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Welcome to the Performance Management Workshop June 2012

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Presentation on theme: "Welcome to the Performance Management Workshop June 2012"— Presentation transcript:

1 Welcome to the Performance Management Workshop June 2012

2 Performance Management Workshop
In This Session Discover the value of effective performance management Examine two common challenges in Performance Management: Objective setting Providing feedback and handling difficult conversations Effectively managing employee performance is key to ensuring the achievement of organizational goals.  Employees are more effective and engaged when they receive feedback and understand how their efforts fit into the big picture.

3 Performance Management Workshop
Why conduct performance reviews? Enhance organizational effectiveness Motivate/engage employees –empower employees to take ownership for results Promote employee growth and support learning and development Opportunity for clear communication and ongoing performance dialogues between employee and manager Provide on-going constructive feedback on performance, identify areas for improvement and establish a plan to meet expected performance levels Provide an inventory of skills and abilities of each employee Provide data to assist in succession planning Provide legal documentation and assist in documenting performance matters Takes the organizational strategies/strategic goals and translates them into tangible, specific measures and goals. Builds a rational and consistent framework for differentiating between performance levels

4 Performance Management Workshop
What do performance reviews do? Define performance expectations to make certain that job duties and standards are clear to everyone Appraise performance by comparing individual performance with standards that have been determined using a uniform rating form Provide a feedback opportunity where an employee’s performance and progress are discussed and plans made for any needed development

5 Performance Management Workshop Performance Management Cycle
Plan Monitor Review This Workshop will focus on Planning (objective setting) and Reviewing (providing feedback and reviewing progress).

6 Performance Management Workshop Stage 1 - Planning
Planning stage provides both managers and employees the opportunity to work together to identify performance objectives that are aligned with and contribute to the achievement of department and overall organizational objectives. Successful approach is a collaborative approach where employees feel they have input into the work that they do. Objectives detail what is to be accomplished by listing expected results, how it is to be done and the measures that will be used to determine success. A goal or objective is an action statement of a desired outcome Effective objectives are SMART objectives. S=Specific M=Measurable A=Attainable R=Relevant T=Timely S = Precisely and clearly outline what is to be done, when it is to be done, who is to accomplish it and how much is to be accomplished. M= How much? How many? How will we know when it is accomplished? Multiple measures should be used if possible, for example, quantity, quality, timeframe, and cost. A=The objective must be achievable under normal circumstances but still calls for a degree of effort. R=The objective should be related to the responsibilities of the position and how it relates and contributes to the success of the team, department and organization. T=The objective must be achieved within a specified timeframe.

7 Performance Management Workshop Stage 1 - Planning
Exercise: Started in 1960, the Dalmatian Humane Society is a non profit animal welfare organization dedicated to the enhancement of animal welfare by preventing animal cruelty, providing adoption services, and educating the public on treating animals with respect and compassion. In 2012, The Dalmatian Humane Society has decided to re-group and create organization wide objectives to be carried out within all areas and levels of the association: Finance - The Dalmatian Humane Society will increase revenue by 14% by in order to enhance services and reach more animals in need Community - Foster a sense of community by connecting people to the Dalmatian Humane Society and collaborating with community partners Customer Service – Enhance and exceed expectations of customer service to all clients and members of the public

8 Lets create a S.M.A.R.T goal for an Adoptions Coordinator based on the following objective
Finance - The Dalmatian Humane Society will increase revenue by 14% by 2014 in order to enhance services and reach more animals in need Keep in mind the Adoptions coordinator role is to be Responsible for the day-to-day operations in the shelter including customer service, telephone reception, merchandise sales and promotion, adoption procedures and cash. Provides customers service to the public and ensures policies and procedures are adhered to.

9 S.M.A.R.T Goal Example Increase the number of cat adoptions within the shelter from 40 cats adopted a month to 50 cats adopted a month by September 2012 by developing a cat adoption campaign within the shelter.

10 Goal-Setting: S.M.A.R.T Activity
Read the job description you have been provided and create 3 S.M.A.R.T goals for the position which reflect the 3 organization- wide objectives. Remember to use the S.M.A.R.T Approach to create goals which could be used on a performance review

11 Performance Management Workshop Stage 1 - Planning
Performance objectives should be: Individual, but tied to the employee’s key job responsibilities, departmental objectives and organizational objectives Jointly determined by the employee and their manager Precise and clear Within an employee’s control, realistic Accompanied by a measure of success and time frame Easily reviewed and assessed by the employee and the supervisor

12 Performance Management Workshop Stage 1 – Planning Con’t
Planning Steps: Prepare the employee for the planning meeting by explaining meeting expectations and outcomes. i.e. performance objectives. Jointly identify three to five areas in which you will set performance objectives for the year. Prepare a draft of the performance objectives (utilizing SMART approach) and come to an agreement about what success for each objective will look like. Identify learning objectives that will help the employee grow in their skills, knowledge, and competencies. Ask the employee if they see any barriers to accomplishing the objectives and, if so, determine what needs to be done to address them. Specify what part they will play and the length of the meeting so that they can prepare appropriately. Performance objectives are based on job responsibilities, organizational objectives and departmental objectives. Book a private space to ensure that there is uninterrupted discussions. This meeting should be approximately hour in length. 5. These objectives can help the employee accomplish his/her work goals or can be part of a longer term plan to develop their careers. This could include courses, workshops or other forms of training, and can also include in-house resources such as coaching.

