Performance management manager training

Editor's Notes

• #2: Today is not only a training session but a sales pitch because we need your buy in as managers if this is going to work.Define work = Has a clear benefit to all.
• #5: Run through the processEmphasis flexibility
• #6: Performance Management is not the system
• #7: Infographics seem to be all the rage these days so here is a token one for interest.Source is from a company who are selling benefits and rewards programs, so take with a grain of salt
• #8: Idea is to keep it simple rely on your feedback and input to make sure this does become too complicatedSome hard work is needed in order to get anything out of it.
• #9: Idea is to keep it simple rely on your feedback and input to make sure this does become too complicatedSome hard work is needed in order to get anything out of it.
• #10: Old but remains relevant
• #11: This might for your unit only or in consultation with other stakeholders, like Jim with Mr HMost important part is planning, normally takes the longest too but sets a good foundationHelp them to be their bestNo surprises more an opportunity to recognise good efforts throughout the period rather than a bashing session
• #12: So rather than looking at what the employee has done or not done in the past performance period (looking solely at behaviour, you can look at the person’s contributions, then back track to behaviour and individual variables. Done properly they will be far less defensive since the focus is on the company and work unit goals.Focusing on contribution also makes the performance review process an important business tool as it is concentrating on real problem solving with the employee taking into consideration the environment we work in.
• #13: Stages of Performance ManagementProblem AwarenessBecoming aware that staff are either “not doing what they should be doing” or “doing something that they are not supposed to be doing”.Some common causes of poor staff performance are gaps inCompetenceResourceMotivation Confidence Authority Feedback DirectionRewardNEVER ASSUME YOU KNOW WHAT IS CAUSING POOR PERFORMANCE IT COULD BE YOU!Problem AssessmentAn assessment of the seriousness of the problem, here you need to establish whether the problem is worth your time and effort. Problem IdentificationIf the problem is worth your time and effort then you need to establish the causes of the problem. Performance planningIt is very important that the person who is being reviewed understands what they were supposed to do throughout the yearStart performance management from day one by creating performance goals.A performance Plan provides your staff with:A sense of directionA benchmark against which to measure their progress Confidence These performance goals clearly outline what objectives and standards the person is to achieve in a certain period. Effective goals are SMARTA. Specific Measurable Agreed Realistic Timed AlignedHow are you going to gather relevant data throughout the year?Discussions at the end of a performance period based on vague feelings is not going to end wellGather and record what you have observed; good and bad.Performance coachingPerformance coaching is the ongoing feedback and reinforcement of staff regarding their progress in terms of meeting the objectives and standards set in the planning phase. As a performance coach the manager is continually observing how employees are performing and providing them with feedback.Effective feedback is: Regular and goal directedClear, specific, timely and brief Descriptive rather than evaluative (expressing a judgment or assigning a value to it, as opposed to describing a fact)Directed toward controllable behavior rather than personality Face-to-face if possible, sincere and genuine Done in an appropriate setting Confronting Poor Performance It is important that regardless of whether the objective of this feedback is motivational or corrective, it needs to be constructive not destructive.Destructive feedback tends to focus on generalized, subjective comments that focus on personality characteristics rather than specific behaviors Tell/Inform the person… What he/she is doing wrong or not doingWhat he/she should be doing What he/she needs to change to be doing it right How long he/she has to get it right What support he/she will get from you Remember the Golden Rule for Managing Performance Zero Tolerance for Poor PerformanceCoaching steps           Performance Review and Planning MeetingThe formal performance review has four main purposesMotivationalDevelopmentalRemedial Planning for the futureReview ALL employees’ performance twice a year. With new employees at the end of three month probation period Measuring performance aims to answer the questions:What has the person contributed and achieved in the last review period?What has the person achieved in relation to previously set goals?What needs to change in order for this employee to contribute more?What is the action plan for that change to happen? Who, What, Where and When?Give the staff member two weeks’ notice to prepareReview the following prior to the meeting: The job requirements and any previous performance goals and standardsHow well has the person achieved his/her performance goals during the review period? The extent to which the person’s contribution and behaviour has enabled the performance objectives and standards to be achievedHow well have any improvement plans agreed in the last review been put into effect? What performance goals would you like to set for the person for the next review period? Has the person had any problems carrying out his/her work? Does the person need any additional support from you? Is the best use being made of the person’s skills and abilities? Is the person ready for additional responsibilities? What development and training does the person require?Are there any special tasks or projects that the person could benefit from? Conduct the meetingDiscuss each element of the previous performance planWhat went wellWhat could be improvedHow can it be improved (For input into Performance PlanningAgree on each point/area of performanceCreate a Performance Plan for the next period which will be the foundation for the next reviewBy the end of the meeting the employee shouldHave the sense that the manager is more interested in creating success than finding fault laterFeel that the manager is willing to help the employeeFeel that the manager recognizes that the employee has significant knowledge and ability to increase productivity and achieve greater success in his or her job.Have a sense they she or he and the manager are on the same wavelength and share similar goals and concerns (They are on the same side)
• #14: Performance coaching is the ongoing feedback and reinforcement of staff regarding their progress in terms of meeting the objectives and standards set in the planning phase. As a performance coach the manager is continually observing how employees are performing and providing them with feedback.Effective feedback is: Regular and goal directedClear, specific, timely and brief Descriptive rather than evaluative (expressing a judgment or assigning a value to it, as opposed to describing a fact)Directed toward controllable behavior rather than personality Face-to-face if possible, sincere and genuine Done in an appropriate setting Confronting Poor Performance It is important that regardless of whether the objective of this feedback is motivational or corrective, it needs to be constructive not destructive.Destructive feedback tends to focus on generalized, subjective comments that focus on personality characteristics rather than specific behaviors Tell/Inform the person… What he/she is doing wrong or not doingWhat he/she should be doing What he/she needs to change to be doing it right How long he/she has to get it right What support he/she will get from you Remember the Golden Rule for Managing Performance Zero Tolerance for Poor Performance
• #17: The 6 legal issues
• #22: Non-directive - allow the individual to talk out problems and resolve difficulties with a minimum of direction being provided by the person serving as counsellor.
• #27: 2 employees with same skills may produce different results because they are affected by the system/environment differentlyGenerally what annoys you in someone is a trait you have