This document outlines an agenda and presentation for a performance management training for managers and supervisors. The training covers the performance management process, developing SMART goals and objectives, using a revised performance appraisal tool, conducting annual and mid-year reviews, and reinforcement strategies. It provides details on setting goals, documenting performance, evaluating performance, and completing performance appraisals. The objectives are to help managers understand and effectively implement the company's performance management system.

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Performance Management TrainingPerformance Management Training
for IBNA Managers and Supervisorsfor IBNA Managers and Supervisors
Presented by: Lynne Rowe
AVP Human Resources &
Judy-Ann McKenzie, VP/ Director HR

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Today’sToday’s AgendaAgenda
 Introductions
 Objectives
 Performance Management Process
 Standards and goals
 Revised Appraisal Tool
 Annual and Mid-year Performance
Appraisals
 Reinforcement Strategies
 Summary and Closing

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Let’s Get StartedLet’s Get Started
 Upon completion of this session, you will:
– Understand the Performance Management
process
– List the characteristics of a performance
appraisal
– Learn how to develop S.M.A.R.T. objectives
– Describe the benefits of documenting
performance
– Learn how to define and identify standards and
procedures for documenting performance
– Know how to use the revised performance
appraisal tool
– Year-end process

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Are We All on the Same Page?Are We All on the Same Page?
 What is Performance Management?
– Is a process of documenting and monitoring an
individual’s performance
– A strategy for improving employee performance
and productivity
– A way to remove the subjectivity out of the
evaluation, and prevent litigation
– A system that drives business results and
reinforces the company’s culture

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The Performance AppraisalThe Performance Appraisal
 A formal periodic review of an individual’s
performance
 Are conducted annually or semi-annually
 Based on documented performance
 Compares documented performance to
establish standards/goals
 Rates the individual’s performance
 Influences the employee’s pay, promotions,
bonuses
 Written or typed, approved and signed by
supervisor or subordinate
 Effective and fair

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What is the Appraisal intended toWhat is the Appraisal intended to
do?do?
Communicate Expected standards of
performance
Provide feedback to the employee
Provide an objective basis for the
supervisor’s decisions regarding a
particular employee
Reward employees for top
performance

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Setting Goals and ObjectivesSetting Goals and Objectives
 Employees need to know what are the
expectations
 How will achievements be measured?
 To ensure “Objectives” are met – and are
tangible, measurable and observable:
– Who will do what? – Resources
– When will it be done? -Time frame
– How will it be done? - get desired results
 What is an ongoing performance criteria that
must be met time after time?

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Employee Goal-SettingEmployee Goal-Setting
 Before you attempt to set performance goals,
remember that goals are the following:
– Standard for measurement and serve as a road
map to your success
– Represent the next level of achievement for
individuals
– May be different from one employee to the next
depending on your experience and skills
– Based on the strategic goals of the organization
– Must be “tangible”, “measurable” and “observable”

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Stating Objectives the S.M.A.R.T. WayStating Objectives the S.M.A.R.T. Way
 Specific
– Spelling out the details, particular, focused
 Measurable
– Quantifiable, provides a standard for comparison
 Attainable
– Practical, achievable, possible
 Results-oriented
– Indicates activity by use of an action verb
 Time-related
– Scheduled, regulated by time, a deadline

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Goal -Setting ProcessGoal -Setting Process
Monitor Performance,
coach and counsel
Evaluate
the performance
Set goals
 Setting performance goals is an ongoing process
 Goal-Setting meeting
• Takes place before or after the performance appraisal
• Use previous years goals
• Were all the goals met
• Were they meet successfully, or moderately
• What is the next logical step or progression in learning, responsibility
or achievements
• Together you and the employee set short and long term goals
and establish acceptable and unacceptable performance

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Documenting PerformanceDocumenting Performance
 What to Document?
– Employee performance compared to an
established standard
 Quantity of work
 Quality of work
 Number and size of sales
 Cost –consciousness
 Ability to follow directions
 Time management
 Safety
 Attendance and tardiness
 Behavior and attitude

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Why Evaluate Performance?Why Evaluate Performance?
To Recognize expectations
Evaluate excellence
Remediate problem areas
Determine wage adjustment and job
status
Provide a look at the big picture
To use as a career development tool

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Evaluating PerformanceEvaluating Performance
 The performance appraisal process provides
the following benefits:
– Organization’s mission underlies every employee
goal- fulfilled every time an employee reaches a
higher level of achievement
– The supervisor recognizes employee excellence
and explores individual potential, while pursuing
department objectives
– The employee receives earned recognition ,
reward, motivation and guidance in choosing a
career path

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Using the Revised Appraisal ToolUsing the Revised Appraisal Tool
 Why was the Appraisal Tool Revised?
 Definition of New Performance Levels
– Below Expectations
– Meets Expectations
– Exceeds Expectations
– Far Exceeds Expectations
 Explanation of Parts I - V

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Exercise Completing appraisalExercise Completing appraisal
Customer Focus Below
Expectations
Meets
Expectations
Exceeded
Expectations
Far Exceeds
Expectations
Keeps the ultimate customer
the focus of activities. Never
assumes he or she knows better
than the customer what the
customer wants.
Seeks information on customer
needs, preferences and priorities
Consistently adjusts work to
accommodate the information
for customer needs
Exceeds customer expectations
whenever possible and infuses
the organization with a sense of
urgency about meeting customer
needs
Anticipates and responds
actively and sensitively in
meeting the needs of internal
and external customers

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Annual and Mid-Year PerformanceAnnual and Mid-Year Performance
AppraisalAppraisal
Purpose of two appraisals
Performance Appraisal Guidelines
Performance Appraisal Time Line

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Time lineTime line
Completing appraisal
HR receiving documents
Communicating Rating
Merit Increases

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Reinforcement StrategiesReinforcement Strategies
Set goals
Document
Coach
Evaluate

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SummarySummary
 Re-emphasis of key points
 Any Questions?
 Complete Evaluation Form

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Glossary of TermsGlossary of Terms
 Performance Management
 Performance Appraisal
 Pay for Performance

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Where to Get More InformationWhere to Get More Information
 Contact Judy-Ann McKenzie
Director of Human Resources
– Via e-mail or ext. 3011
 Contact Lynne Miller Rowe
Training Manager
– Via e-mail or ext. 3224