Lesson 4. Managing Performance


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  • Our Prepare phase has three primary activities: to build shared understanding of performance levels, to revise processes as needed and to gain greater understanding of the process through the use of the mock pay pool. This lesson will be organized and flow in the same order. We will explore building shared understanding, we will review and revise processes and then close with a discussion of mock pay pools. Before we begin lets connect these activities with the activities that occur in the monitor and develop phases of the performance management system. Who remembers the activities that occur in the monitor and develop phases?
  • Lesson 4. Managing Performance

    1. 1. Lesson 4 Managing Performance
    2. 2. Lesson Objectives <ul><li>After completing this lesson you will be able to: </li></ul><ul><li>Discuss the key activities that take place in the Monitor and Develop phases of the performance management cycle. </li></ul><ul><li>Discuss the key activities that take place in the Prepare phase of the pay pool process. </li></ul><ul><li>Explain the roles and responsibilities of rating officials, employees, and pay pool panel managers during the majority of the performance period. </li></ul><ul><li>List the elements of effective self-assessments and evaluations. </li></ul>
    3. 3. Two Interwoven Processes: Monitor, Develop, and Prepare
    4. 4. Monitor <ul><li>Main Elements </li></ul>Adjusting Performance Plan Performance Conversations Addressing Performance Deficiencies Dialogue Feedback Maintain Records
    5. 5. Roles and Responsibilities: Monitor Phase <ul><li>Rating officials and employees both have responsibilities in the Monitor phase. </li></ul><ul><li>Rating officials monitor performance and provide meaningful, constructive, and candid feedback relative to performance expectations, including at least one documented interim review. </li></ul><ul><li>Employees document their accomplishments and results throughout the appraisal period and participate in interim reviews. </li></ul>
    6. 6. Guidelines for Maintaining Records <ul><li>Contributions </li></ul><ul><li>Highlight overall performance by detailing most significant achievements for the year. </li></ul><ul><li>Make the connection between what was done and why that should matter to the organization. </li></ul><ul><li>Cite instances where actions reflected those listed in the Benchmark Descriptors for selected Contributing Factors. </li></ul><ul><li>Context </li></ul><ul><li>Restate your understanding of job objectives and Contributing Factors. </li></ul><ul><li>Challenges </li></ul><ul><li>Note challenges that were encountered and how they were handled. </li></ul>
    7. 7. The Importance of Assessments Managing Performance Rewarding Performance Motivating Performance
    8. 8. Thinking About Assessments <ul><li>Highlight the most significant achievements. </li></ul><ul><li>Do the accomplishments </li></ul><ul><li>− Link to the stated job objectives? </li></ul><ul><li>− Include references to the appropriate Performance Indicators? </li></ul><ul><li>− Reflect the selected Contributing Factors? </li></ul><ul><li>Make the connection between WHAT the employee did and WHY that should matter to the organization. </li></ul><ul><li>Note challenges the employee faced and how he or she fared. </li></ul>
    9. 9. Sample Self-Assessment <ul><li>I achieved this objective and delivered two proposals on 27 June by prioritizing my work and adjusting my schedule. I analyzed complex data, identified issues, and made logical decisions to resolve them all by the deadline. The data I collected was technically sound and thorough. The proposals were 95% consistent with applicable guidelines and policies. </li></ul><ul><li>These proposals will help my organization achieve its goal of enhancing its technical services capabilities by contributing to the development of new programs. </li></ul>
    10. 10. Giving Feedback <ul><li>When giving feedback both verbally or in writing: </li></ul><ul><ul><li>Be specific. </li></ul></ul><ul><ul><li>Be descriptive. </li></ul></ul><ul><ul><li>Define the expectations. </li></ul></ul><ul><ul><li>Focus on results. </li></ul></ul><ul><ul><li>Use judgment in appropriate timing and setting. </li></ul></ul><ul><ul><li>Anticipate how the other person will receive your message. </li></ul></ul>
    11. 11. Key Activities: Interim Review Conversation <ul><li>Conversation 1 </li></ul><ul><li>Performance Plan </li></ul><ul><li>Establish performance expectations </li></ul><ul><li>Align employee objectives with organizational goals </li></ul><ul><li>Conversation 2 </li></ul><ul><li>Interim Review </li></ul><ul><li>Check progress </li></ul><ul><li>Provide feedback </li></ul><ul><li>Make course corrections </li></ul><ul><li>RECOMMENDED </li></ul><ul><li>End-of-Cycle Review </li></ul><ul><li>Review employee self-assessment </li></ul><ul><li>Gather data for written appraisal </li></ul><ul><li>Conversation 3 </li></ul><ul><li>Annual Appraisal </li></ul><ul><li>Review written appraisal </li></ul><ul><li>Communicate rating of record and performance payout </li></ul>
    12. 12. Adjusting a Performance Plan <ul><li>Guidelines for changing the performance plan </li></ul><ul><li>Performance plans may be changed during the year. </li></ul><ul><li>Objectives and Contributing Factors may be changed together or separately. </li></ul><ul><li>Employees should have sufficient time before the end of cycle to work towards a new performance plan. </li></ul><ul><li>Best practice: no changes in performance plan after the Interim Review. </li></ul><ul><li>No “bait and switch.” </li></ul>
    13. 13. Addressing Performance Deficiencies <ul><li>Options </li></ul><ul><li>Remedial training </li></ul><ul><li>Mentoring </li></ul><ul><li>Coaching </li></ul><ul><li>Reassignment </li></ul><ul><li>Performance Improvement Plan </li></ul><ul><li>Letter of counseling </li></ul><ul><li>Verbal or written warning </li></ul><ul><li>Written reprimand </li></ul><ul><li>Adverse action </li></ul>
    14. 14. Key Activities: Options for Development <ul><li>Meaningful performance related discussion </li></ul><ul><li>Mentoring and coaching </li></ul><ul><li>Classroom training </li></ul><ul><li>Participation in process-improvement teams </li></ul><ul><li>Details and reassignments </li></ul>
    15. 15. Pay Pool Manager’s Activities: Prepare Phase <ul><li>Strengthen the pay pool process by developing a shared understanding of performance. </li></ul><ul><li>Provide training to ensure all pay pool panel members and rating officials understand and can perform their roles. </li></ul><ul><li>Conduct a mock pay pool, usually after the Interim Review conversation. </li></ul>
    16. 16. <ul><li>Step 1: Write one job objective for yourself or an employee and decide on the relevant Contributing Factors. </li></ul><ul><li>Step 2: Write a self-assessment. </li></ul>Small Group Exercise: Step 2 ACTIVITY
    17. 17. Debrief Step 2 <ul><li>Is the self-assessment clear and complete? </li></ul><ul><li>What did you write to describe the appropriate Performance Indicators? </li></ul><ul><li>What did you write to show your performance of the Contributing Factors? </li></ul><ul><li>Did you write anything that shows you performed above level 3? </li></ul>ACTIVITY
    18. 18. Lesson Review <ul><li>Performance monitoring and feedback are ongoing for both rating officials and employees. </li></ul><ul><li>The Interim Review conversation is required in the Monitor phase. </li></ul><ul><li>Assessments are the basis for ratings in NSPS and show how employee performance links to achieving organizational goals. </li></ul><ul><li>Rating officials and employees seek opportunities for employee professional and technical development. </li></ul><ul><li>Activities during the pay pool Prepare phase help rating officials and pay pool panel members fine-tune their understanding of performance levels. </li></ul><ul><li>A significant activity is conducting a mock pay pool, usually after the Interim Review conversation. </li></ul>
    19. 19. Questions