Performance Management Power Point Presenttion
- 2. Introduction Phase of overall management Misconstrued Associated with pointing out mistakes Granting or withholding salary increases Promotions Documenting terminations
- 3. Performance Management Another perspective Hiring Excellent skills but different from the job requirements Honest mistake, but costly, inefficient and counterproductive
- 4. Performance Management Performance management begins with Job analysis Job descriptions Tune interview questions to elicit the applicant’s experience or ability Fulfill competencies of the position Candidate success in your environment
- 5. Scenario Can this candidate reproduce their success?
- 6. Methodology and Rationale Performance management Staff and team development process Colleague motivation Coaching Feedback Progressive discipline
- 7. Performance Appraisal Purposes Clear benefits if done correctly and on time Not to fix behaviour once a year Don’t wait a year to fix them Regular on‑going coaching = annual colleague review
- 8. What Team Members Want From Their Job Rank the following factors based on how important you think they are to Team Members like yourself. Full Appreciation for Work Done Good Wages Good Working Conditions Interesting Work Job Security Promotion / Growth Opportunities Personal Loyalty to Workers Feeling “In” on Things Sympathetic Help on Personal Problems Tactful Discipline
- 9. Team members – Their Expectations of Team Leader Not necessarily the highest wages How team members are treated High job satisfaction +38% higher customer satisfaction +22% higher productivity +27% higher profit
- 10. Survey Results-Ranked by Team Members Full Appreciation for Work Done Feeling “In” on Things Sympathetic Help on Personal Problems Interesting Work Good Working Conditions Promotion and Growth Opportunities Good Wages Job Security Personal Loyalty to Workers Tactful Disciplining
- 11. Rules The Golden Rule The Platinum Rule
- 12. Job Descriptions Uses for Job descriptions Job descriptions also tell Who (usually the incumbent or the supervisor) What work (including review of the work of others) Where and when (or how often) Why (the purpose or impact of the work) How (it is accomplished)
- 13. Job Description Action words (verbs) Action words suitable for job descriptions
- 14. Job Descriptions Job Descriptions and the Law Current Job Descriptions Disclaimers Performs other duties or functions as assigned Sample phrases -
- 15. Objectives for Performance Appraisal Training and development Reward & Recognition Transfer and promotion Redundancies/reductions in workforce
- 16. Appraisal Criteria Based on the essential functions Qualifications stated in a current job description Criteria Measurable Observable Behavioral
- 17. Performance Appraisal Practice Informal Appraisals Audit and Review
- 18. Appraisal Session Preparation Gather information Set a time and notify the team member Finish preparing the associate’s evaluation Forward a copy of review ahead of time to team member
- 19. Conducting the Session Start with light conversation that is not adversarial Present the associate with a copy of the evaluation Allow time for team member to read it over Review each section and discuss examples Allow people to ask questions or offer feedback Together, set new goals and make plans for achieving those goals. Evaluation - need a space for acknowledgement Team member may disagrees with certain aspects
- 20. Bias-free Performance Appraisals Disclose performance standards to all managers and team members Use subjective ratings as only one part of the appraisal Train supervisors to use the rating instrument properly Allow appraisers substantial daily contact with the team members being evaluated Conduct independent appraisals Formal appeal mechanism Document termination decisions
- 21. Motivation Factors Top 3 Motivators How they are being met now How they can be better met
- 22. What Organizations want from Team Members “ Competency” in language of organisations Competencies are the skills, knowledge and behaviors that organisations have determined are required for success These competencies may vary from organisation to organisation The practice of defining and measuring competencies has given rise to a type of management known as Competency Based Management (CBM).
- 23. Adaptability and Flexibility Adapt to rapid change Facilitate change for team members Help others to adjust to the new work processes Encourage others to seek innovative approaches to addressing problems and opportunities. Flexible in implementation of change Bring team to the acceptance and normalisation phase of the change process
- 24. Team Building and Performance Management Uses appropriate methods and a flexible interpersonal style Build and maintain an effective team that achieves goals Diverse people and views are valued Ensures appropriate training and education Provides timely guidance and feedback Help others focus on work objectives to ensure timely and accurate completion
- 25. Networking Posses the ability to effectively build networks inside and outside of the organisation Develop and use collaborative relationships at all organisational levels to facilitate the achievement of team goals Ability to work toward shared goals, nurture relationships Demonstrate commitment to the organisation
- 26. Communication Skills Clearly conveys information and ideas through a variety of media Engages the audience and helps them to understand and retain the message Sends clear and convincing messages Follow up to assure sent messages are understood
- 27. Continuous Learning and Innovation Encourage innovations Challenges existing concepts, methods, structures, and thinking patterns Openness to new ideas and information Innovative solutions to work situations Achieve benefit from potential negative Meet/exceed organisation’s standards
- 28. Customer Service and Focus Recognizes three categories of customers Internal External Suppliers Anticipate customer needs to retain effective customer relationships
- 29. Decision-making Skills Identify and understand issues, problems, and opportunities for data driven decisions Accurately accumulate relevant customer information to draw proper conclusions Use data to develop effective approaches, and solutions Recognise constraints and anticipate probable consequences
- 30. Leadership Skills Keeps the organisation’s mission at the forefront of decision making Inspires team members to do likewise.
