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Effective Staff Performance Supports
- 1. Effective Staff Performance Supports Karen Carleton, MEd, MS Performance Solutions Corp. www.performcorp.ca Seniors’ Residence June 12, 2012 9:00-11:00am
- 2. Agenda Performance Areas (3Ws) Performance Factors Feedback Action Plans
- 3. Company C New Hires 4 WMs 4 AB Labour Sites Market
- 4. Mission: To buildlasting relationships With whom else?
- 5. Expectations Resident Care Focus Continue Quality to Learn & Improve
- 6. Values Respect Communication Daily examples?
- 7.
- 9. Work Challenges Group &Pairs, Brainstorm Strategies Busy Difficult Other Behavior Duties
- 10. Delegating Entrust to Practice at another; assign home responsibility Learn about Trust your “delgatee” decision Accountability for competent care Careful choice
- 11. “My favorite bossdelegated progressively. As I gained confidence, she gained trust and delegated more tasks.” – Nurse, in Nurse Together article.
- 12. Others sense whenstaff are frustrated or over-worked. How can you help?
- 13. WORK Recommendations Adjust work (e.g. delegate, involve team) Empathize with others Ask for suggestions Related to Make it fun which value?
- 14. Constructive Feedback Pairs Practice “When I ask you to __, it needs to be done so that _____.” “When you do ___ I need you to make sure ___.”
- 15. Feedback 327 hospital nursesfound supervisor communications & personal feedback were strongly related to job satisfaction & performance (Pincus, 1986). Agree? Communicate expectations If performance meets expectations
- 16. Cross-cultural Considerations Training or Practice in home country Boss-Employee relationship Hierarchical cultures (*less likely to question supervisor or deviate from instruction) Implications? Source: MultiCultural Business Solutions
- 17. Teach newcomers the unwritten expectations of your workplace and country.
- 18. Incentives – BestPractices Timely, motivation support Personally desirable (*customize) 1. Individual (e.g. gift cards) 2. Group (e.g. pizza, potluck, BBQ) 3. Combination
- 19. Knowledge/Skills Check “Show me how you will do this procedure.” “Explain what is important to remember about this medication?”
- 20. WORKER Recommendations Ongoing feedback Resources Incentives Use their motivators Learning & Development Their Motivators Cross-cultural differences Help them perform well!
Editor's Notes
- #2 Good morning everyone. I’m Karen and I’m here to facilitate our session on Effective Performance Supports. Thanks for sharing details of your work with me so that I would be better prepared to give a session that would have practical value for your. This session will be interesting and interactive. [POLL]: Before we start, how many of you have offered guidance to a co-worker? [raise hand] Today we’re going to discuss and plan for supporting learning and performance for co-workers, staff and yourself.
- #3 Our session will cover a foundational understanding of performance areas, performance factors with feedback practice, and planning actions to apply what you learn here today. [POLL] Does that sound good? [Yes]
- #4 At Christenson you currently have 4 work sites and growing. It’s important to realize that there will be more new hires and a predicted red hot labour market here in Alberta with a shortage of skilled workers.
- #5 Christenson’s mission is to build lasting relationships.Besides residents, who else do you want to build lasting relationships with? (i.e. staff, co-workers, supervisor, residents’ families, contractors, etc.)
- #6 Christenson Developments expectations are for its workforce to maintain high standards in resident care, quality and continuous learning and improvement.[Click] Importantly, the key ingredient to the company reaching it’s performance goals is its people.
- #7 Two of Christenson’s values are Respect and Communication. [Click]Does anyone have some examples of how these are shown on a daily basis?
- #8 Besides respect and communication two more values of Christenson are Networking and Accountability, internally and externally. These values are related to information sharing and being responsive to your stakeholders, including the community and your profession.
- #9 As you know, nursing itself tends to have a higher than average burnout rate. But no matter what your role in the company, work can be demanding.In thinking about your role, we’re going to reflect on some of your challenges and strategies for managing so your performance is sustainable.
- #10 Let’s brainstorm how you currently manage some of your top challenges. What else could you try? [Facilitate sharing and flip-chart]In pairs, discuss and write down a couple of new strategies to manage your top two challenges.
- #11 Related to prioritization is one key task management strategy – delegation. The key word of course is trust which comes from knowing the experience and ability of the person you are delegating to.In your workbook write one person you could delegate/delegate more to at times.
- #12 Delegation shows confidence in theperson you delegate to which can positively build their self-esteem. (Trust) Later this person may be able to step in for you when you are away, move into a higher position as a result.
- #13 As you know, staff frustration and overwork is linked to lower patient satisfaction and outcomes. Similarly, those not working in nursing can sense this in co-workers.[Click] What do you do to ease co-worker’s/staff frustrations? [facilitate sharing]In your workbook write one way you can help your staff or a co-worker to manage when they get frustrated.
- #14 Here are some general rules of thumb for improving the work itself.Having a bit of fun at work such as having a potluck or a BBQ is a good way to bring staff together, especially after a difficult week.[Click] Sustainability – you, your staff and the organization.
- #15 Information or feedback is the easiest and most cost effective way to improve performance. But constructive feedback can be stressful or difficult to give. In pairs let’s practice a piece of constructive feedback you have given or may need to give. When you are done practicing with your partner, write it down. We will have two volunteers read their constructive feedback phrase.
- #16 In a study of hospital nurses it was shown that good supervisor communications and feedback are linked to job satisfaction and performance.[Click] Agree? [Poll]Feedback helps communicate expectations and if someone’s performance meets those expectations or if there is a gap.
- #17 Most Canadian organizations are increasingly culturally diverse because of our need for more immigrant workers to fill positions. It’s important to find out the differences between people’s training or practice in their country and not presume it’s the same as in Canada (e.g. medication packaging, heavier patients, newer technology such as Swiffer cleaning tools).Also, ideas about Boss-Employee relationship is quite different in many countries. For example, in the Philippines, based on research….
- #18 We all underestimate the gap in understanding between us and newcomers in our organization. They need explanation and feedback about meeting the unwritten expectations of the workplace. Explain these rules in an understandable way.
- #19 Incentives are another performance factor. Here are a few best practices. Ensure they are given not long after the good deed, and are personally desirable. No coffee cards for non-coffee drinkers etc. It should be something they want and ideally have some choice involvedThere are individual and group incentives and I know some of you use those. The key is variety and finding out what your staff appreciate as a small reward.
- #20 Employee knowledge or skills is another performance factor. Here are some questions you could ask to check understanding with some proof.What are other questions you could ask to check workers’ competence?[observations by you or Team Lead; resident or family comments]
- #21 To recap, think about these performance factors in relation to your staff and how they help you to help them perform well.