Painless Performance Management    Using Performance Evaluations to Create a Culture of                Development and Fee...
HR War Stories•   Have you ever had an employee who was valuable to the    organization but whose behaviors were disruptiv...
Session ObjectivesAt the end of this session, you will be able to:• Explore the essential elements of successful performan...
Performance EvaluationsWhy do we bother?
The Ostrich Effect• Lower standards• Lowered morale• Reduced supervisor credibility• Decreased organizational  performance...
Start with Clear Expectations
Performance Management Cycle               Organizational                 Goals and               Strategic Plans         ...
What’s a Painless Performance Evaluation?   There are no    surprises!   Employee-driven   Future-focused
City of Richland, WashingtonA full service city located at the confluence of the Columbiaand Yakima Rivers in the Tri-Citi...
The City of Richland provides:• Police and fire protection• Water• Sewer / stormwater• Garbage collection, recycling, and ...
Big Changes in 2000•Introduction of a pay for performance system•Elimination of a step based pay system•Complaints and res...
The Richland Story Then• Ineffective delivery of  evaluations• “Don’t rock the boat” culture• Tenured executive team• Inco...
The Richland Story Then• Unwillingness to have  tough performance  conversations• Rating factors the same for  all, regard...
The Richland Story Now• Every employee has a  performance plan with goals• Goals are tied to a strategic  plan• Regular fe...
The Richland Story Now• New team structure drives  change• Executive commitment is  high• Employees participate in the  ma...
Performance ManagementTransformed the Culture of Richland                 Organizational                    Goals and     ...
In 2008 the Richland City Council adopted a strategic plan,            “Seven Keys to Unlock our Future”
Tools Used to Transform Richland’s Culture        Organizational Goals and Strategic Plans• Developed a strategic plan wit...
Tools Used to Transform Richland’s Culture           Individual Performance Planning• Executive team led competency model ...
Competency Model Development• Input gathered from supervisors, managers, and  executives• Built upon existing shared value...
Richland’s Competency-based Performance                    Management Model                                               ...
Tools Used to Transform Richland’s Culture            Individual Performance Planning• Executive team led competency model...
Tools Used to Transform Richland’s Culture       Feedback, Adjustment & Documentation• Employee Self Assessment completed ...
Tools Used to Transform Richland’s Culture       Feedback, Adjustment & Documentation• Increased use of Performance Improv...
Tools Used to Transform Richland’s Culture   Performance Evaluation Preparation & Discussion• Provided a comprehensive gui...
Trends in Performance Management» APOPs» Integrated goal setting processes» Linking performance management to competency  ...
What’s Your Best Practice?
Best Practice Training Activities         Want more?www.ManagementEducationGroup.com
Marnie E. Green   Management Education Group, Inc.             480-705-9394mgreen@ManagementEducationGroup.com www.Managem...
Painless Performance Management
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Painless Performance Management

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Best practices in employee performance management

Presented to the Verde Valley Human Resources Association

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  • These are a few of the books that have been written in the past few years calling for the end of the performance evaluation. I’ve read them and they all say the same thing…which I agree with.Rather than doing the evaluation TO the employee once a year, which often ends in surprise, disappointment, anger, or just indifference, we should be having regular conversations with employees, setting clear expectations, coaching them to be wildly successful, and recognizing that success when it occurs. However, I also believe, as do most HR professionals and employment law experts, that a formal process is critical to documenting the employee’s contribution. If done well, the employee appreciates it as recognition and as a record of their good work. The manager benefits because she knows she is providing the formal support the employee needs to grow, and the organization benefits because it has a method for proving its decisions and for tracking progress over time.So, long live the performance evaluation!! Let’s finish this up for today.
  • Painless Performance Management

