Managing to perform April 2011


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Half day interactive open workshop on performance management in Toronto.

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Managing to perform April 2011

  1. 1. Managing to perform<br />by Toronto Training and HR <br />April 2011<br />
  2. 2. Contents<br />3-4 Introduction to Toronto Training and HR<br /> 5-6 Definition and setting the scene<br /> 7-8 Drill<br />9-16 Performance appraisals<br />17-23 Performance management systems<br /> 24-27 Case studies A & B<br />28-31 High performers<br /> 32-33 Promises v performance<br /> 34-35 Performance? You’re harassing me!<br /> 36-39 Is the job a good fit?<br />40-41 Helping poor performers<br />42-43 Progressive discipline<br />44-46 Performance monitoring<br />47-48 Mistakes around accountability <br />49-50 Benefits in admitting weaknesses<br />51-54 Case studies C & D<br />55-56 Conclusion and questions<br />Page 2<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Definition and setting the scene<br />
  8. 8. Page 6<br />Definition and setting the scene<br />What is performance management?<br />Goals of performance management<br />Organization drivers/what needs to be defined<br />Align, adapt and achieve<br />Financial and operational objectives<br />Quantitative and qualitative measurements<br />Performance management objectives<br />Performance management cycle<br />Seven deadly sins of measurement <br />
  9. 9. Page 7<br />Drill <br />
  10. 10. Page 8<br />Drill <br />
  11. 11. Page 9<br />Performance appraisals<br />
  12. 12. Page 10<br />Performance appraisals 1 of 7<br />APPRAISAL METHODS<br />Category rating appraisal<br />Comparison or comparative appraisal<br />Narrative appraisal<br />Special types of appraisal<br />
  13. 13. Page 11<br />Performance appraisals 2 of 7<br />CATEGORY RATING APPRAISAL<br />Graphic scale<br />Checklist<br />Forced choice<br />
  14. 14. Page 12<br />Performance appraisals 3 of 7<br />COMPARISON OR COMPARATIVE APPRAISAL<br />Ranking<br />Paired comparison<br />Forced distribution<br />
  15. 15. Page 13<br />Performance appraisals 4 of 7<br />NARRATIVE APPRAISAL<br />Essay<br />Critical incidents<br />Field review<br />
  16. 16. Page 14<br />Performance appraisals 5 of 7<br />SPECIAL TYPES OF APPRAISAL<br />Behaviourally anchored rating scale<br />Behaviour observation scale<br />360 degree feedback<br />
  17. 17. Page 15<br />Performance appraisals 6 of 7<br />WHAT IS TYPICALLY COVERED?<br />HR information<br />Summary of accomplishments<br />Performance appraisal measures<br />Rating scale<br />Summary score<br />Objectives<br />Comments and signature<br />
  18. 18. Page 16<br />Performance appraisals 7 of 7<br />PREPARATION<br />Documentation<br />Rater errors<br />Planning for the discussion<br />Promote two-way dialogue<br />Setting the meeting<br />
  19. 19. Page 17<br />Performance management systems<br />
  20. 20. Page 18<br />Performance management systems 1 of 6<br />BUILDING A ROBUST PERFORMANCE MANAGEMENT SYSTEMDesign<br />Implementation<br />Capability enhancement<br />
  21. 21. Page 19<br />Performance management systems 2 of 6<br />KEY SUCCESS CRITERIA<br />The reality of the working relationships between individuals.<br />How these relationships can be made more effective.<br />How contemporary tools can be deployed to increase process effectiveness.<br />How we can create an environment in which most individuals realise their true potential.<br />
  22. 22. Page 20<br />Performance management systems 3 of 6<br />KEY SUCCESS CRITERIA<br />How we can increase compliance with processes by those at whom those processes are aimed. You don’t need to design processes for the top performers-they will do the right thing despite you!<br />How we can cope with the demands and expectations of members of the team as well as the managers.<br />How we can optimise individual performance.   <br />
  23. 23. Page 21<br />Performance management systems 4 of 6<br />EFFECTIVE PERFORMANCE MANAGEMENT SYSTEMS<br />System contains useful measures<br />Those useful measures are displayed in a usable manner<br />
  24. 24. Page 22<br />Performance management systems 5 of 6<br />INSTALLING A MEANINGFUL SYSTEM<br />Base the review on performance expectations<br />Minimize the prominence and importance of numbers<br />Reveal the form early<br />Review performance often<br />Train all team members on the process and how to<br />deliver feedback<br />
  25. 25. Page 23<br />Performance management systems 6 of 6<br />INSTALLING A MEANINGFUL SYSTEM<br />Incorporate self-assessments<br />Generate upward feedback<br />Require follow-up meetings<br />Consider separating reviews from evaluations<br />Re-examine the system<br />
  26. 26. Page 24<br />Case study A<br />
  27. 27. Page 25<br />Case study A <br />
  28. 28. Page 26<br />Case study B<br />
  29. 29. Page 27<br />Case study B <br />
  30. 30. Page 28<br />High performers<br />
  31. 31. Page 29<br />High performers 1 of 3<br />CLUSTERS<br />Business thinking (BT)<br />People development (PD)<br />Inspiring people (IP)<br />Achieving success (AS)<br />
