Performance management 09 km


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Performance management 09 km

  1. 1. Performance Management Process Supervisory Training
  2. 2. Today’s Objectives <ul><li>When you finish this training you should be able to: </li></ul><ul><ul><li>Understand the Performance Management process </li></ul></ul><ul><ul><li>Identify the documentation required for performance evaluations </li></ul></ul><ul><ul><li>Complete a performance evaluation </li></ul></ul>
  3. 3. Today’s Agenda <ul><li>Handouts </li></ul><ul><li>Role Play </li></ul><ul><li>Performance Management Planning </li></ul><ul><li>Establishing Annual Objectives </li></ul><ul><li>Documentation </li></ul><ul><li>Feedback </li></ul><ul><li>Listening </li></ul><ul><li>Performance Evaluation Meeting </li></ul><ul><li>Video </li></ul>
  4. 4. Handouts for your Review <ul><li>Performance Management Packet </li></ul><ul><ul><li>Performance Management Policy </li></ul></ul><ul><ul><li>Evaluation Forms </li></ul></ul><ul><ul><li>Annual Objectives Form </li></ul></ul><ul><ul><li>Establishing Objectives </li></ul></ul><ul><ul><li>Avoiding Rater Biases </li></ul></ul><ul><ul><li>Feedback Tips </li></ul></ul><ul><ul><li>Guiding Questions </li></ul></ul><ul><ul><li>Action Verbs </li></ul></ul><ul><li>Performance Management (PowerPoint) </li></ul>
  5. 5. Role Play
  6. 6. Performance Management Planning <ul><li>Ongoing cycle </li></ul><ul><ul><li>Not a once a year event! </li></ul></ul><ul><ul><li>Performance Management Process periods are changing </li></ul></ul><ul><ul><ul><li>November/December administration </li></ul></ul></ul><ul><ul><ul><li>Annual review period beginning January </li></ul></ul></ul><ul><li>Define Job Responsibilities/Duties </li></ul><ul><ul><li>General statements of what an employee is expected to accomplish within a position </li></ul></ul><ul><li>Establishing Annual Objectives </li></ul><ul><ul><li>Performance/Developmental </li></ul></ul><ul><ul><li>Review with the employee at the beginning of the Cycle </li></ul></ul>
  7. 7. Establishing Annual Objectives <ul><li>Objectives should be S.M.A.R.T </li></ul><ul><li>S pecific: Clearly defined </li></ul><ul><li>M easurable: There is a way to determine whether the objective was accomplished </li></ul><ul><li>A ttainable: The objective is possible </li></ul><ul><li>R ealistic: Do I have a realistic chance of being successful </li></ul><ul><li>T imely: When will the objective be completed </li></ul>
  8. 8. Develop and Write Out Performance Objectives <ul><li>Develop objectives around Responsibilities and Requirements sections of the Job Description </li></ul><ul><li>Remember – Objectives must be Specific, Measurable, Attainable, Realistic, and Timely </li></ul>
  9. 9. Employee Involvement <ul><ul><li>Encourage employee involvement in all aspects of the Performance Management Process, from setting their own goals, assessing their own performance, as well as identifying areas needing improvement and planning for the improvement. </li></ul></ul><ul><li>Some Strategies to Consider: </li></ul><ul><li>Let the employee review themselves </li></ul><ul><li>Ask the employee for his/her goals </li></ul><ul><li>Ensure the understanding of mutually defined goals </li></ul><ul><li>Plan for Joint Action </li></ul><ul><li>Secure commitment from the employee </li></ul>
  10. 10. Documentation is Essential to Performance Management <ul><li>To Compensate for Poor Memory </li></ul><ul><li>It’s Part of Professional Management </li></ul><ul><li>To Deal with EEO and Legal Considerations </li></ul>DOCUMENT…DOCUMENT…DOCUMENT
  11. 11. Supervisor’s Desk File <ul><li>Temporary file for documenting Performance </li></ul><ul><li>Contains notes on good and poor performance </li></ul><ul><li>Contains any Oral Warnings and copies of any Written Warnings for the current performance period </li></ul><ul><li>Contains last period’s performance evaluation </li></ul><ul><li>Discarded & starts anew each performance period </li></ul>
  12. 12. Documentation is Essential to Performance Management <ul><li>SOURCES OF DOCUMENTATION </li></ul><ul><ul><li>Direct Observations </li></ul></ul><ul><ul><li>Observations from Others </li></ul></ul><ul><ul><li>Written Objectives </li></ul></ul><ul><ul><li>Progress Reports </li></ul></ul><ul><ul><li>Dialogue with Employee </li></ul></ul><ul><ul><li>Mid-Cycle Review </li></ul></ul><ul><li>“ PERFORMANCE SCORECARD” </li></ul><ul><ul><li>Name of employee </li></ul></ul><ul><ul><li>Performance Objectives </li></ul></ul><ul><ul><li>Review monthly/feedback </li></ul></ul><ul><ul><li>Use for annual evaluation </li></ul></ul><ul><li>SUGGESTIONS FOR DOCUMENTING </li></ul><ul><ul><li>Record incidents as they happen </li></ul></ul><ul><ul><li>Note specific examples of performance </li></ul></ul><ul><ul><li>Give immediate feedback </li></ul></ul><ul><ul><li>Be concise </li></ul></ul><ul><ul><li>Interact frequently with employees </li></ul></ul><ul><ul><li>Represent total performance, both positive and negative </li></ul></ul><ul><ul><li>Encourage employees to document their own successes </li></ul></ul>DOCUMENT…DOCUMENT…DOCUMENT
