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Performance Management (PPT)


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Performance Management (PPT)

  1. 1. Performance Management
  2. 2. Performance Management is one of the most important aspects of a manager’s role. “ It’s enabling and encouraging the right people to do the right things at the right time.”
  3. 3. Performance Management: A four step process <ul><li>Step 1: Performance Planning and Communication </li></ul><ul><li>Step 2: Coaching/Feedback </li></ul><ul><li>Step 3: Performance Review </li></ul><ul><li>Step 4: Staff Development </li></ul>
  4. 4. Purpose of the Institute’s Performance Evaluation Program. <ul><li>Promote communication </li></ul><ul><li>Assure employee goals are aligned with supervisor’s and Institute’s goals. </li></ul><ul><li>Assess past performance. </li></ul><ul><li>Assure position description is up to date. </li></ul><ul><li>Set objectives and goals. </li></ul>
  5. 5. An Overview of the CAI Process <ul><li>Supervisor completes evaluation and sends draft to HR. </li></ul><ul><li>Supervisor reviews the form with her/his own supervisor for approval and signature. </li></ul><ul><li>Supervisor schedules a meeting with staff. </li></ul><ul><li>Supervisor provides copy of evaluation to staff prior to meeting. </li></ul>
  6. 6. The first part of the Performance Evaluation Form <ul><li>1. Supervisors must comment on and rate how the employee met the responsibilities outlined in the position description. </li></ul><ul><li>2. Supervisors of exempt staff must comment on and rate separately the success of the employee in meeting each individual objective. </li></ul>
  7. 7. Ratings for the Position Description and Objectives Section <ul><li>Consistently exceeds </li></ul><ul><li>Often exceeds </li></ul><ul><li>Achieves expectations </li></ul><ul><li>Below expectations </li></ul>
  8. 8. The actual performance evaluation form is divided into 3 main sections <ul><li>1. Job Performance </li></ul><ul><li>2. Job Delivery </li></ul><ul><li>3. Interpersonal communications </li></ul><ul><li>Feel free to list other performance indicators from the reference guide. </li></ul>
  9. 9. Performance Characteristics A Reference Guide <ul><li>The performance evaluation form is flexible. </li></ul><ul><li>Utilize extra characteristics to fully measure performance for your staff. </li></ul><ul><li>This guide is found on the Artranet under Learn/Human Resources. </li></ul>
  10. 10. Performance indicator measurement. <ul><li>Consistently Exceeds Expectations : Performance nearly always exceeds the requirements of the position. </li></ul><ul><li>Often Exceeds : Frequently exceeds the expectations of the requirements of the position. </li></ul><ul><li>Achieves Expectations : Fully achieves the expected . </li></ul><ul><li>Below Expectations: Performance is below the accepted standards in this area. Improvement is needed and expected. Requires additional training or coaching in order to consistently meet standards; completed tasks often need follow-up or an excessive amount of supervision is needed. </li></ul>
  11. 11. This last section is on staff development <ul><li>How can the employee enhance performance? </li></ul><ul><li>Are there skills & abilities they could learn to help improve what they do? </li></ul><ul><li>Professional development conversations take place here. </li></ul><ul><li>It is important to ask the employee what would they like to do? What does the employee feel would be helpful for them? </li></ul>
  12. 12. Organizing your thoughts and material <ul><li>Review the long range plan for this div/dept. </li></ul><ul><li>Any strategic initiatives for this area? </li></ul><ul><li>Review last year’s performance review. How does it compare? (note improve, decline, or status quo). </li></ul><ul><li>Review the individual’s position description. Note any changes you will want to discuss. </li></ul><ul><li>Review your weekly or monthly meeting notes. </li></ul><ul><li>Where does your dept need to be in the future? (Will they need different skills & abilities to fit into that future model?) </li></ul>
  13. 13. Preparing for the Evaluation <ul><li>Staff completes activity report, drafts objectives and gives to supervisor. </li></ul><ul><li>Staff completes supervisor evaluation form and gives to HR. </li></ul><ul><li>Supervisor reviews activity report and goals for the full year. </li></ul><ul><li>Supervisor and staff person reviews position description (P.D.) </li></ul>
  14. 14. Meeting Preparation <ul><li>No interruptions </li></ul><ul><li>Private space. </li></ul><ul><li>Giving uninterrupted time conveys the importance of the conversation. </li></ul><ul><li>This is your chance to share the many positives with staff as well as any areas where there are development opportunities. </li></ul>
  15. 15. Conducting the performance meeting <ul><li>Supervisor’s main responsibility is to listen in this meeting. </li></ul><ul><li>Review P.D. Note any suggested changes from either perspective if appropriate. </li></ul><ul><li>Go through written evaluation with staff and share expectations. </li></ul><ul><li>Review goals and note any items from activity reports. </li></ul><ul><li>Review performance indicators. </li></ul><ul><li>Set objectives and goals for next period. </li></ul><ul><li>Staff signs the review. </li></ul><ul><li>Supervisor sends completed form to HR with any suggested changes to PD. </li></ul>
  16. 16. Coaching <ul><li>Note where an exceptionally good job was done. (Typically it will be repeated if it has been positively reinforced.) </li></ul><ul><li>Write a summary or bullet points of the above to cover in the performance meeting. </li></ul><ul><li>Be sure to point out items that were important and worked to move the dept. ahead. </li></ul>
  17. 17. Beware: Performance Pitfalls <ul><li>An employee should not hear something negative for the first time at a performance evaluation. </li></ul><ul><li>Be careful of allowing one event (either overly positive or overly negative) to eclipse their performance for the year. </li></ul>
  18. 18. The key to good performance dialogue. <ul><li>This meeting needs to be a two way conversation. </li></ul><ul><li>The supervisor’s message needs to be clearly communicated. </li></ul><ul><li>The conversation needs to be kept on track. </li></ul>
  19. 19. Objective setting: Be sure it’s S.M.A.R.T. <ul><li>S pecific </li></ul><ul><li>M easurable </li></ul><ul><li>A chievable </li></ul><ul><li>R esults Oriented </li></ul><ul><li>T ime bound </li></ul>
  20. 20. 5 Coaching Steps <ul><li>Both agree on successes and where a problem may exist & what it is. </li></ul><ul><li>Discuss solutions. </li></ul><ul><li>Agree on plan of action. </li></ul><ul><li>Plan follow-up. </li></ul><ul><li>Positive reinforcement on action items or schedule more coaching. </li></ul>
  21. 21. Tip <ul><li>It is often helpful for the staff person to turn in a self-appraisal. It is especially useful if you feel there may be divergent views on performance. </li></ul><ul><li>If you want to explore this tip have your staff person turn in a self-appraisal prior to you scheduling the evaluation meeting. </li></ul>
  22. 22. When Feedback works: Feedback from the employee’s perspective. ( adapted from Tom Coens & Mary Jenkins ) <ul><li>The giver of feedback had my best interests at heart and that I could benefit from it. </li></ul><ul><li>I was open to listening at the time. </li></ul><ul><li>The giver knew what she was talking about -I valued her opinion. </li></ul><ul><li>The feedback was heartfelt - sincere and I didn’t feel like I was being judged. </li></ul><ul><li>Their advice was specific with examples and clear advice. </li></ul><ul><li>There was information I needed to hear -it showed me a blind spot. </li></ul>
  23. 23. <ul><li>All forms and the reference guide are available on the artranet. The forms are in both word and PDF formats for your convenience. </li></ul>