13 Performance Management Workshop Ongoing Feedback
Suggestions to provide feedback throughout the year: Show interest in the employee’s performance and create a positive and open environment. Listen and be open to the employee’s thoughts and suggestions. Encourage self-appraisal from your employee. Be clear about what can and should be changed. Make your feedback practical. Describe the facts with concrete examples. Be specific. Give the conversation enough time so both you and the employee feel that you have contributed. Find out if there are any problems or challenges that are occurring and if there is anything you can do to help. 3. Employees are more willing to accept feedback when they have recognized their own strengths and areas for improvement. Encourage the employee to appraise their recent performance on a project or initiative, and then build on their insights. Ie. How do you think that worked? What are your thoughts on that? 4. Explain to the employee the specific ways you think they can improve. 6. Focus on the situation, competency rather than the employee’s personality or your views of their motivation. It is easier for someone to react to real events.

14 Performance Management Workshop Ongoing Feedback
Suggestions to provide feedback throughout the year: Be direct, descriptive and talk about the facts Be timely Effective feedback is not advice Start good news or positive feedback with “you” and constructive feedback with “I” Main purpose of feedback is to help employees understand where they stand in relation to performance expectations Remember reinforcing the positive encourages more of the same behaviour Be direct so that people know exactly what you want. Cannot assume employees will think or behave like you would. Discuss what happened not how you feel about what happened. Providing feedback sooner rather than later is best unless you are still upset or angry about the situation. Take a time out and cool off and if it means having the conversation in a day or so this is preferable to having the conversation when angry or upset. When providing feedback it is not advice that you are sharing but rather specific observations and information that an employee might use. Only provide advice if asked – ie. What would you do ? Once give permission you can offer - If it were me I would approached the situation like this……… For example: You did a fantastic job on the report for the committee –it was well written, understandable and directly on point -you really nailed it –way to go. Negative/constructive feedback –saying you need to do… or you’re not doing this properly or you really messed up that presentation makes the comments personal and can be interpreted as condescending or highly critical. I need to speak with you about the quality of the report presented to the Committee as I have some concerns that need to be addressed – when is a good time to get together? “I am talking with you because this is an issue that needs to be addressed for your success in this organization. “

15 Performance Management Workshop Ongoing Feedback
Effective feedback discusses what or how something is done – not why Conversation Starters: “I have some feedback I’d like to share with you. When would be a good time to meet?” “I need your help with what just happened. Do you have a few minutes to talk?” ”I have something I’d like to discuss with you that I think will help us to work together more effectively.” “I’d like to see if we might reach a better understanding about (topic/issue). I really want to hear your feelings about this and share my perspective as well.” “I’d like to discuss….” “I have some thoughts about…..” “I need to provide feedback that is difficult to share….” Why did you do that? Ask the group - How does that make you feel? The tone you use when asking this also affects the manner in which one responds. Asking why a person did something is asking the employee to explain their motivation and this often provokes a defensive response –you feel like you have to defend your rationale. 99% of the time an employees actions are not malicious or intentionally misguided. Instead ask “what happened? Or how did that happen? What can we do to prevent this from happening in future?

16 Performance Management Workshop Ongoing Feedback
Four step process for providing feedback: Describe the behaviour you’ve observed and wish to change –be specific Explain why it needs to change. Describe the results you are looking for Get feedback from them on next steps and what needs to be done to resolve the issue 1) Focus on the situation, describe it and stay objective. When you stick to the facts it’s easier to discuss. Being specific and clear helps the receiver in understanding the issue and what needs to be changed. 2)Give a reason for why it’s an issue and state the impact it had on the rest of the staff, organization or customer. An example of the four step model: 1) I had a problem with the quality of the report you presented to the Committee – specifically there were numerous typo’s and grammatical errors. 2) Explain why it needs to change – reports handed out of this quality send a wrong message about the quality and accuracy of the work our Department produces. 3) It’s important that the work that we present is error free. 4) Next time, please proof read your presentation. Do you have any suggestions on how we can ensure that this does not happen again? Let them own the solution and be part of the decision making – this leads to greater commitment to change.

