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Performance Management Training Presentation
- 1. Performance Management Leader Dogs for the Blind Management Training Jim Watson, SPHR July, 2009
- 2. Introductions Your name Your position/responsibilities How long with the organization How long as a supervisor What you would like to get answered/get out of this training
- 3. Ground Rules Participate Respect other opinions Have fun!!!!
- 4. Objectives Improving communication and performance feedback Planning & conducting annual performance review Understanding performance management process Managing problem performance Documenting performance objectively and accurately How to manage/continue to stimulate high performers
- 5. Mission and Values The mission of Leader Dogs for the Blind is to enhance the lives of people who are blind and visually impaired. In support of this mission, our actions are guided, supported and measured by our values: Respect and compassion for people and dogs Passion for the work Safety in all we do Do what is right Innovation in our field
- 6. Why Is Performance Management Needed? Team member and management work relationship growth/survival Enhances team member development and sustains sound team member relations Accountability Performance Appraisal - employer’s valid defense in litigation
- 7. Why Conduct Performance Appraisals? Promotions/Advancement Training Salary Administration Discipline Termination
- 8. Performance Appraisal Defined Judgment of: quality value How did I do?
- 9. Elements of a Good Performance Management System Periodic meetings Participative Appraisal criteria are job-related Systematic measurement Essential information written/recorded
- 10. Improving Performance Communication & Providing Feedback Maintain open communication channels Coach, assist, and work with team members
- 11. Goal Setting/Setting Standards Establish mutually agreed-upon and specific team member goals and behavior that are aligned with organizational business plans Establish milestone review dates- mutually agreed time lines of break out data for progress reports on goals and objectives Communicate changes or redirection of goals and objectives in a timely manner
- 12. Goal Setting/Setting Standards Develop S.M.A.R.T. goals S pecific M easurable A chievable R elevant T ime-bound
- 13. Annual Appraisal Review All appraisals should be completed, reviewed with and approved by second-level reviewer prior to team member meeting Plan for open dialogue - opportunity to review performance, consider lessons learned, progress made and establish goals and objectives for next period Lay out plan for performance discussions - collect and review notes, statistics, citations and performance based examples Schedule sufficient time to meet with team member
- 14. Annual Appraisal Review Prior to the Review Know the objectives and goals of the meeting Time and Place Conducting the review • Create a positive environment • Give balanced feedback • Focus on the job, not the person • Ask questions; allow feedback • When discussing areas for improvement, discuss methods and objectives for improving • Review self-appraisal
- 15. Discuss the full range of issues Don’t exhibit defensiveness Respect confidentiality of the review discussion when possible Job description/addendums should tie together with performance management Handle disagreement professionally Annual Appraisal Review
- 16. Annual Appraisal Review Conclusion of Performance Review Summarize and review the important points of the discussion Restate the action steps and provide a time frame for completion Make sure team member reviews the appraisal - allow team member to write comments Have team member sign it to acknowledge that he or she has read it
- 17. Annual Appraisal Review Follow-up After the Performance Review Follow-up with the team member with regular meetings Offer the team member support/assistance and encouragement
- 18. Rating Perils Halo/Horn Effect – rate team members the same on every trait Central Tendency – lack of rating differentiation between team members Leniency – avoids honest/accurate ratings to avoid conflict Recency – narrow focus on recent events Similarity/Like me – favorable rating to team members who have similar values or interests to the rater Constancy – rate team members via rank order
- 19. Avoiding Other Rating Perils Consider entire performance cycle Keep adequate record keeping; specific examples Establish milestones Discuss specific performance issues and behaviors objectively Don’t inflate performance ratings (legal impact) Maintain clear and open communication channels Do not make comments about age, race, sex, religion, national origin, veteran status, disability, height, weight, marital status, other protected characteristics
- 20. Addressing and Managing Performance Issues Diagnose Issue: Performance Discussion Describe unsatisfactory performance/behavior Cite specific observed examples Solicit constructive team member action plan to resolve or address the performance or behavioral issue Review action plan and establish milestone date(s) to review progress Offer support, encouragement, resources Follow-up (often and timely)
- 21. Addressing and Managing Performance Issues Verbal Warning Written Warning Performance Improvement Plan Dated and contemporaneous Legible and signed 3. Violations of rules, policies or standards Fully describe the misconduct 5. Be consistent 6. Document your discussion
- 22. Documenting Performance Objectively Why Documentation is Important Creates a Record Allows others (other supervisors, judges, juries) to understand performance issues that have arisen with a particular team member Reduces Employer Liability Less likely to engage in legal action by the team member if discharged Discourages lawsuits/administrative charges
- 23. Summary Performance reviews are important and necessary Goal is to increase job satisfaction/team member engagement Be fair/objective and cover the entire rating period Watch for rating biases Document, Document, Document Consult With Human Resources!!!
