Performance planning

Performance
Planning
WHere To go ?
HoW To
go ??

ROLE OF SUPERVISOR & EES

Performance Planning

Supervisor’s Role

1. Thorough understanding of the work involved – the
critical functions & KRA’s.
2. Review the job description (accurate & up to date
information)
3. Know what constitutes “successful performance” in the
core competencies & effectively communicate this to ees.
4. Identify priority areas & communicate to the ees.
5. Communicate: employee’s work → unit’s goals
6. Ask the ees what kind of support needed (in terms of
information, resources, tools, training and supervision).
7. Provide the needed support.


Employee’s Role

1. Have a thorough understanding of the work involved –
the critical functions & the key tasks.
2. Make a cross check through the job description to
ensure that information is accurate and up to date.
3. Understand what constitutes “successful performance”
of the core competencies.
4. Understand: employee’s work → unit’s go.
5. Ask questions to clarify information.
6. Ask for needed support.
7. Do the things in committed manner.

…..WHO ARE INVOLVED IN PP


WHO ARE INVOLVED IN PP


PERFORMANCE PLANNING TOOL
What is the PPT?

The PPT enables you to chart & monitor your
progress towards meeting your local
performance targets against the right time
performance indicator (PI) and other Key
Management Indicators (KMIs) on a monthly,
quarterly and yearly basis.

….How to use the PPT

PPT conti…

How to use the PPT

 PI & KMI - You will need to enter actual data against
each month of those listed.

 Security Key Management Indicators – For each
security KMI you will need to enter your own caseload
details in the ‘caseload’ field and the local target in the
field underneath.

 Local Target Column - Enter a performance target
for the PI and each KMI that you want to achieve for
the year.

PPT conti…

 Quarterly information columns - Depending on
what performance target you have entered against the
PI and each of the KMIs in the Performance Target
column, the ‘minimum target’ will automatically display
the minimum target you will need to achieve monthly in
order to achieve your overall performance targets for
the year. This will be in terms of days or percentages.

 Annual Performance column - This gives you your
cumulative and total annual performance so far.
Please note the ‘Percentage of new claims
outstanding over 50 days’ field is not cumulative
due to the nature of the KMI.
..APPROACHES TO PERFORMANCE PLANNING

APPROACHES TO PERFORMANCE PLANNING

Two Approaches: 2 basic approaches to
conducting a performance planning
discussion.


Tips &Tricks for Performance Planning

 Undertake PP in PARTNERSHIP with the
employee.

 Mgmt/ supervisor role in the meeting with the
employee is to guide the discussion, NOT control
the discussion.

 The employee should end up doing most of the
talking, since s/he is likely to know the job and
his/her needs best.


conti…

 Make sure you discuss what YOU will do to
help the employee succeed.

 Even if it feels like the planning process is
overly time consuming, consider it a wise
business decision and a good investment.

…..ADVANTAGES OF PP


ADVANTAGES OF PP
To Employees
 Have clear performance expectations
 See how their work contributes to the agency's
success
 Know where they stand throughout the year
 Stay on track toward achievement of their goals
 Develop job-related skills
 Receive honest and accurate appraisals of their
performance
 Obtain rewards and recognition consistent with
their performance


ADVANTAGES OF PP conti…

To Supervisors
 Orchestrate the talent in their work units toward
achievement of the unit's goals
 Monitor progress toward achieving those goals
 Capitalize on employees' strengths and address
their weaknesses
 Provide feedback
 Keep employees' efforts focused on
accomplishing the work of the unit
 Accurately appraise individual performance
 Fairly distribute rewards and recognition


ADVANTAGES OF PP conti…

To Agencies

 Get the work done — Achieve their missions
through the collective efforts of their ees
 Grow talent — Cultivate a highly engaged &
results-focused workforce
 Hold on to talent — Retain top performers


Performance Management


Phase II: Check-In
• Observe an employee’s performance &
check-in with them regularly, providing
feedback.
• Recognize & reinforce strong
performance, and identify & encourage
improvement where it is needed.
•Built-in feedback very effective
because it is immediate
Guiding Principles
Coaching - An Effective Feedback
Tool

Phase II: Check-In conti…

Guiding Principles
Effective observation and feedback can:
Strengthen communication between you and
the employee
Help the employee attain performance
objectives and meet standards
Increase employee motivation and
commitment
Maintain and increase the employee's self-
esteem
Provide support

