Managing Performance with Confidence
- 2. Topics ļ® Define performance and the performance development cycle ļ® Discuss how to improve performance ļ® Handle performance challenges
- 3. Why Focus on Performance? ļ® Employees are clear about expectations ļ® Builds stronger working relationships ļ® Helps people focus ļ® Specific feedback is possible ļ® Better results for the organization
- 5. PM Cycle - 4 Steps 1. Planning 2. On-Going Dialogue 3. Formal Review 4. Development
- 6. Performance Planning ļ® Explain the results you want ļ® Set realistic goals, standards and measures ļ® Create support plans ļ® Establish evaluation points
- 7. On-going Dialogue ļ® Giving on-the fly feedback ļ® Finding out whatās going on ļ® Learning what support is required
- 8. Performance Review Itās a combination ofā¦ ļ® Informal progress reviews ļ® Formal final review
- 9. Action Planning ļ® Itās about getting better, which could be more confident, more competent or moving towards the perfect career
- 10. Step One Performance Planning ļ® Review the organizationās needs ļ® Describe high priority areas first ļ® Consider the results expected ļ® What are realistic standards Manager and employee should both engage in this activity
- 11. At the Planning Meeting ļ® Compare viewpoints ļ® Discuss expectations & listen carefully ļ® Negotiate if necessary ļ® Agree on the plan
- 12. Why didnāt you say soā¦ ļ® Clear NOT Fuzzy - Specific NOT Vague Erase these fuzzy termsā¦ Soon, promptly, regularly, frequently, often, quickly, carefully,
- 13. Say what you meanā¦ Regularly = every Monday Promptly = before the phone rings three times Frequently = every two weeks Accurately = less than one error Circulate = include all staff Professional = shirt, tie and jacket Quickly ā before noon
- 14. Trying is NOT a result!
- 15. Structures Influence Performance ļ® Policies ā Sign off authority ļ® Procedures - chain of command ļ® Physical environment ā desks, space, line of sight, lighting Teller, Weigh Scales, Court House
- 16. Conversations are key ļ® Daily, weekly, check in ļ® Progress review ļ® Problem analysis ļ® Course correct or change plans
- 17. Conversations should Balance work with personal interest Get to know them and what makes them tick
- 18. On-going Communication ļ® Observe employeeās actions ļ® Catch them doing something right ļ® Pay attention to the steady, reliable consistent performers ļ® Give feedback - quickly ļ® Talk about problems - as they arise ļ® Follow up - if a change is needed
- 19. When supervisors change ļ® Make sure a review record is available ļ® Talk with the new supervisor about the goals that were set ļ® Discuss the support plans agreed to Make sure the new supervisor knows the goals and promises so they can keep them.
- 20. Keeping Great Employees ļ® Motivation is key ļ® Know their career goals ļ® Give praise and challenges ļ® Help them build skills and knowledge ļ® Develop short and long term game plans
- 21. Common Performance Problems ļ® Showing up late ļ® Missing days at work ļ® Missing deadlines ļ® Inappropriate language ļ® Poor customer service ļ® Incomplete work or errors
- 22. Ask yourselfā¦ ļ® How might I help them become capable? ļ® How might I help them become confident? ļ® What do I know about their learning style?
- 23. We need to talkā¦
- 24. Important Conversations ļ® Explain the problem and (if appropriate) how itās different from their normal work ļ® Ask for insight ļ® Check your understanding ļ® Ask for solutions ļ® Listen for ideas ļ® Help them make a choice ļ® Set a time for the change ļ® Agree on a review time ļ® Record commitments (you may have made some too) ļ® Follow up
- 25. Formal Performance Review ļ® How did we do?
- 26. The Discussion ļ® Create a pleasant atmosphere ļ® Make it a learning process
- 27. Talking about Results ļ® NO surprises! ļ® Look back and re-visit the highs, lows and routine work ļ® Discuss great successes or problems corrected ļ® Revisit problems currently being addressed ļ® Get the employeeās perspective ā first ā listen carefully ļ® Share your own viewpoint ļ® Talk about what was learned: ļ® What was planned? What got in the way? What helped? ļ® Use that to guide the future
- 28. Action Planning Based on resultsā¦ What do we need to focus on? What are the future priorities? Did we identify knowledge or skill needs? (to achieve a high standard or learn something new) What about development ideas? (to build and expand areas of expertise) What is the employee going to do?
- 29. Get people talking together and they create amazing results!
- 30. Contact usā¦ For a workshop on this topic that will build confidence and skills contact: Heather Hughes at ļ®heatherconsults@shaw.ca