PSAB Performance Webinar
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This document provides guidance on improving performance management through better leadership. It outlines a methodology for identifying critical job competencies, creating job descriptions, setting clear performance goals, and establishing a performance management policy and procedure. This includes interviewing employees, comparing roles to competency frameworks, developing formal evaluations, and providing coaching and feedback to support employee growth. The document stresses distinguishing performance reviews from disciplinary processes, including appeals policies, documenting reviews consistently, and having evaluations reviewed for integrity. The overall aim is to motivate employees and hold them accountable through a structured yet developmental performance management system.
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PSAB Performance Webinar
- 1. Leadership through Better Performance Management
- 4. Nancy J Hess N.J. Hess Associates Based in Hummelstown, PA 717-566-6115 njhess@njhessassociates.com www.njhessassociates.com
- 5. IINTRODUCTIONS Where are you from? Give us an example of performance management from your everyday life.
- 6. II. Context What holds you back from implementing or improving your performance management system? What motivates you to begin or continue improving your performance management system?
- 7. Identify critical job competencies What is critical for success in this job? Ask the job incumbent Discuss with management team Compare with BEI interview data BEI interview protocol Review competency dictionary (Doc 1)
- 8. 3. Compare with BEI interview data BEI Summary Chart This is a difficult process to learn because there are so many different ways the process can be done. I ask for help whenever it is unclear. I must meet deadlines. I use charts to keep things on schedule. I must provide thorough explanations, anticipate problems and understand the long term impact of errors. 10% of my customers do not deal well with regulations. I try to treat them just the same - with patience - and explain in lots of detail. I work hard at not showing frustration. Sometimes people want something tomorrow. I devote a particular day to purchasing - if they miss that and come to me, I evaluate the level of importance to determine if I should set aside other tasks. I talk with people in different departments to promote better practices. I explain to them the consequences of current actions.
- 9. BEI interview protocol Tell me about three challenges you faced in this past year. How did you deal with these challenges? What competencies were critical to the outcomes? What did you learn about your strengths and what competency are you most interested in developing in the future?
- 10. Review competency dictionary The following is an example of which competency? Demonstrates an understanding of who the customer is, both internal and external, and customer needs. Completes the act by listening to the customer, getting all the information to ensure customer needs are understood, and follows up where needed to ensure customer satisfaction. Displays respect, courtesy and sensitivity toward customer. E.g.., keeps commitments, communicates clearly, seeks to understand needs. Improves customer service by expanding knowledge and abilities to meet customer needs. Develops ways to exceed customer expectations. Solicits feedback from customer regarding satisfaction with services provided.
- 11. VI. Create job descriptions to reflect expectations Abilities: Ability to manage complex projects. Ability to navigate complex issues and share understanding with others. Ability to build relationships to strengthen community partnerships. Ability to promote accountability for completion of goals and objectives. Ability to inspire trust to ensure input is viewed as unbiased and accurate. Ability to apply a variety of management principles to solve practical, everyday problems. Ability to analyze policies, regulations and laws which address new and constantly changing problems. Ability to prepare comprehensive plans and reports. Ability to communicate effectively in oral and written form. Ability to guard confidential information of major importance, including personnel records and information discussed in executive sessions of the Council. Ability to develop and maintain effective relationships with public officials, associates and the general public. Ability to resolve conflict with tact and diplomacy. Ability to promote high morale as leader and manager of an organization.
- 12. Methodology Structured questionnaires Interview to confirm and gather additional data Allow for comments from supervisor and employee. Friends Consult
- 13. V. Create clear performance goals. Job goals relate to organization mission, goals and strategies. Development goals relate to competencies. Get stick. Return with stick.
- 14. VI. Establish a policy and procedure. No Really, what exactly am I suppose to do?
- 15. Short and sweet with focus on job goals. Formal performance evaluations will be conducted during a time frame established by the Manager. Department supervisors will meet with each employee to accomplish the following: review the job description for any changes; review the goals established the previous year; discuss strengths, weaknesses and particular challenges in the job; develop goals for the upcoming year. Additional assessments may be conducted where employee performance indicates the need for follow up and additional documentation. Note: performance review will focus on coaching and feedback. Where performance problems negatively impact the workplace, they will be addressed through the disciplinary procedures and disciplinary counseling. Department supervisors will submit a copy of completed formal assessments to the Manager. Formal assessments will be reviewed by the Manager for continuity and completeness. Employees will receive a copy of their formal assessment and a copy will also be placed in the employee’s file.
- 16. More extensive format with focus on development.
- 17. Coaching and development form for both.
- 18. VII. Do’s and Don’ts DON’T confuse your performance program with your disciplinary policy. DO Include an appeals policy. DO Practice documentation of reviews. DO Have someone review all evaluations for consistency and integrity.
- 19. Closing Comments/Questions Speak up!