Phase II: Check-In
Coaching - An Effective Feedback
Tool
• Method of strengthening communication
• Helps to shape performance & increase
the likelihood(ee's results →expectations)
• Provide opportunity to discuss progress
toward meeting mutually established
standards and objectives.
• A coaching session focuses on one or
two aspects of performance(NOT total
….Phase III: Assessment
review)

Key Elements of Coaching
• Coach when you want to focus attention on any
specific aspect of the employee's performance.
• Observe the employee's work and solicit feedback
from others.
• When performance is successful, take the time to
understand what is working and the reasons behind it.
• Advise the employee ahead of time on issues to be
discussed.
• Discuss alternative solutions.
• Agree on action to be taken.
• Schedule follow-up meeting(s) to measure results.
• Recognize successes and improvements.
• Document key elements of coaching session.


Questions to consider When Coaching
1. How is the employee expected to perform?
2. Does the employee understand these expectations? If not,
why not?
3. Does the employee know what successful results look like?
How do you know?
4. Does the employee know the performance is marginal? How
do you know?
5. Are there obstacles beyond the employee's control? Can you
remove them?
6. Has the employee ever performed this task satisfactorily?
7. Is the employee willing and able to learn?
8. Does satisfactory performance result in excessive work being
assigned?
9. Does unsatisfactory performance result in positive
consequences such as an undesirable task being
reassigned?

Coaching Behaviour
To make the most of coaching the
employee, remember to follow these
coaching guidelines:
 Focus on behaviour, not personality.
 Ask the employee for help in problem
identification and resolution.
 Use active listening to show you understand.
Set specific goals & maintain communication.
 Use reinforcement techniques to shape
behaviour.

...During the Coaching Session

During the Coaching Session

 A coaching session to provide positive
feedback.
 A coaching session to improve
performance.
 A coaching session is conducted to address
poor work habits such as continued tardiness.


Follow- up Discussion
To conduct a follow-up discussion, consider
the following steps:
• Review the previous discussion(s).
• Discuss the business reason why the
situation/problem continues to be a cause for concern
& ask for reasons why the situation continues.
• Indicate consequence of continued lack of
improvement. (No threats! This isn't an oral warning.)
• Agree on action to be taken and set a follow-up date,
if appropriate.
• Convey your confidence in the employee.
• Document key elements of the session. Give one
copy to the employee & place another in the ee’s file.
….Phase III: Assessment

Phase III: Assessment
Guiding Principles
Some goals of the
performance assessment process are to help the
employee:
 Feel positive about the job
 Feel appreciated for specific contributions
 Benefit by specific, constructive feedback
 Keep informed about current and future
performance objectives
 Keep motivated to do well and to develop
 Stay involved as a participant in the process


Phase III: Assessment conti…

Preparing for the Assessment
suggestions to get the employee involved:
•Schedule a mutually convenient time and
place for the performance assessment
discussion. Allow enough time and ensure
privacy.
•Explain that you would like the discussion to
be a dialog, with input from both of you
included in the final written document.
•Give the employee some options about how to
prepare for the discussion.


4. Give the employee a list of questions to
consider to evaluate his own performance.
Sample questions might be:
• What have been your major accomplishments?
• What could you have done better?
• What could I do as your supervisor to help you do
your job better?
• Would you like to see your responsibilities
change? If so, how?



Prepare a draft assessment, making sure you
have as much information as possible, including:
• Job description
• Professional development over the review period
• Performance standards & objectives
• Previous assessment
• Letters of commendation and/or criticism
• Input provided by key clients and colleagues
• Samples of work
• Records of disciplinary action



Consider the question: “What can I do to help the
employee do the job better and achieve developmental
goals?”
Sample Assessment Forms & Rating Scales: rating
an employee’s work using a rating scale.
Managers and supervisors of
non-represented staff use the
Performance Evaluation and Planning (PEP) forms.
represented staff use the current forms approved by
their respective bargaining units.



< Conducting the Assessment
Discussion
Steps to make an open and productive
discussion as successful as possible:
 Create a supportive environment.
 Discuss key areas of responsibility.
 Readily acknowledge performance.
 Discuss what could have been done
better.
 Focus on future performance.


< Conducting the Assessment
Discussion
 Have a common understanding of
future.
 Discuss the employee's interests and
potential new responsibilities.
 Conclude on a positive note.


Performance planning

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