depression increased by 25% in the first half of the COVID-19 pandemic, where the gap in treatment for mental health disorders has expanded as mental health services have been severely interrupted. Professionals or employees were one of the populations who were affected the most.

Based on report, 55% of 1,425 U.S. workers surveyed share that their mental health issues have been affecting their productivity on the job since the pandemic began. The same report shows that workers suffering from mental health issues increase to 46% (during the pandemic) from 39% (pre-pandemic), and more than 10% suffer from serious mental illness. 

How To Performance Manage Employee With Mental Health Concerns

WHO believes that strengthening awareness and response to mental conditions at work, especially for those with supervisory responsibilities like managers, is a key component of protecting and promoting wellbeing at work. They recommend mental health training for managers and employees and programs for people to learn stress management techniques and lessen mental health symptoms.

Training in mental health promotes greater awareness of how occupational pressures affect mental health and may be controlled. It also assists supervisors in recognizing and responding to supervisees who are experiencing emotional distress. Aside from mental health training, here are a few things managers can do to support employees’ mental health while managing performance:

1. Cultivate a culture of connection by checking-in with employees, especially now that many individuals work from home, it may be more difficult to spot the warning signals of distress.
2. Enhance managerial competency. Focusing on employees’ strengths while promoting efficiency and performance is an essential skill to develop.
3. Build a strong system for employee management. Managers should still adhere to performance management practices when managing employees who have mental health difficulties. They must modify this procedure when mental health concerns are present to balance fairness.

In establishing a competitive employee performance management system, The KPI Institute offers a Certificate in Employee Performance Management Maturity Assessment. This micro-certification course examines the key components required to develop an employee performance management system in businesses and also uses a maturity model to evaluate the system’s complexity.

Enrolled professionals in this course have the chance to access the Employee Performance Management Maturity Model Framework v2.0 and learn first-hand how to weigh the upsides and downsides of organizational processes and develop ideas for improvement in six important areas:

• Performance Planning
• Performance Measurement
• Performance Review
• Performance Recognition
• Performance Improvement
• System Governance

Establish the proper framework for defining, evaluating, and motivating performance in your organization; invite your colleagues and enroll now! For further information, visit https://kpiinstitute.org/

Editor’s Note: Below is an excerpt of Performance Magazine’s (PM) interview with Fadi Al-Jafari, a Senior Management Consultant, Leader of Data Analysis and Visualization Center, and Project Manager at The KPI Institute. 

For Fadi Al-Jafari, one of TKI’s performance management experts, having a clear vision for your organization and being aware of its external environment to prevent threats and capture opportunities is the core of strategic thinking. He expounded on this and more in an interview with Performance Magazine.

PM: What will be the major challenges in managing performance in the future, and how should organizations prepare for them?

Fadi: The major challenges would be how to measure the individual’s performance right and without any biases, use the data to predict future the individual’s performance, and benefit from the data they have to improve the individual’s performance. One solution is to use digital PMS that collects data regularly and measures individual performance based on the tasks they work on and then use data analytics tools to draw conclusions and predictions based on the analysis.

PM: While navigating through these challenging times, what would you consider a best practice in Performance Management?

Fadi: To start with an organizational architecture framework of the PMS, ensure that cascading and alignments are conducted properly. This also enables organizations to develop a governance framework, processes, and procedures to efficiently run the system and avoid internal silos.

PM: What key competencies would make a Strategy and Performance Manager succeed nowadays?

Fadi: An important one is strategic thinking — to be able to analyze different situations that the organization may face and to have a proactive personality that would allow them to capture changes in the market before they arise. It is crucial to identify the opportunities, capture them before the competitors do, and determine any threats to prepare the organization to deal with them.

To read the complete interview with Fadi, stay tuned for the release of Performance Magazine – Print Edition July 2022. Get updates from the LinkedIn page of The KPI Institute.

This piece was first published in the latest edition of Performance Magazine. Andrea Minelli is the head of Professional Services SEA and a trainer and Performance Management Consultant at The KPI Institute. Andrea shared his views on the question “What Are the Success Factors of a Corporate Performance Management Implementation Process?”

A performance management system (PMS) implementation is not an easy feat regardless of the maturity of their implementation SOPs and the capability of those individuals guiding the implementation exercise. The success rate of a PMS implementation is highly dependent on the degree of buy-in of the members of the organization regardless of whether the member is involved in the implementation per se of the framework or if they will be appraised using the mentioned system. 

Such buy-in or organizational support towards the framework can be secured via continuous and transparent knowledge-sharing sessions. We explain to all members the motivation of the implementation and the desired outcomes. We train all allocated members in raising their knowledge and awareness towards the technicality of the framework (the specificity of these training should be customized as per the audience). 