Editor's Notes
- Hello, I am Nancy Hess, your webinar instructor today, and I will get to a little more about myself in just a moment. Today we are going to talk about two basic approaches to performance management. We will also talk about how performance management can be a strategy for leadership in the organization. The two approaches we will talk about can be combined or implemented each one on their own. They are similar in that both require that you examine what is critical for success in a job. So we will begin by talking about how you go about that. You should have received, or have access to, a number of documents that complement this presentation. Did anyone not get these?Any further instructions before we begin?This first picture is of a friend I made while traveling this past summer in France. We came upon an old working farm on which sat a magnificent Chateau. When we drove up to check it out, we were greeted by our new friend, and he showed us around the farm, which turned out to be the place where one of Louis IV mistresses lived. He always had his ball, of course, ready to engage us. He was welcoming and knew exactly how to make us feel at home. He ran up the steps ahead of us, and urged us on. Performance management should be this natural. Greet the customers, show them around, make them feel at home, and offer them your best toy. You can be sure we left a nice donation in a little glass jar we found in the gate house.
- Here is another example of what performance management might be like. Yes, it is hard work, but does anyone wonder if my friend Dylan is going to forget this time in his life when he mastered what was critical for success? Performance management involves coaching, discipline and also…
- …inspiration. When we take the first step out onto the bridge to the other side, others will follow. We set the tone, show the way, model courage in the face of change. Many of you today are thinking about what lies ahead with ever tightening budgets. My clients are talking about strategies to re-structure jobs and reward performance. In essence, to work smarter and maximize potential and capabilities in the work force. Performance management provides a framework for accomplishing change, but it cannot work unless a leader is willing to talk the helm.Leaders change the way we think and act. Performance management is part of the skill set of a leader. When we talk about a system, as in performance management system, we are talking about a perspective that takes in the whole of the organization. It is not just something you do once a year, it is a way to thinking about how to build success into the organization.
- This is me. I based out of Hummelstown PA. I work primarily in Pennsylvania and primarily with local government. I have been doing this for more years than I wish to count, but somewhere around 25. In addition to my consulting I was for many years an adjunct at Bloomsburg University in the School of management. My consulting focus is building pay and performance systems from the ground up. And that means engaging employees and drawing on the strengths of the organization to develop a system.
- And now, what about you? If you could briefly tell us where you are from, your role in the organization, or what brought you here, and if you can think of one, an example of performance management that has crossed your mind since we began today.
- Now grab a piece of paper and write down a few notes to respond to the following questions….This is for your eyes only, but are intended to help you focus on what you would like to get out of this session. We will have time for questions and comments later on, so jot those down to as we go along.
- The first step in building a performance management system is identifying critical job competencies. If this comes too easy, then you are not examining the matter close enough. When I worked with the County of Lancaster on this, the management team came up with what they thought was a comprehensive list of critical core competencies. Recently, the County Administrator at the time, Timi Kirchner, was laughing about how humbled the team was when they asked a focus group, taken from staff across the county, to review and comment on the list of competencies. The team came back with something much more complete, descriptive and inspiring. And even more demanding and challenging then the management team. I have seen this in many other organizations too, which is why I recommend engaging your employees in this question. Two examples that go further (will show in next three slides):Explain BEI interview data and Interview protocolExplain competency dictionary.
- Results from interviews with successful performers.
- This is a great approach to all types of interviews, but especially performance management interviews. Once you capture critical competencies in your organization, you can begin to incorporate them into your job descriptions and your performance management system.
- Here is a page from the sample competency dictionary you have in front of you. The question you have to keep asking is “what does this look like?” In other words, customer service, what does it look like when it is being done right in your organization? Get you best performers to help you shape this definition for your organization so that it is very specific and relevent.
- You also have some sample job descriptions. I mainly want to show you that this does not have to be complicated. Here is an abilities list that looks standard, but reflects some important competencies that you can go back and discuss with the job incumbent during each performance review. You want to engage the employee in the question, “what is critical for success in your job?” How well does the description reflect these competencies. “Tell me what that looks like.” Keep the questions in front of people so the conversation continues well beyond the initial creation of the job descriptions. We know the old adage with respect to muscle, if you don’t use it, you lose it. In the same vein, dynamic organizations are engaged organizations. Like my dog friend, always ready to play, to engage.
- So, what about job descriptions? They are foundational and must be current and accurate. I will take just a moment to stress the importance of methodology. I use structured questionnaires that essentially ask the employee to record what they do and how much time they spend on various job tasks. The questionnaire also gathers important information on skills, knowledge, physical requirements, and working conditions.Second,,,,,
- The next few slides will talk about two important approaches.Lucca is my neighbors dog, but she also reminds me of what it means to be a natural performer. But she does not do it without clear direction. The minute I change my focus away from her, she begins to lose interest as well. So, focused and intentional direction, and communication of clear expectations is imperative!
- So what do these two approaches look like?One is the job goal approach – I call is short and sweet.(Describe tools and give example of what clients like this approach.)The other is the developmental approach. (Describe tools and give example of what clients like this approach)Lets take some time to look at both.
- You have a blank form. Here is a form that is filled out.The beauty of this approach is that you can adapt and modify from year to year to focus on different behaviors. Employees can be a part of the discussion.You can use whatever rating scale you wish, a 1 – 4 scale is good. You can also create weightings if you wish to expand the form.
- Keep the system alive through the year.