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Performance Management for HR Practitioners: Week 6

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Presentation delivered as part of web-based course titled "Performance Management for HR Practitioners" in partnership with the U.S. Office of Personnel Management. For more information, please contact andrew [at] govloop [dot] dom.

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Performance Management for HR Practitioners: Week 6

  1. 1. Performance Management for HR Practitioners Week 6: The PerformanceManagement Process – Part 3 Instructors: Kate McGrath & Megan Arens S
  2. 2. Lesson ObjectiveS At the end of this lesson, you will be able to: S Explain the importance of each phase in relation to the overall performance management process S Identify the supervisor/manager responsibilities in each phase S Explain the practitioner’s role in each phase
  3. 3. Week 6 AgendaS Logistics, Last Week, Intros S Reconsideration of Denial - p. 143S Rating of Record - Guide, pp. 112- S Continuing Evaluation – p. 144 113 S Case Study or “HR PractitionerS End of Year Meeting - pp. 114-115 Perspective / Story”S Ratings Levels - Guide, p. 116 S Interactive Chat: Have youS Recognition - Guide, p. 117 coached a manager / supervisorS HR Practitioner’s Role - p. 118 through an end of year meeting?S Performance-Based Actions - Guide, pp. 133-134 S Q&AS Probationary Period - Guide, p. 135 S Summary - p. 148S Performance Improvement S Week 6 Assignments Period - Guide, pp. 136-140 S Next Steps
  4. 4. LogisticsS Be interactive!S 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 5 page of the course group on GovLoopS Don’t forget your reading, discussion and partner reflection!
  5. 5. Introductions: Your Host Steve Ressler GovLoop, Founder and President
  6. 6. Introductions: Your Instructor Kate McGrath Megan Arens Human Resources Human Resources Consultant, Consultant,U.S. Office of Personnel U.S. Office of Personnel Management Management
  7. 7. Welcome!
  8. 8. The Performance Management Process Coaching and Coaching and Feedback Feedback Coaching and Feedback
  9. 9. Rating of RecordS A written rating of record must be given to each employee who has been under a performance plan for at least 60 daysS Records are generally provided to employee as soon as practical at the end of the appraisal periodS The appraisal period may be extended in certain Rating and situations Rewarding
  10. 10. Considerations for the Rating of RecordS A number of factors should contribute to the rating of record: S Documentation of observed performance S The employee’s self-assessment and supporting facts S Response of the recipient or beneficiary of the work performed Rating and Rewarding
  11. 11. Preparing for an End-of-Year MeetingS Review the employee’s self-assessmentS Create an agenda for the meetingS Prepare questions that aim to clarify understanding of the employee’s accomplishments Rating and Rewarding
  12. 12. Conducting an End-of-Year MeetingS Discuss the following topics: S The employee’s self-assessment S Employee job elements and standards S Accomplishments and how they link to organizational goals S Get clarification on any outstanding questions Rating and Rewarding
  13. 13. Ratings LevelsS Rating levels are specific to the individual component and DoD agencies and are dependent on the performance system in placeS Levels may vary, such as: S Pass/Fail S Unacceptable/Fully Acceptable/Exceptional S Unacceptable/Minimally Successful/Fully Successful/Exceptional S Unacceptable/Minimally Successful/Highly Successful/Exceptional Rating and Rewarding
  14. 14. Types of RecognitionS Based on your employee’s rating, the recognition could varyS Recognition can range from verbal congratulations to monetary awardsS Recognition is used to reinforce employee success and should be employed accordinglyS May vary based on individual program Rating and Rewarding
  15. 15. HR Practitioner’s RoleS Assist supervisors/managers in their preparation for end- of-year meetingsS Aid in identifying proper rewards for employee performanceS Provide guidance to supervisors/managers on recommendations of denial of WGI Rating and Rewarding
  16. 16. What Are Performance-Based Actions?S Less Formal S Coaching S Counseling S RetainingS More Formal S Performance Improvement Period S Denial or Delay of Within-Grade Increase S Adverse Actions Rating and Rewarding
  17. 17. When Is It Appropriate To Take Action?S Marginal performance levels allow for less formal actions to be usedS Unacceptable levels of behavior require formal actions to be usedS Unacceptable performance is the failure to successfully complete a critical element Rating and Rewarding