- 31. Planning, Organising and Time Management Skills Effectively prioritises Plans the appropriate utilisation of resources Manages time effectively.
- 32. Negotiation Skills “ You don’t get what you deserve, you get what you negotiate” Gather support for projects or department Gain approval for a budget proposals Has learned several negotiation strategies because every negotiation sessions is different
- 33. Team members’ Motivators Top 3 Motivators How they are being met now How they can be better met
- 34. Goal Setting Tying individual goals to customer expectations Traditional systems - team member is accountable to the manager Traditional method based on MBO “ 360‑degree” goal‑setting–customer driven Potential disadvantages
- 35. 360‑Degree Performance Appraisals Advantages More comprehensive view of team member performance Increases the credibility performance appraisal Peer feedback will enhance self‑development Increases accountability to their customers Disadvantages Time consuming and more administratively complex Feedback can be intimidating to team members Insufficient training in communication techniques and how to provide and accept feedback
- 36. Coaching and Counselling Qualities of an Effective Coach look for opportunities to praise good performance counsels on how to improve The coaching process
- 37. Counselling Correct or prevent behavioural problems Help an associate examine conditions, attitudes, feelings, perceptions and behaviour patterns How this affects effective job performance and/or cause problems
- 38. Steps - Counselling Process Prepare for the discussion State the problem specifically and clearly Get the team member's side Clarify the problem and get agreement a problem exists Make sure the team member understands the problem
- 39. Concluding the Counselling Session Communicate your belief in the team member's ability to make the needed changes Follow up and recognize any improvement Prepare to move into the disciplinary process if two attempts at counselling have failed
- 40. Competence and Commitment “… well, is it a lack of skill or a lack of will?” Within the control of associates Competence is having the skills and task-relevant knowledge for the job Commitment or “will” internal response created by having or not having the right motivation factors
- 41. Competence Low High The ability to do the job required with moderate supervision. The ability to act as a role model and teach others their job.
- 42. Commitment Low High Has a neutral to positive attitude at all times toward the job. Strives only to meet goals. Continually strives for excellence. Works to improve self and others at all times. Raises the morale of others.
- 43. Balanced Feedback 5 steps to providing balanced feedback OPEN by identifying the situation and improvement opportunity STATE the results and impact of this behaviour to establish importance SEEK information to determine other data and motivation DEVELOP ideas for improvement CLOSE by summarising and confirming positive expectations
- 44. Common Feedback Errors Judgmental Vague “ Hearsay” “ Sandwiched” Exaggerated Generalities Psychoanalysis of Motives Lengthy Threatening Sarcastic Feedback as a Question
- 45. Improving Performance Behaviours influence performance Team Member’s work environment Research has shown that 66% of performance problems are attributable to the work environment If true, we need to fix the environment
- 46. Progressive Discipline Make effort to restore performance to a level of acceptability Not looking to fire anyone Progressive discipline is preferable Progressive discipline may be required by contract
- 47. Progressive Discipline Ask valid questions before action Discipline must be progressive Verbal Warning Written Warning Notice Suspension Termination Right to Appeal Discipline must be timely In accordance with contract & employment legislation
- 48. Immediate Discharge - Examples Violation of Drug & Alcohol Policy Dishonesty Abusive behaviour towards clients Gross insubordination Willful damage to Company property Fighting on the premises Illegal act Violation of Fair Employment and Anti-Harassment Policy
- 49. Dishonesty Dishonesty on the job, and/or off-the-job dishonesty or misconduct that relates to a team member’s work or the work place, may constitute a violation of this policy and will subject a team member to disciplinary action, up to and including discharge. DISCLAIMER This is not a legal opinion or ruling. It is your responsibility to review your company policy manual, take legal advice, or obtain guidance from you Human Resources department on this issue.
- 50. Scenario – Progressive Discipline You are a team leader with responsibility for 6 staff. A team member, who has been employed for ten months, is causing you some concern. They have a target to take case files from the office manager and input new case files onto the database within 2 working days of their receipt: on average it is taking nearly 4 days, with the worst taking up to 7 days. You spoke to them a month ago and asked if there are any problems: they say no, they are “just settling in”. You have monitored their workload since then and there is no improvement.