Performance Management for HR Practitioners - Week 1 Webinar

810 views

Published on

GovLoop and the US Office of Personnel Management are hosting a 6-week social learning pilot entitled, "Performance Management for HR Practitioners." This week, our expert Amanda Custer discussed what performance management is, the process, relevant authorities, and the role of the HR Practitioner. The live webinar was held on February 26th, 2013 at 2pm EST. For more information, visit http://www.GovLoop.com or email andrew [at] govloop [dot] com.

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
810
On SlideShare
0
From Embeds
0
Number of Embeds
82
Actions
Shares
0
Downloads
25
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Welcome – AndyThank you again for participating in “Performance Management for HR Practitioners” hosted by the U.S. Office of Personnel Management and GovLoop, the leading social network for public sector professionals
  • Introduce myself and Steve
  • Andy
  • Andy
  • Andy
  • Agenda - Andy
  • Good afternoon! My name is Amanda Custer and I work for the Office of Personnel Management as an HR Specialists. I am a founding member of Performance Management Solutions, providing consulting services to federal agencies on performance management. I have extensive experience developing and conducting specialized PM training. I am so excited to kickoff the Performance Management for HR Practitioners virtual training. Virtual training is really starting to take off and I’m glad we can all be pioneers together!
  • We are going to kick things off with, what else, an overview of Performance Management. Lots of people only think of the end of the year ratings when they think of performance management, but that’s just the tip of the iceberg. Only in reverse, because ratings come last. The tip of an upside down iceberg? Well, you get the point.
  • Ta da! You have just performed a multitasking activity, which most people find impossible or very difficult to accomplish. What have you learned from this multitasking activity?–Be careful about doing more than one thing at a time. You may end up performing both tasks poorly.There are three main take-aways from this, which are: (1) Multitasking does not necessarily result in greater efficiency, (2) it may be impossible to perform some tasks in combination, and (3) multitasking may invite errors and actually slow down progress.So how does this apply to the training you are sitting in now? Well we want to make sure that you get the most out of this session, and in order for that to happen it is important that I have your full attention. So please take a moment to put any phones on silent, close out of outlook, set your status to “busy”, and close out any additional windows on your computer. Do you need more time? I want to make sure we are all following along, so will some of your comment that I have your full attention and we are ready to roll? Thank you! Alright, now that I have your FULL attention lets get going.
  • Imagine you have just taken a new position. You have started by thoroughly reviewing the Position Description so you know exactly what is expected of you in your new role. At this point, the wheels of Performance Management are beginning to turn. Although you don’t yet have formal, agreed upon performance expectations from your supervisor, you are beginning to get a feel for how you might be evaluated. Performance management is a formal meansto track, monitor, and improve individual, and by extension, organizational performance. The system formally aligns an individual’s goals with those their agency and office.Supervisors and managers are tasked with implementing the system and performing at least the minimum of formal responsibilities, including mid year appraisals, etc. With help from HR practitioners, this course emphasizes the value of doing more than the minimum. Remember this as you go thru this multi week training: Performance management exists to improve performance results- not to be another administrative task.
  • Here is a visual depiction of the Performance Management mode. You can see here it contains three phases and four elements:o Planning: come first. Turn those tasks from the PD into measureable performance goals that drive organizational successo Monitoring and Developing: ensuring employees are not just on track, but improving and expanding their skillso Rating and Rewarding: what we al typically think about when I say PMo Coaching and Feedback:You can see in the graphic that coaching and feedback do not constitute a discrete phase in the cycle, but is continuous throughout the performance cycle. In order to drive effective performance, feedback must occur more than just the required mid and end of year appraisal.
  • Learning Points:• The planning phase is the first phase of the performance management process. This is when supervisors and employees identify the performance expectations for the employee and formalize them into a plan. <Let’sPause for thought> In your agency, do supervisors already have the goals written in the plan before they meet with each employee? • These performance expectations are written in the form of elements and standards; they should be appropriate to the employee’s job and grade level. While it is ultimately the supervisor’s responsibility to write the performance plan, the employee should be encouraged to offer input. If supervisors don’t allow employee input, they should at least sit down with employees and discuss not only the performance expectations, but how they will be measured. For example,- if the expectation is “works well with the team” how will success be assed? You are well liked? You lead a project to completion? What? This must be discussed and understood for the PM process to drive performance.