  18. 18. Probationary PeriodS New employees must complete an initial probationary/trial period after hireS Probationary periods typically last 1 year. Trial periods can last up to 2 yearsS Probationary periods allow for an extensive evaluation of an employee’s performanceS Probationary employees can be removed prior to completing their probationary period. Rating and Rewarding
  19. 19. Performance Improvement PeriodS Is a formal notice, used when an employee’s performance is unacceptableS Is required prior to taking an adverse action under 5 CFR Chapter 43S Clarifies the performance expectations in the standard when necessary (Be specific as possible.)S Informs the employee of what he or she must do to improve Rating and Rewarding
  20. 20. Guiding the Supervisor/ManagerS Before a PIP can be created, ensure that the supervisor/manager has documented the performance deficiencies and any actions takenS Assist the supervisor/manager in determining whether the employee has actually failed in a critical elementS Help the supervisor determine appropriate remedial measures for improving the performance Rating and Rewarding
  21. 21. Included in the PIPS The critical element(s) that are not being metS Evidence that it is not being metS Narration of previous attempts to improve performanceS What is required to successfully complete the critical element(s)S Time allotted for improvementS Specific assistance to be provided by supervisorS Consequences if performance does not improve Rating and Rewarding
  22. 22. Duration of the PIPS The supervisor/manager determines how long the PIP isS PIPs typically last from 60 to 120 daysS An employee needs to maintain acceptable performance for a year after the beginning of the PIP Rating and Rewarding
  23. 23. Procedural RequirementsS An employee is entitled to: S A minimum of 30 days advanced notice S A reasonable time to answer orally and/or in writing S Representation by a lawyer or other representative S Raise a medical issue which contributes to unacceptable performance S A final written decision Rating and Rewarding
  24. 24. Reconsideration Of A Negative DeterminationS Employee is entitled to: S Submit a request to reconsider within 15 days S A reasonable amount of official time to review materials and prepare the request S Right to representation S A written final decision Rating and Rewarding
  25. 25. ScenarioOne of the supervisors comes to you complaining about anemployee of theirs, Jay. Jay has been performingunacceptably. The supervisor implemented a PIP onSeptember 6, and by the end of the 30-day PIP Jay’sperformance was up to acceptable standards. But now thatJay is off his PIP, his performance has once again droppedin the same critical element, and only five months after thebeginning of his PIP. Further this is the third time Jay hasbeen placed on a PIP, performed acceptably while on thePIP, but then performs unacceptably soon after getting offhis PIP. How should you advise the supervisor?
  26. 26. Let’s hear from you! Poll 1On average, how often do supervisors at your Agency provide their employees with performance feedback throughout the year (positive and negative)?
  27. 27. Let’s hear from you! Poll 2 Have you had the chance to coach asupervisor/manager through an end of year meeting?
  28. 28. Let’s hear from you! Poll 3 What have you found to be managers’ biggestchallenge when it comes to having the end-of-year meetings with their employees?
  29. 29. Questions? Ask the expert!Submit your questions in the chat window. S
  30. 30. Key PointsS Supervisors/managers may not be aware of the actions they can take when dealing with an underperforming employeeS HR Practitioners identify performance-based actions that supervisors/managers may takeS The need for documentation is extremely high whenever performance-based actions are taken
  31. 31. Week 6 Assignments Attend Webinar ✓ Complete Readings o “Employee Motivation: Using Incentive Plans to Improve Performance” (Blog Post) o “Motivation, Rewards and Leadership” (Blog Post) o “Monetary Bonus Incentives Make Knowledge Workers Less Effective” (Blog Post) o “Writing a Good Performance Improvement Plan” (Blog Post) Engage in Group Discussion (Thursday, April 4 at 2p ET) Submit Reflection to Class Partner by Friday COB
  32. 32. Next Steps 2 Evaluations  For You  For Your Supervisor  Now  6-8 Weeks From Now Certificate of Completion Focus Groups
  33. 33. Thank YouPlease send questions or course feedback toAndrew@GovLoop.com S

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