  32. 32. Page 30<br />High performers 2 of 3<br />BEHAVIOURS<br />BT-Information search (IS), Concept formation (CF) Conceptual flexibility (CX)<br />PD-Empathy (EM), Teamwork (TW) Developing people (DP)<br />IP-Influence (IN), Building confidence (BC), Presentation (PR)<br />AS-Proactivity (PO), Continuous<br />improvement (CI), Customer focus (Cfu).<br />
  33. 33. Page 31<br />High performers 3 of 3<br />SELF-DESTRUCTION<br />Pamper your pets in public, not in private<br />Work golden geese like rented mules<br />Affording challenging opportunities is not the same as demanding more<br />
  34. 34. Page 32<br />Promises v performance<br />
  35. 35. Page 33<br />Promises v performance<br />What is capability?<br />Set standards<br />Provide regular feedback<br />Provide early guidance and correction<br />Focus on the facts<br />Give time to improve <br />
  36. 36. Page 34<br />Performance? You’re harassing me!<br />
  37. 37. Page 35<br />Performance? You’re harassing me!<br />Make sure that your dignity at work procedure points out that managers have a right and a duty to manage.  If a manager is seeking to help and encourage an employee to do his job, it does not constitute bullying or harassment.<br />Provide evidence of poor work performance to support what you say.<br />Ask why the employee thinks he is being bullied.  Ask ’Help me understand why you think I’m treating you less favourably than anyone else who performs at this level?’  By putting the onus back on the employee, you start to call him to account.<br />
  38. 38. Page 36<br />Is the job a good fit?<br />
  39. 39. Page 37<br />Is the job a good fit? 1 of 3<br />What are you best at doing?<br />What do you like to do the most?<br />What do you wish you were better at?<br />What talents do you have that you haven’t developed?<br />Which of your skills are you most proud of?<br />What do others most often say are your greatest<br />strengths?<br />What have you gotten better at?<br />What can you just not get better at no matter how hard you try? <br />
  40. 40. Page 38<br />Is the job a good fit? 2 of 3<br />What do you most dislike doing? <br />Which skills need developing in order to perform your job?<br />What sort of people do you work best/worst with?<br />What sort of organizational culture brings out the best in you? <br />What were you doing when you were happiest in your work life? <br />What are your most cherished hopes for your future work life?<br />How could your time be better used in your current job to add value to the organization?<br />
  41. 41. Page 39<br />Is the job a good fit? 3 of 3<br />CYCLE OF EXCELLENCESelect<br />Connect<br />Play<br />Grapple and grow<br />Shine<br />
  42. 42. Page 40<br />Helping poor performers<br />
  43. 43. Page 41<br />Helping poor performers<br />Say something<br />Give it to them straight<br />Check they understand<br />Make a plan<br />Have hope<br />Avoid assumptions<br />Share your vision<br />Be there<br />
  44. 44. Page 42<br />Progressive discipline<br />
  45. 45. Page 43<br />Progressive discipline<br />Strategies to avoid initiating progressive discipline<br />What constitutes need for progressive discipline<br />Types of behaviour that could result in progressive discipline or immediate termination<br />Administration considerations<br />Progressive discipline steps<br />Facts and support<br />Warnings<br />Termination<br />
  46. 46. Page 44<br />Performance monitoring<br />
  47. 47. Page 45<br />Performance monitoring 1 of 2<br />OBJECTIVES OF SUPERVISORY MONITORING<br />To ensure the task is performed as required<br />To provide supervision with accurate data for organizational performance appraisals<br />To motivate employees to work at peak performance even when the supervisor is not present <br />To motivate workers to display citizenship behaviours<br />
  48. 48. Page 46<br />Performance monitoring 2 of 2<br />MONITORING TECHNIQUES<br />Automated surveillance<br />Direct observation<br />Inspection of work<br />Checklists<br />Performance indices<br />One-on-one reviews<br />Follow-up conversations<br />Reports<br />Team meetings<br />Presentations<br />
  49. 49. Page 47<br />Mistakes around accountability<br />
  50. 50. Page 48<br />Mistakes around accountability<br />This too shall pass<br />They know how I feel<br />It will turn into an argument<br />I made my expectations clear<br />I’ll demotivate or lose them<br />I’ll be seen as a micro-manager<br />It’s easier if I just do it myself<br />
  51. 51. Page 49<br />Benefits in admitting weakness<br />
  52. 52. Page 50<br />Benefits in admitting weakness<br />People hate to have their intelligence insulted<br />People give sacrifices to deities but have dinner with effective leaders<br />Asserting you are bulletproof smacks of hubris<br />The “blame game” is despicable and doomed to failure<br />If you assume 100% of the blame for an errant act, you take the wind out of potential critics’ sails<br />
  53. 53. Page 51<br />Case study C<br />
  54. 54. Page 52<br />Case study C <br />
  55. 55. Page 53<br />Case study D<br />
  56. 56. Page 54<br />Case study D <br />
  57. 57. Page 55<br />Conclusion & Questions<br />
  58. 58. Page 56<br />Conclusion<br />Summary<br />Questions<br />