- 25. Jim Watson, SPHR [email_address]
Editor's Notes
- #7: One of the critical human resource issues of the 21st century is an organization's ability to refine and develop mechanisms to provide meaningful job performance feedback to all employees. A positive and coherent understanding between the employee and supervisor as to what is acceptable job performance is essential for all employee and management work relationships to survive. Optimum development and proper utilization of each employee is essential to the success of any organization. "How am I doing?" is often one of the most urgent questions on an employee's mind today. Providing factual, candid and objective answers to this question is an effective means of enhancing employee development and sustaining a sound employee relations program.
- #8: There are many other valid reasons to conduct employee performance appraisals and many potential uses for the information generated. Decisions related to promotability, advancement, selection for training, salary administration, discipline and even potential termination may flow from the results of an objective performance appraisal process
- #9: Appraisal has been defined as the act of the judging quality and value. Performance appraisal within the organizational context is the supervisor's judgment of how well an employee performs his/her job based on established job measurement criteria. Note that it is job performance which is being appraised and rated. A performance appraisal that focuses primarily on employee personality traits does little to enhance productivity or identify training, career developmental needs, potential promotability and contributions an employee is making toward meeting organizational objectives
- #10: Ideally the ingredients of an effective state-of-the-art performance appraisal program should be designed to ensure: 1. That all employees are periodically interviewed regarding their career progress to assist them in developing to the fullest. 2. That a systematic measure of an employee's overall value to the organization is recorded. 3. That essential information is recorded concerning the strengths and weaknesses of all employees in relation to career development, including potential for advancement and suitability for other positions and training. The major underlying principles of a truly participative, performance-oriented appraisal program are as follows: 1. The appraisal of a subordinate's job performance is a part of the normal day-to-day responsibility of every supervisor and relates directly to his/her responsibility for planning and assignment of work. 2. Criteria for job performance must be related to the job itself. Sufficient flexibility should be maintained so that achievement measures can be set to reflect accurately and realistically the unique requirements of different positions, levels of assignment and operating conditions. 3. Improvement in job performance can be accomplished most effectively if the employee participates directly in establishing the achievement measures for his/her job. To do a better job, the employee should know what is expected, how he/she is doing on the job and where assistance can be obtained when needed. 4. Employees are inclined to accept suggestions for improving and/or maintaining their performance when they are provided feedback on a continuing basis. a. The employee must recognize and understand the responsibility of his/her immediate supervisor as that of an active partner and coach in providing career and job-related assistance. b. The supervisor must recognize and be concerned with the employee's personal aspirations, motivation and career growth needs. 6. An effective performance evaluation system requires supervisors to communicate job standards and other expectations to employees before the evaluation period begins. By doing so, employees know what constitutes good performance and the supervisor can then more objectively assess performance. 7. Effective compensation systems must link performance achievements to salary increase considerations. Even the best compensation plan is difficult to administer if performance is not the major determining factor in granting salary increases. 8. Frequent feedback sessions must be conducted with employees throughout the evaluation period. Periodic "mini-session" reviews, held perhaps monthly, help minimize the employee from being surprised at appraisal time and helps maintain focus. 9. Career pathing and counseling must be a part of the performance review cycle. By focusing on performance accomplishments, more precise guidance can be given to employees about career options with the company and the achievement of agreed-upon milestones
- #11: The supervisor's prime responsibility is to coach and collaborate in an individual's development. Two major forces in an employee's development must be given full consideration to achieve maximum results
- #22: It is important to remember that whenever you document an employee's absenteeism, deficient performance or misconduct, that documentation could become the subject of a lawsuit. As a result, you should draft your documentation with the idea that a third party who knows nothing about the situation can read the statement and understand what took place. Draft the documentation as soon possible (same day if possible) after the event happens so that the details are fresh in your mind. A document that is written shortly after the event takes place can be persuasive evidence in a later proceeding. Make sure you put the date on the document. Make sure that the document can be read a third party. Write or type it legible. Always sign the document. Treat all employees alike by requiring them to follow all of the company's rules. Don't be accused of playing favorites, or worse, of discrimination, by not being consistent.
- #23: Proper and consistent documentation of employee misconduct or deficient performance is essential for employers to properly evaluate employees. When performance or conduct issues are properly documented - may reduce the likelihood of legal action by the employee if they are discharged. Proper documentation creates a record that may help to convince a judge, arbitrator or jury that the employer’s reasons for discharging the employee were proper. Also, proper documentation may discourage lawsuits because it may persuade an attorney consulting with the employee that he/she does not have a good case.