    1. 1. Painless Performance Management Using Performance Evaluations to Create a Culture of Development and Feedback Prepared for Verde Valley HR Association By Marnie Green, IPMA-CP, Principal Consultant
    2. 2. HR War Stories• Have you ever had an employee who was valuable to the organization but whose behaviors were disruptive to others?• Have you (or a supervisor you work with) ever inherited an employee with a history of poor performance?• Have you ever told a supervisor they could not terminate an employee?• Have you ever procrastinated the termination of an employee because you were afraid you might get sued?
    3. 3. Session ObjectivesAt the end of this session, you will be able to:• Explore the essential elements of successful performance management systems• Follow a case study of organizational change driven by performance management• Identify tools you can use to help supervisors better manage employee performance• Recognize best practices in the field of performance management
    4. 4. Performance EvaluationsWhy do we bother?
    5. 5. The Ostrich Effect• Lower standards• Lowered morale• Reduced supervisor credibility• Decreased organizational performance• Inconsistent application of policies
    6. 6. Start with Clear Expectations
    7. 7. Performance Management Cycle Organizational Goals and Strategic Plans Individual Performance Planning Performance Feedback Evaluation and Discussion Adjustment Performance Evaluation Documentation Preparation
    8. 8. What’s a Painless Performance Evaluation?  There are no surprises!  Employee-driven  Future-focused
    9. 9. City of Richland, WashingtonA full service city located at the confluence of the Columbiaand Yakima Rivers in the Tri-Cities region of southeastern Washington, USA.
    10. 10. The City of Richland provides:• Police and fire protection• Water• Sewer / stormwater• Garbage collection, recycling, and landfill• Electrical utilities• Parks and recreation programs• Street and public facility maintenance and development• Library services• Short and long-range planning
    11. 11. Big Changes in 2000•Introduction of a pay for performance system•Elimination of a step based pay system•Complaints and resistance from staff
    12. 12. The Richland Story Then• Ineffective delivery of evaluations• “Don’t rock the boat” culture• Tenured executive team• Inconsistent performance ratings
    13. 13. The Richland Story Then• Unwillingness to have tough performance conversations• Rating factors the same for all, regardless of job or level• 40 person management team
    14. 14. The Richland Story Now• Every employee has a performance plan with goals• Goals are tied to a strategic plan• Regular feedback meetings and a mid-year assessment conducted
    15. 15. The Richland Story Now• New team structure drives change• Executive commitment is high• Employees participate in the management of their own performance
    16. 16. Performance ManagementTransformed the Culture of Richland Organizational Goals and Strategic Plans Individual Performance Planning Performance Feedback Evaluation and Discussion Adjustment Performance Evaluation Documentation Preparation
    17. 17. In 2008 the Richland City Council adopted a strategic plan, “Seven Keys to Unlock our Future”
    18. 18. Tools Used to Transform Richland’s Culture Organizational Goals and Strategic Plans• Developed a strategic plan with stakeholder input• Established clear performance expectations for executives based on Jim Collins’ Good to Great• Changed weekly meeting structure to focus on shared responsibilities• Introduced “undiscussables”
    19. 19. Tools Used to Transform Richland’s Culture Individual Performance Planning• Executive team led competency model development for all leaders
    20. 20. Competency Model Development• Input gathered from supervisors, managers, and executives• Built upon existing shared values E M• Asked, “What does exceptional S leadership look like in Richland?” Foundational Competencies Shared Values
    21. 21. Richland’s Competency-based Performance Management Model EXECUTIVE COMPETENCIES - Manage to the Future MANAGERIAL - Have a Global COMPETENCIES Perspective - Display Political and SUPERVISORY - Develop Effective Intra- and Inter- Business Acumen COMPETENCIES Departmental Relationships - Manage Resources Effectively MANAGERIAL - Foster Teamwork - Think and Plan Strategically COMPETENCIES- Prioritize Work and Commitments - Drive for Team Results SUPERVISORY SUPERVISORY - Manage Employee Performance COMPETENCIES COMPETENCIES FOUNDATIONAL COMPETENCIES Use Technical/Functional Expertise Communicate Effectively Be Accountable for Performance Work Safely Provide Excellent Customer Service TEAMWORK, INTEGRITY, AND EXCELLENCE
    22. 22. Tools Used to Transform Richland’s Culture Individual Performance Planning• Executive team led competency model development for all leaders• Management team developed performance evaluation linked to strategic plan and competency model• Annual collaborative expectation-setting meeting in January is used to set performance goals
    23. 23. Tools Used to Transform Richland’s Culture Feedback, Adjustment & Documentation• Employee Self Assessment completed twice per year• Mid-year evaluation provided with comments required, without ratings• Goals adjusted based on shifts in the environment
    24. 24. Tools Used to Transform Richland’s Culture Feedback, Adjustment & Documentation• Increased use of Performance Improvement Plans• Individual and group coaching with struggling supervisors• Soon, implementation of an online tool for managing performance
    25. 25. Tools Used to Transform Richland’s Culture Performance Evaluation Preparation & Discussion• Provided a comprehensive guidebook to the evaluation system• Training at start of year on goal and expectation setting and using the competency model to give feedback• Training at mid-year on leading mid-year feedback conversations• Training at year-end on applying the rating scale, writing comments, and delivering the evaluation
    26. 26. Trends in Performance Management» APOPs» Integrated goal setting processes» Linking performance management to competency models» Focus on “the conversation”
    27. 27. What’s Your Best Practice?
    28. 28. Best Practice Training Activities Want more?www.ManagementEducationGroup.com
    29. 29. Marnie E. Green Management Education Group, Inc. 480-705-9394mgreen@ManagementEducationGroup.com www.ManagementEducationGroup.com Twitter: @MarnieGreen

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