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PERFORMANCE MANAGEMENT
“Improving Employee Performance One Behavior at a Time”
COURSE OBJECTIVES
Identify performance management as a continuous cycle.
Define Performance appraisal.
Understand obstacles to completing performance appraisals.
COURSE OBJECTIVES
Identify the benefits of performance appraisals.
Define performance objective.
Develop “SMAC” objectives and employee performance objectives
COURSE OBJECTIVES
Be able to create a common view of excellence
Be able to evaluate behavior
Identify the performance evaluation process.
SECTION 1: OVERVIEW
Maintaining Motivation
Performance Appraisal Discussion
Define Performance Appraisal
What is the Point of Performing Appraisals?
Why are Appraisals not Completed Frequently Enough?
WHAT IS A PERFORMANCE APPRAISAL?�
Discussion Questions
MAINTAINING MOTIVATION
Equity – respect and fair treatment
Achievement – pride in accomplishments and employer
Camaraderie – good productive work relationships
EQUITY
Communicate fully
Face up to poor performance
Personalize
ACHIEVEMENT
Instill an inspiring purpose
Help them understand their “reason for being”
Stating a mission is a powerful tool
Provide Recognition
Fulfills important human need
Strengthens perceptions of achievement and pride
ACHIEVEMENT (CONT.)
Be an expediter for your team
Facilitate them getting their job done
They become your customers
Coach your team for improvement
Use consistent, constant feedback
CAMARADERIE
ALL THREE
Listen and involve.
Show your interest in your teams’ ideas.
Give your team freedom within defined task boundaries.
PERFORMANCE APPRAISAL OVERVIEW
Performance appraisals permit you and your employee to review the employee’s accomplishments of the prior year.
Performance appraisal sets the foundation of the goals and objectives for your employee for the upcoming year.
SO, WHAT IS THE POINT?
The point is to improve performance…�and not just for the employee.
WHY ARE APPRAISALS NOT DONE FREQUENTLY ENOUGH?
Fear
Barriers
Lack of Common Goals
REASON 1: FEAR!�
Removing
Barriers
If we shift from affixing blame, to identifying barriers to performance we begin to remove the fear and dread people have about these "appraisals".
Blame
REASON 2: BARRIERS
Learn to identify what is better performance
Learn how leader and employee can work together in the future to improve
REASON 2: BARRIERS (CONT.)
An appraisal that works involves several things, but first and foremost is the process of:
It's really that simple!
REASON 3: LACK OF COMMON GOALS
Put away the "blaming stick" and move to a cooperative, dialogue approach.
The whole process can become more comfortable and effective if the leader and employee are on the same side, and working towards the same goals, getting better and better!
SECTION 1: SUMMARY
Performance Appraisals set the foundation for the year.
Performance Appraisals improve everyone’s performance.
Performance Appraisals are usually not completed because of fear, barriers and a lack of common goals.
SECTION 2: OVERVIEW
The Performance Cycle
Benefits of Performance Evaluation
Writing Performance Objectives
Managing Performance Objectives
Defining a common view of excellence
PERFORMANCE MANAGEMENT IS A CONTINUOUS CYCLE. . .
Provide on-going coaching and feedback.
Assess performance. Communicate assessment.
Link performance to development and rewards.
Set objectives, performance standards, expectations.
Performance Management
Cycle
BENEFITS OF A PERFORMANCE MANAGEMENT PROCESS FOR EMPLOYEES:
Helps understand what a “good” job is
Highlights accomplishments
Pinpoints ways to improve performance
Clarifies career goals
BENEFITS OF A PERFORMANCE MANAGEMENT PROCESS FOR ORGANIZATIONS:
Provides a forum for communicating organizational objectives.
Opportunity to discuss management expectations.
Opportunity to provide positive and constructive feedback and guidance.
PERFORMANCE OBJECTIVES
A specific description
of an end result to be achieved (not an activity),
including what will be achieved and when it will be achieved.
SMAC TEST
Test the objective on four components:
THINKING ABOUT OBJECTIVES
FOCUS ON EMPLOYEE’S ABILITY TO CONTRIBUTE TO ORGANIZATIONAL SUCCESS.
CREATE A “BLUEPRINT” FOR EXPECTED RESULTS.
RECOGNIZE EMPLOYEE’S BOUNDARIES OF RESPONSIBILITY AND AUTHORITY.
WRITING GOOD OBJECTIVES
Create
Create a contingency position.
Plan
Plan how to measure success.
Be
Be as explicit as possible.
Create
Create of vision of success.
MANAGING OBJECTIVES
Link individual objectives to organizational objectives.
Develop jointly with employee.
Review and update objectives periodically.
ASK:
HOW CAN CUSTOMER SATISFACTION BE INCREASED?
HOW CAN OUTPUT QUALITY BE IMPROVED?
HOW CAN PROCESS QUALITY BE IMPROVED?
