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Performance Management for HR Practitioners - Week 3


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How do you reach an agreement with between a supervisor and an employee? How do do you document and track progress toward performance goals? This presentation focuses on the communication skills required to effectively assist supervisors to engage in better performance management techniques.

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Performance Management for HR Practitioners - Week 3

  1. 1. Performance Management for HR PractitionersWeek 3: Communication, Coaching and Feedback- Part 2 Instructor: Tony John S
  2. 2. Week 3 AgendaS Logistics, Last Week and S Supervisor / Practitioner Introductions Dialogue - Guide p. 56S Reaching an Agreement - Guide, p. S HR Practitioner Scenario / Story 50 S Interactive Chat: Are youS Understanding the Employee involved with your project team Perspective - Guide, p. 51 on a daily basis?S Supervisor / Manager S Q&A Responsibilities - Guide, p. 52 S Summary - Guide p. 63S Demonstrate Daily Involvement - S Week 3 Assignments Guide, p. 53S Document - Guide, p. 54S Track Progress - Guide, p. 55
  3. 3. LogisticsS Let’s continue to be interactive: S Submit questions in the chat box - our expert will field them, during and/or at the end S We have a designated time for chat as wellS If you have any technical difficulties, use the chat window S Direct it to “Bryce Bender” (not “all participants”)S We are recording each session S After the session, you will be able to find a link to the archived version of the webinar on the Week 3 page of the course group on GovLoopS Don’t forget your reading, discussion and partner reflection!
  4. 4. Introductions: Your Host Andrew Krzmarzick GovLoop, Director of Community Engagement
  5. 5. Introductions: Your Instructor Tony John Picture HERE HR Consultant Office of Personnel Management
  6. 6. Lesson ObjectiveS At the end of this lesson, you will be able to identify practices that encourage more regular and meaningful communication of supervisors/managers.
  7. 7. Skills for Supervisors/ManagersS Skills that indicate strong communication in the performance management process include: S Coaching S Counseling S Providing Feedback S Active Listening S Providing Instruction S Gathering Information S Reaching an agreement S Understanding the employee perspective
  8. 8. 7. Reaching an AgreementS Reaching an agreement with an employee should confirm his or her commitmentS Agreements should include what will be completed, who will complete it, and a timetable for completionS Agreements lead to consistent expectations between supervisors/managers and employees
  9. 9. PAUSE
  10. 10. 8. Understanding theEmployee Perspective Common examples of mismanagement of employees: S Employees, regardless their GS level and position, have the same performance standards S Employees who ask for extra feedback are ignored or thought of as incompetent S Employee is not consulted about their performance plan before the performance cycle S Employee is never given feedback on their performance S Employee gets a surprisingly bad end-of-year performance rating
  11. 11. Supervisor/Manager Responsibilities1. Demonstrate daily involvement in employee performance2. Document all performance-related communications and observations3. Track progress as it relates to employee goals4. Maintain an open dialogue with the HR Practitioner
  12. 12. 1. Demonstrate Daily InvolvementS CoachingS Reviewing work Help them to make strategic decisionsS Providing guidance with their time to be involved enough toS Listening make sure organizational goalsS Motivating are met.
  13. 13. 2. Document S Generally there are three requiredIf you ever have a performance-related meetings in a poor performing year employee you must have S Documentation allows supervisors and documentation managers to keep track of everything to justify any between those meetings action. S Good documentation supports the final performance review
  14. 14. 3. Track ProgressS Be aware of how the performance plan is progressing throughout the cycleS Ensure that there will be no surprises at the end of the yearS Use informal feedback sessions to make minor adjustmentsS Conduct a formal review during the cycle
  15. 15. 4. Supervisor/Practitioner DialogueS Realize you are a resource for supervisors/managersS Supervisors/managers should seek your guidance with performance issuesS Supervisors/managers should notify you when there is a potential performance problemS If they don’t seek you, seek them
  16. 16. Let’s hear from you! Poll:What do you think is the most common performance management communication problem within your organization?
  17. 17. Let’s hear from you! Poll Follow-up Questions:How might you use the principles you have learned so far to implement a change?How would you build a “business case” that might persuade your supervisor to make a change?
  18. 18. Scenario / StoryS One supervisor’s (let’s call her Kelly) employees flood your inbox with messages that they all received poor performance ratings. They are all surprised by the ratings. How would you proceed? What sort of advice might you share with Kelly? What principles from this training would you apply the Kelly’s situation?
  19. 19. Interactive Chat: One Step Towards Better ServiceS How do you currently support the supervisors within your stewardship? S What one thing are you going to do differently from now on based on thoughts have you had today, from the presentation directly or not? S If you had to pick one guiding principle for your support of supervisors in their performance management duties, what would it be?
  20. 20. Interactive Chat: Daily?My thoughts:S Truly partner with supervisors.S Performance management is all about accomplishing what your agency cares about.S Just as good supervisors communicate well and partner with their employees, effective HR practitioners support managers in the same way.
  21. 21. Questions? Ask the expert!Submit your questions in the chat window. S
  22. 22. Key Points (1 of 2)S Communication plays a vital role in ensuring the success of the performance management processS Despite there being only a handful of formal communications throughout the year, supervisors/managers have plenty of opportunities to offer informal coaching or feedbackS Messages between sender and receiver cannot be transmitted with 100% accuracy
  23. 23. Key Points (2 of 2)S Informal coaching and feedback sessions provide the supervisor/manager with an opportunity to modify poor work habits and encourage positive work habitsS Good communication skills will lower the chance that a message is misunderstoodS Supervisors/managers need to be able to integrate their employee’s point of view into their decisions
  24. 24. Week 3 Assignments Attend Webinar ✓ Complete Readings o “10 Things Your Boss Should Be Saying to You / 10 Things You Should Be Saying to Your Boss” (Blog Posts) o “How to Give and Receive Feedback (It’s Not as Easy As You Think” (Blog Post) o “Tips on Giving Feedback” (Discussion) Engage in Group Discussion (Thursday, March 14 at 2p ET) Submit Reflection to Class Partner by Friday COB Look for next week’s Email
  25. 25. Thank YouPlease send questions or course feedback S