For instance, the implementation team, which is generally members of the departments of Strategy Execution, Performance Management, Quality Assurance, or Organizational Excellence, will have a more in-depth technical preparation with respect to a non-PMS-implementation member. 

Such knowledge-sharing sessions aim at upskilling those members involved in applying standardized practices related to Strategic Planning and Execution, selection of Performance Measurement indicators, such as KPIs, at different organizational layers, and above all, proper cascading/alignment practices for Strategic and Performance Management matters. 

Last but not least, it is relevant to remember that the implementation of all the mentioned practices requires not only informed, skilled, and capable individuals from specific departments of the organization, but a proper dedicated governance framework that will foster and assist both the implementation team and all the members of the organization. Crucial support is required by Top Management and BoDs members pre-during and after the PMS framework is in place. 

There is no one-size-fits solution as organizational readiness, both technical and human-wise, play a big role in the PMS success. A governance-led standardized implementation approach will provide the foundations of success though.

Andrea Minelli facilitates the Certified Performance Management Professional Live Online Course of The KPI Institute. Stay tuned to The KPI Institute’s LinkedIn official page for the upcoming schedule and learn more about the Certification in Performance Management here.

 

 

Between the 18^th – 20^th of March 2019, Raluca Vintila, Management Consultant for The KPI Institute, hosted the Certified Performance Management Professional (C-PM) 3-day training course in Kuala Lumpur.

Participants from various industries, such as Mechanical & Industrial Engineering, Education Management, and Information Technology and Services have joined us for this learning experience.

Attendees were invited to express their learning needs and expectations from the course:

• Understanding what is a Performance Management System (PMS) based on KPIs and how to design it
• How to manage performance across organizational levels in an aligned manner
• How to bring KPIs from the strategic to the lower managerial levels
• How to improve and enhance the Organizational Strategy through the PMS
• Understanding how to address and cover performance gaps, in a formal and structured manner
• How to measure staff performance and team performance
• What types of rewards and recognition systems are recommended to connect to a PMS

Course journal

The C-PM training course provides the pillars, tools, and resources required for the effective implementation of the Performance Management Framework. In the first 2 days of the training course, we focused on the 6 pillars that need to be applied to ensure performance improvement, starting from data analysis and reporting, continuing with decision-making and initiative management, and ending with learning and building a performance culture.

Day I

Generally speaking, the most appreciated part of Day 1 was the exercise that highlights the differences between 13 performance-related concepts, ranging from vision and mission to KPIs, targets, and tasks. Participants found extremely relevant the tools that support the implementation of the Performance Management System, starting from the Desired State of Evolution and Strategy Map, to the Portfolio of Initiatives and Initiative Documentation Form.

Day II

The most engaging learning experience of Day 2 was the Performance Review Meeting, where participants took on different roles, such as Performance Manager, CEO and KPI owner. Besides having fun, the attendees understood how important it is to make decisions based on performance data and to have a rigorous preparation prior to the meeting.

Day III

These six pillars discovered in the first 2 days were applied on the 3^rd day, in 12 scenarios, starting from different levels across the company, all the way to diverse capabilities and different stakeholders. All the learning has been integrated into a final simulation, which ended up being extremely dynamic for the participants as they simulated the process of airplane production.

To ensure a smooth learning experience, the training course blended in toolkits, templates, case studies, and best practices examples from some of the most successful organizations worldwide, as well as thought-provoking exercises.

Sign-ups and registration!

As performance is a constant preoccupation, we would be more than happy to assist you throughout your performance journey!

If you enjoyed reading our course journal and feel that this learning environment would be suitable for your needs, why not visit our training calendar and check what best suits your learning needs?

If you’re someone that does not have a lot of time on their hands, to go to a course in person, we also have online training courses that align well with Performance Management topics:

• Certified Performance Management Professional
• Certified KPI Professional

Otherwise, if the opportunity of customized training courses is of interest to you or you’d like to know more information, contact Raluca Vintila directly, at [email protected]

Adrian Brudan, Director of Research Programs at The KPI Institute, delivered a one day workshop as part of the Strategy Leaders Forum, which took place in Dubai, United Arab Emirates, on the 13^th – 17^th of April 2014.

As data based decision making is at the core of better management practices today, tools such as Key Performance Indicators and Key Risk Indicators assist with the provision of critical business data for decision making. This workshop explored the relationship between metrics, KPIs and KRIs and how they can be deployed in practice. It also presented the fundamental techniques for KPI selection that ensure a rigorous process and quality result. Practical exercises were combined with best practice examples from a variety of industries and functional areas.

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