HOW CAN THINGS BE MADE MORE EFFICIENT OR EFFECTIVE?
HOW CAN BETTER RELATIONSHIPS BE FOSTERED?
OBJECTIVE EXAMPLE #1
Objective:
“Attend computer training to improve office efficiency.”
Standards:
“Attend two 5 hour classes on using Microsoft Access to create databases and developing queries for efficient data storage and retrieval by June 1, 2005. Develop new database, implement into office procedures, and train all staff on proper use by December 1, 2005.”
OBJECTIVE EXAMPLE #2
Objective:
“Develop a new filing system.”
Standards:
“By June 1, 2005, develop a user-friendly filing system that can be implemented in no more than two weeks. Users will be able to find documents the first time they look, 98% of the time.”
CREATE A COMMON VIEW OF EXCELLENCE
Create accountability for “How” and “What” gets done
Create a system to provide employee with a baseline of performance.
CREATE A COMMON VIEW OF EXCELLENCE
Use this view to accurately reflect the employee’s behavior and performance
Ensure people are viewed and treated as our most valued asset
SECTION 2: SUMMARY
Performance Management is Continuous
Performance Objectives are a specific description of an end result. They should be specific, measurable, achievable & compatible.
The supervisor and the employee must agree on a performance baseline so performance can be measured.
The employee is our most valuable asset.
SECTION 3: OVERVIEW
EVALUATING BEHAVIOR
MAKING APPRAISALS WORK
THE PERFORMANCE EVALUATION PROCESS
BEHAVIOR IS OBSERVABLE ACTIONS, NOT LABELS.
Evaluating Behavior
EVALUATING BEHAVIOR
“Troy has a bad attitude.”
Vs.
“Customers complain about Troy’s tone and impatience”
EVALUATING BEHAVIOR
“Michael is Lazy.”
Vs.
“Michael completes less work than his teammates.”
WHY EVALUATE BEHAVIOR?
FOCUSES PEOPLE ON HOW THEY GET RESULTS
CREATES A CULTURE WHICH VALUES BEHAVIOR
MAKING IT WORK
Performance development is your job.
MAKING IT WORK
Performance management must be a partnership.
MAKING IT WORK
This is a system to build long-term performance.
Be honest, be committed, and take time to give it a chance.
THE PERFORMANCE EVALUATION PROCESS OVERVIEW
Employee Preparation
Supervisor Preparation
Evaluation Discussion
Finalize the Evaluation
Ratings & Discussions
EMPLOYEE PREPARATION
Job Description
Personal Accomplishments
Input Sources
Next Year’s Objectives
SUPERVISOR PREPARATION
Job Description
Obtain Employee’s Input Sources list
Contact all Relevant Sources
Review employee’s performance according to job description and objectives
Draft Performance Evaluation
EVALUATION DISCUSSION
MEET TO DISCUSS THE EVALUATION
OPENLY DISCUSS ALL DIFFERENCES OF OPINION
PROVIDE MANY EXAMPLES
REVIEW EMPLOYEE’S PERFORMANCE ACCORDING TO JOB DESCRIPTION AND OBJECTIVES
RE-DRAFT PERFORMANCE EVALUATION IF NECESSARY
FINALIZE THE EVALUATION
SUPERVISOR REVIEWS AND FINALIZES EVALUATION IN LIGHT OF DISCUSSION
SUPERVISOR AND EMPLOYEE SIGN EVALUATION TO CONFIRM DISCUSSION ON RECEIPT
OBTAIN NEXT LEVEL SIGN-OFF IF NECESSARY
SEND EVALUATION TO HR
RATINGS AND DISCUSSIONS
Supervisors should rate the performance for the past year.
Performance Management is not a science, overall ratings can be subjective
RATINGS AND DISCUSSIONS
Subjectivity is a matter of opinion, and those opinions should be clearly explained in the performance evaluation discussion.
SBCC EMPLOYEE EVALUATION FORMS
SUMMARY SECTION 3
Evaluate only observable behavior to improve performance.
It is the supervisor's job to partner with the employee to improve performance
Improving performance is a slow process that requires honesty and commitment.
Performance Evaluation has a specific process that improves performance when followed.
RATINGS ERROR AND BIAS
Halo Effect
Evaluation Standards
Central Tendency
Recency Bias
Leniency Bias
RATINGS ERROR AND BIAS (CONT.)
Opportunity Bias
False Attribution Errors
TIPS
Never procrastinate with a performance problem.
Elicit employee’s suggestions for improvement.
Stay focused on behavior.
DISCUSSION POINTS
An employee on your team has a very high level of absenteeism, how do you manage this?
DISCUSSION POINT
DISCUSSION POINT
You have repeatedly observed a team member communicating disrespectfully, how do you manage this?
DISCUSSION POINT
A staff member has quite a backlog and they are not completing projects in a timely manner; how do you manage this?
END