17 Performance Management Workshop Stage 3 – Review
Tips for Conducting Effective Performance Review Meetings  Be prepared. Book a meeting room away from day to day distractions and ensure that there will be no interruptions Be direct and specific but be tactful. Provide objective factual work examples ie. number of errors, absences Do not get personal. Compare employee’s performance with a recognized standard. (ie. These reports should normally be done within ten days.) Never compare an employee to another employee. Encourage two-way communication. Ask open ended questions. Do not make any notes on the review form that you would not want the employee to see. Document only issues that have already been discussed with the employee –no surprises. Make certain the employee understands how you would like them to improve their performance, and develop an action plan that shows steps to achieving specified goals with expected results and timelines When problems are identified with performance, provide support (training, coaching, etc.) and adequate time for the performance to improve. 1. Make sure that the employee clearly understands what you are saying, and be open to their point of view. As a manager, you are responsible for considering the employee’s point of view and making a well-informed and fair assessment of the employee’s performance. 2.Everyone likes to receive positive feedback. Be specific and genuine in your praise. It will motivate the employee to continue to do a great job.

18 Performance Management Workshop Stage 3 – Review
What if the employee disagrees with the feedback you are providing? Probe and ask questions to understand the feedback from their perspective. Ask the employee: Can you provide examples that will show me what is not accurate about my assessment of your performance? What do you think that I am misunderstanding about the performance that I have observed over the past year? In the end if no resolution is sought, agree to disagree but as the Manager you can advise that the review will remain unchanged. Remember this is a two way conversation. Probe and ask questions - ask for examples to substantiate their view

19 Performance Management Workshop Stage 3 – Review
Typical employee reactions and how to deal with them Denial Anger or aggression Retreating into a shell  Showing their emotions by crying Suggestion to deal with these reactions  Recognize that defensive behaviour is normal. Do not try to explain a person’s behaviour to them. Provide more examples to support your evaluation. Intro: Some say it is better to start with the negative news and finish with a positive and others feel it is best to start with strengths and then cover areas for improvement and then some feel the sandwich approach is best good, negative, good. Boils down to do what you are most comfortable with. When providing negative feedback always do so in a manner that will allow an employee to maintain their dignity and self esteem. Some consider any negative comments to be a personal attack and may react defensively. Denial: by denying the fault, the person avoids having to question their own competence. Anger or Aggression:This allows them to let off steam and postpones confronting the immediate problem until they are able to cope with it. Do not try to explain a person’s behaviour to them by saying things like “you know the real reason you are using that excuse or the real reason you are behaving like that is that you ”. Instead try to concentrate on the act itself (adoptions are down) rather than on the person – ie you are not producing enough.

20 Performance Management Workshop Stage 3 – Review
Suggestion to deal with these reactions – con’t Say the same thing in a different way. Provide an example of what the opposite would be to help illustrate your point. Explain how this aspect of their performance affects the success of the team and/or department. When anger strikes, remain calm and avoid getting into an argument. Let the employee have a say then explain your position again calmly. If the employee starts to cry stay calm and be empathetic. If the employee retreats into a shell try to draw them out by using open ended questions and ask them for their suggestions on how improvements can be made. Anger -Sometimes the employee is not ready to listen and another time should be booked to finish up where your discussions left off. This allows the employee time to think through what has been discussed.

21 What are the Most Difficult Conversations??
1. Read the following difficult Employee Conversations 2. Rank the Conversations from 1 to 10 (1 being the most difficult to 10 being the least difficult)

22 What are the Most Difficult Conversations??
Results from HR News Survey Top 10 Most Difficult Conversations 1. Telling an employee he/she has a hygiene problem 2. Telling an employee your location is downsizing and he or she will no longer have a job 3. Informing an employee he/she is being demoted 4. Telling a hard working employee that he/she isn’t likely to rise any higher in the organization 5. Informing an employee his/her spouse’s behaviour was unacceptable at a company event 6. Confronting someone who has stolen from the organization 7. Confronting an employee who has been job searching at work 8. Talking to an employee about being late or missing work 9. Confronting an employee who is spending too much time on facebook 10. Confronting an employee who has pornography on their computer

23 What are the Most Difficult Conversations??
Reflection What makes some conversations more difficult than others? Do the results of the survey or your own results surprise you? What difficult conversations have you had with employee’s and how did you deal with them? 3. There are so many variables when managing people and often the best way of learning how to have these difficult conversations is listening and learning how others have had the same type of conversations. Who has a story they’d like to share?? An example of a difficult discussion that well or one that they learned from????

24 Performance Management Workshop

25 Performance Management Workshop
Comments to share or questions…. Additional information will be available on the Ontario SPCA Conference Website Contact Information: Ontario SPCA, Human Resources, Debbie Schepens, Ontario SPCA, ext 341 Jennifer Jordan, Ontario SPCA, ext 338

26 Performance Management Workshop
Thank You For Attending!

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