  13. 13. Performance Score Card <ul><li>Develop a Score Card for each employee that measures performance objectives monthly. </li></ul><ul><li>Review monthly. Mark meets or does not meet with comments for each objective. </li></ul><ul><li>Provide feedback for the employee each month </li></ul><ul><li>Use in creating the final evaluation </li></ul>
  14. 14. Documentation is Essential to Performance Management <ul><li>Accuracy Counts! </li></ul><ul><li>Accurate documentation makes it easier for managers to make and defend decisions that affect an employee’s career. </li></ul><ul><li>Avoid Rater Errors and Biases and tendency to give the most weight to recent performance. </li></ul><ul><li>Reflect the employee’s actual performance during the evaluation. This will include both positive accomplishments and areas that need to be improved upon. </li></ul>DOCUMENT…DOCUMENT…DOCUMENT
  15. 15. Feedback…A Few Tips <ul><li>Make Sure Feedback is </li></ul><ul><li>Given as soon as possible after an event </li></ul><ul><li>With concrete evidence of behavior and results </li></ul><ul><li>Consider the employee when providing feedback </li></ul><ul><li>Focused on commitment to improving goals and future results (we can’t change the past) </li></ul>FEEDBACK…FEEDBACK…FEEDBACK
  16. 16. Listening…A Few Tips <ul><li>Learn the practice of “active listening” </li></ul><ul><li>Listen more than you talk </li></ul><ul><li>Focus on the person speaking </li></ul><ul><li>Pay attention to the other person; do not interrupt </li></ul><ul><li>Listen for ideas, not just the facts </li></ul><ul><li>Paraphrase frequently in your mind, and aloud to the speaker </li></ul><ul><li>Control your emotional reactions </li></ul><ul><li>Overcome personal pre-judgments and distractions </li></ul><ul><li>Keep an open mind </li></ul><ul><li>“ We have two ears and one mouth for a reason! ” an anonymous person </li></ul>LISTEN…LISTEN…LISTEN
  17. 17. The Evaluation Meeting <ul><li>Preparation </li></ul><ul><ul><li>Employee </li></ul></ul><ul><ul><li>Manager </li></ul></ul><ul><li>Conducting the meeting </li></ul><ul><ul><li>6-Step Process of Communicating </li></ul></ul><ul><ul><ul><ul><li>Plan the communication/meeting </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Develop a specific opening </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Ask for the other person’s view </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Share your view </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Resolve differences between views </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Develop an action plan </li></ul></ul></ul></ul>BE OBJECTIVE…BE OBJECTIVE…BE OBJECTIVE
  18. 18. Not Just Another Meeting
  19. 19. Ongoing Process <ul><li>Always DOCUMENT ! </li></ul><ul><li>Give constant FEEDBACK ! </li></ul><ul><li>Be an “ ACTIVE LISTENER ”! </li></ul><ul><li>Be OBJECTIVE ! </li></ul>
  20. 20. Performance Evaluation Forms <ul><li>Four Sections </li></ul><ul><li>Core Competencies </li></ul><ul><li>Supervisor Competencies (Office/Managerial form only) </li></ul><ul><li>Overall Feedback – Annual Objective Form (Office/Managerial form only) </li></ul><ul><li>Supervisor and Employee Comments </li></ul>
  21. 21. Timeline <ul><li>Review Period </li></ul><ul><ul><ul><li>Moving to annual process that will measure January through December with administration in November/December </li></ul></ul></ul><ul><li>Conduct Performance Evaluations </li></ul><ul><ul><ul><li>Anticipated to be from designated start date through November 30, 2009 </li></ul></ul></ul><ul><ul><ul><li>Fully signed evaluations by designated deadline </li></ul></ul></ul><ul><ul><ul><li>Merit/General Wage Increase </li></ul></ul></ul><ul><ul><ul><ul><li>effective January/February, 2010 </li></ul></ul></ul></ul>
  22. 22. Questions?
  23. 23. Role Play - SUPERVISOR <ul><li>You have an employee with a tardiness problem. He (or she) was 15 minutes late this morning and this is the second time this week. You spoke with him last month about the same problem. </li></ul><ul><li>Except for being late at least three times per month this employee performs up to expectation. </li></ul><ul><li>How do you impress upon the employee that he needs to show up on time? </li></ul>
  24. 24. Role Play - EMPLOYEE <ul><li>Employee – You were late again this morning but it should be no big deal. You always catch up on the work you’ve missed. </li></ul><ul><li>Besides, it’s not your fault that you’re late. You can’t help it that your car doesn’t always start. </li></ul><ul><li>Now, your supervisor wants to talk with you. </li></ul><ul><li>How can you convince him (or her) that being late isn’t that big of a deal and besides, you always work hard when you’re on the job. </li></ul>
  25. 25. Exercise #2 Writing Performance Objectives <ul><li>Review the job description especially the Responsibility and Requirements sections. </li></ul><ul><li>Write a performance objective for each responsibility. </li></ul><ul><li>Write a performance objective for each measurable requirement. </li></ul>