2. Topics
Define performance and the
performance development cycle
Discuss how to improve performance
Handle performance challenges
3. Why Focus on Performance?
Employees are clear
about expectations
Builds stronger
working relationships
Helps people focus
Specific feedback is
possible
Better results for the
organization
6. Performance Planning
Explain the results you want
Set realistic goals,
standards and measures
Create support plans
Establish evaluation points
7. On-going Dialogue
Giving on-the fly
feedback
Finding out what’s
going on
Learning what
support is required
9. Action Planning
It’s about getting better,
which could be more
confident, more competent
or moving towards the
perfect career
10. Step One
Performance Planning
Review the organization’s needs
Describe high priority areas first
Consider the results expected
What are realistic standards
Manager and employee should
both engage in this activity
11. At the Planning Meeting
Compare viewpoints
Discuss expectations
& listen carefully
Negotiate if necessary
Agree on the plan
12. Why didn’t you say so…
Clear NOT Fuzzy - Specific NOT Vague
Erase these fuzzy terms…
Soon, promptly, regularly, frequently,
often, quickly, carefully,
13. Say what you mean…
Regularly = every Monday
Promptly = before the phone rings three times
Frequently = every two weeks
Accurately = less than one error
Circulate = include all staff
Professional = shirt, tie and jacket
Quickly – before noon
18. On-going Communication
Observe employee’s actions
Catch them doing something right
Pay attention to the steady, reliable
consistent performers
Give feedback - quickly
Talk about problems - as they arise
Follow up - if a change is needed
19. When supervisors change
Make sure a review record is available
Talk with the new supervisor about the
goals that were set
Discuss the support plans agreed to
Make sure the new supervisor knows the
goals and promises so they can keep
them.
20. Keeping Great Employees
Motivation is key
Know their career goals
Give praise and
challenges
Help them build skills
and knowledge
Develop short and long
term game plans
21. Common Performance
Problems
Showing up late
Missing days at work
Missing deadlines
Inappropriate language
Poor customer service
Incomplete work or errors
22. Ask yourself…
How might I
help them
become
capable?
How might I
help them
become
confident?
What do I know
about their
learning style?
24. Important Conversations
Explain the problem and (if appropriate) how it’s different
from their normal work
Ask for insight
Check your understanding
Ask for solutions
Listen for ideas
Help them make a choice
Set a time for the change
Agree on a review time
Record commitments
(you may have made some too)
Follow up
26. The Discussion
Create a pleasant
atmosphere
Make it a learning
process
27. Talking about Results
NO surprises!
Look back and re-visit the highs, lows and routine work
Discuss great successes or problems corrected
Revisit problems currently being addressed
Get the employee’s perspective – first – listen carefully
Share your own viewpoint
Talk about what was learned:
What was planned? What got in the way? What helped?
Use that to guide the future
28. Action Planning
Based on results…
What do we need to focus on?
What are the future priorities?
Did we identify knowledge or skill needs?
(to achieve a high standard or learn
something new)
What about development ideas?
(to build and expand areas of expertise)
What is the employee going to do?