  • Up next we have monitoring and developing. Monitoring and developing is a long phase that lasts for the majority of the performance management process. • A formal mid-year review is required for evaluating the progress of the employee’s goals; the supervisor should also provide informal feedback throughout the year. we’ll talk more about feedback in the next slide. Encourage supervisors to think about new opportunities for employees. For example, encourage Wendy to attend a conference on technology development, an area you know she is interested int. Or, recommend Michael for a job shadowing opportunity to see Peter lead a training on financial forms, when you know he is interested in developing his communication skills.
  • The final phase in the performance management process is the rating and rewarding phase. At the end of the performance management cycle, employee’s performance is rated based how well they executed their performance elements and standards. This is concluded with a performance review with the employee that discusses how successful they were in meeting their performance goals for the year.• At the end of the process, the employee is rewarded based on their success in meeting the performance goals.The rating phase is what makes the planning phase so critical. Supervisors recall previous discussions on expectations and measures of success to justify performance ratings. The more you can encourage supervisors to put time and effort into the planning phase, the easier time everyone will have at the end of the year. For example, if you agreed that success in “working well with the team” looked like leading a project to completion and Marty lead and competed a project that resulted in follow on work, you can be sure he exceeded expectations and should be rated accordingly.
  • Communication should occur throughout the performance managementcycle at regular intervals.• Feedback is provided in both formal and informal sessions.• Supervisors/managers should always be looking for coaching opportunities.• Employees take the responsibility to continually improve. *Interesting note: supervisors and employees typically report widely different answers when asked how often the provide/receive feedback, respectively. Question:why do you think supervisors say they provide feedback more often than employees report they recieve it? Because they have different ideas of what constitiutes feedback! Encourage supervisors to be clear with employees that they are providing performance feedback at the start of each feedback conversation.
  • Learning Points:Good performance management:• Improves employee performance because they have role clarity and clear performance expectations. • Assesses employee, team, and organizational effectiveness and performance.• Uses appropriate measures of performance to recognize and reward employees.Remember, performance management doesn’t exist in a vacuum. It must be DRIVEN by supervisors and HR practioners!
  • The authority to use performance management comes from a number of places. The best place to start is 5 USC. Chapter 43 which states: Each agency shall develop one or more performance appraisal systems which provide for periodic appraisals of job performance of employees, encourage employee participation in establishing performance standards, and use the results of performance appraisals as a basis for training, rewarding, reassigning, promoting, reducing in grade, retaining, and removing employees.
  • Learning Points: HR Practitioners have a unique set of responsibilities within the performance management process. While you are not responsible for implementing performance management, it is your job to act as a resource for those around you.While working with the supervisors/managers, remember that you are there as a facilitator to the management. You are there to assist the supervisor/manager, not to do their work for them. Some examples of this support include:• Delivering and interpreting performance management policy to the supervisors/managers• Helpingsupervisors/managers address issues that may come up during the performance management process• Providing counsel and support to supervisors/managers• Sharing good practices such as documentation with supervisors/managers• Advising supervisors/managers on proper actionsYou need to interact with other HR Practitioners. Likewise, you can lean on your peers for assistance.
  • Amanda
  • Amanda
  • Amanda
  • Amanda
  • Learning Points:• The performance management process improves the overall performance of the employee and the organization.• The process has three formal phases:o Planningo Monitoring and Developingo Rating and Rewarding• Ongoing communication is critical for helping employees meet expectations.
  • Learning Points:• HR Practitioners serve two groups: agency management and other HR Specialists. • HR Practitioners must have numerous skills in order to be successful. Start making contacts now to buid a cadre of knowledgable experts!
  • Performance Management for HR Practitioners - Week 1 Webinar

    1. 1. Performance Management for HR PractitionersWeek 1: Role of the HR Practitioner Instructor: Amanda Custer S
    2. 2. Introductions: Your Host Andrew Krzmarzick GovLoop, Director of Community Engagement
    3. 3. Course Objectives (1 of 3)S After completing this course, you will be able to: S Describe the phases and requirements of the performance management process S Identify the controlling authorities S Describe the functions, core responsibilities, and soft skills required of the HR Practitioner related to performance management S Identify practices that encourage more regular and meaningful communication with supervisors/managers
    4. 4. Course Objectives (2 of 3)S Explain the importance of each phase in relation to the overall performance management processS Identify the supervisor/manager responsibilities in each phaseS Explain the practitioner’s role in each phaseS Identify appropriate performance-based actions a practitioner can advise a supervisor/manager to take
    5. 5. Course Objectives (3 of 3)S Identify relevant authorities for the use of performance managementS Demonstrate the ability to apply course content in a simulation of a year-long performance review cycleS Understand the benefit of using sound performance management techniques
    6. 6. Week 1 Webinar AgendaS Logistics and IntroductionsS What is Performance Management? - Guide, p. 21S Performance Management Process - Guide, pp. 22-27S Authority - Guide, p. 28S The HR Practitioner, Guide, pp. 29-30S HR Practitioner Scenario / StoryS Interactive Chat: What skills do HR Practitioners need to be effective? p. 31S Q &AS SummaryS Week 1 Assignments
    7. 7. LogisticsS If you have not joined the GovLoop Virtual Classroom, please do so!S Let’s make this interactive: S Submit questions in the chat box - our expert will field them, during and/or at the endS If you have any technical difficulties, use the chat window S Direct it to “Bryce Bender” (not “all participants”)S We are recording each session S After the session, you will be able to find a link to the archived version of the webinar on the Week 1 page of the course group on GovLoopS Don’t forget your reading, discussion and partner reflection!
    8. 8. Introductions: Your Instructor Amanda Custer Picture HERE Human Resources Consultant, U.S. Office of Personnel Management
    9. 9. Lesson 1: Overview of PerformanceManagement and the Role of the HR Practitioner S
    10. 10. Welcome
    11. 11. Activity
    12. 12. What is Performance Management?S A system that is used to track, monitor, and improve organizational performanceS A method of evaluating employee progress towards predetermined outcomesS A year-long cycle of established formal meetings and management responsibilities
    13. 13. Performance Management Process Coaching and Coaching and Feedback Feedback Coaching and Feedback
    14. 14. Planning PhaseS First phase of the processS Occurs within first 30 days of the cycleS Employee’s performance plan for the next year is identifiedS Supervisors/managers write the performance plan with input from their employees Planning
    15. 15. Monitoring and Developing PhaseS Phase covers most of the yearS Includes a mid-year review as a checkup on the performance plan MonitoringS Supervisors/managers should use this time to and provide feedback on the employee’s Developin g performance
    16. 16. Rating and Rewarding PhaseS Final phase in the performance management cycleS Includes a formal performance reviewS Employee is given a rating based on performance over the past yearS Employee is rewarded based on performance rating Rating and Rewarding
    17. 17. Coaching and FeedbackS Communication occurs throughout the performance management cycleS Feedback is provided in both formal and informal sessionsS Supervisors/managers should always be looking for coaching opportunitiesS Employees take the responsibility to continually Coaching and improve Feedback
    18. 18. The Big PictureSuccessful performance management alignsemployee tasks with the agency’s mission.
    19. 19. AuthorityS The following sources provide the authority for the use of performance management: S 5 U.S.C. Chapter 43 S 5 CFR Parts 430 and 432 S Collective bargaining agreements S Prior case law
    20. 20. HR Practitioners’ ResponsibilitiesS HR Practitioners have responsibilities to: S Agency management S Other HR SpecialistsS One of your most valuable roles is to provide support to supervisors on policy issues and best practices
    21. 21. Let’s hear from you! Poll 1: Planning What tools do you use to transferPerformance Management skills or informationto the supervisors you work with?
    22. 22. Let’s hear from you! Poll 2: Monitoring and DevelopingWhat tools would you suggest supervisorsuse to effectively monitor their employees performance?
    23. 23. Let’s hear from you! Poll Question 3: Coaching and Feedback What have you found to be yourmanagers biggest "hang up" when it comes to dealing with poor performance?
    24. 24. Q&A Time Submit Your Questions Via the Chat BoxS Think about our previous poll questions: Did they make you think of any critical skills you have or gaps you need to develop?S What other questions do you have related to the information you learned today?
    25. 25. Key Points (1 of 2)S The performance management process improves the overall performance of the employee and the organization Coaching Coaching and andS The process has three formal phases: Feedback Feedback S Planning S Monitoring and Developing S Rating and Rewarding Coaching andS Ongoing communication is critical for Feedback helping employees meet expectations
    26. 26. Key Points (2 of 2)S HR Practitioners serve two groups: S agency management and other HR SpecialistsS HR Practitioners must have numerous skills to be successful
    27. 27. Questions? Ask the expert!Submit your questions in the chat window .. S
    28. 28. Week 1 Assignments Join GovLoop Virtual Classroom Attend Webinar ✓ Complete Readings o “All About Clarity” (Blog Post) o “The Importance of Performance Management and Workforce Planning” (Podcast / Blog Post) Engage in Group Discussion (Thursday, February 28 at 2p ET) Submit Reflection to Class Partner by Friday COB
    29. 29. Thank YouPlease send questions or course feedback toAndrew@GovLoop.com S

    ×