Presentation on theme: "Managing For Success Carnegie Mellon Human Resources Leadership Symposium 2002 Presenter: Jill Diskin Director, Human Resources Services."— Presentation transcript:
Managing For Success Carnegie Mellon Human Resources Leadership Symposium 2002 Presenter: Jill Diskin Director, Human Resources Services
2 Workshop Objectives To highlight the linkage between Carnegie Mellon’s strategic plan and managing performance To give you information about Carnegie Mellon’s performance management framework To provide tools for you to use with the employees you supervise
3 Supervisors now have access to Supervisory Performance Management Resources... PMP On-line...
4 Alignment For Results University Strategic Plan Your College/Division Plans Your Department Plans Employee Goals and Objectives Results
5 Focuses every employee on the most important results to achieve your departments’ strategy Engages employees in achieving organizational goals and objectives Provides job related criteria Provides results and measurements that are credible and observable Enhances motivation Benefits of Linking Performance to Your Organization’s Strategy
6 In a nutshell... Performance management is a way to leverage Carnegie Mellon’s human capital.
7 Planning Creates the foundation Establishes expectations Mutual commitment
8 Managing Heart of the process Employee motivation Updating and revising expectations Providing career development opportunities Coaching
9 Reviewing Comparing performance expectations against performance results Providing feedback and engaging in constructive dialogue Recalibrating expectations
10 Planning Cycle Aligns with University Salary Review...
11 Planning Setting Expectations Requesting employee input Discussing the employee’s input and your expectations Agreeing on performance expectations for next performance cycle Establishing milestones
12 Planning About the PDF A starting point The yardstick Not cast in concrete
13 Specific Behavioral Challenging Measurable Time-defined Planning Finalizing Expectations
14 Develop a plan to reduce inventory shrinkage Improve the efficiency of staff reporting to you Prepare an annual report Planning – Exercise #1 Now It’s Your Turn
15 Managing Cycle
16 Managing What does it mean? Motivating the employee Updating and revising performance expectations Providing career development experiences Providing coaching feedback
17 The Practical Coach
18 Managing Coaching To provide feedback to employees To form a basis for the annual performance review To build your credibility as a manager To improve productivity
19 Managing Coaching Reinforcing feedback... is designed to promote the continuation of a desired behavior. Constructive feedback... gives information to an employee about an aspect of their performance that needs to be changed.
20 Managing Coaching Practical Guidance State the purpose of your discussion Describe the work-related behavior you have observed Describe the impact the behavior had on your unit’s operations Listen to what the employee has to say
21 Managing Coaching Practical Guidance Explore alternatives Agree on the work performance expectations Summarize the discussion, including stating the performance expectation
22 Managing Coaching When is coaching not appropriate? What is the employee’s role when being coached? What if the employee shares personal information? Special situations
23 Managing -- Coaching Valuing Diversity Introverts and Extraverts
24 Managing -- Coaching Defensive Behavior Listen actively Verify understanding Restate the point Acknowledge feelings and respond with understanding
25 Managing -- Coaching Defensive Behavior Check perception directly Change topics or end conversation Maintaining control by asking questions
26 Managing Time Management Ideas Allocate some of the responsibility for coordinating the process to your employees Use computer and/or paper files effectively Use “tickler” strategies Spread your effort throughout the entire review cycle
27 Managing -- Coaching Some Fallacies Coaching Fallacies... People with good performance don’t need feedback Positive feedback will just inflate the employee’s ego Constructive feedback just makes people angry People don’t like to be challenged
28 Reviewing Cycle
29 Reviewing What It Means and Why Looking back on past performance Setting the stage for the next cycle Discussing the employee’s performance with him or her
30 Reviewing Preparing for the discussion 1. Review the division and department vision, mission and goals and staff member’s PDF. 2. ID key areas of the staff member’s job as related to achievement of divisional and departmental goals and key competencies for the position.
31 Reviewing Preparing for the discussion 3. Review agreed upon individual performance expectations 4. Prepare open-ended questions focused on the individual’s strengths and opportunities for improvement 5. Prepare a list of performance expectations 6. ID developmental opportunities 7. Establish new performance expectations
32 Reviewing Setting the stage for success Physical setting considerations no interruptions length-timeline Your communication style encouraging and pragmatic Schedule the meeting with the employee in advance
33 Reviewing Common Evaluation Errors First impression response Central tendency Halo/horns effect Recency effect Leniency Evaluator bias
34 Reviewing Conducting the Review Introduction Listening and Interacting Common understanding/give and take Conclusion After the Meeting
35 Characteristics of the Performance Management Cycle Includes Planning, Managing and Reviewing Ongoing process and not an event Dynamic
36 A process of letting people know... What’s expected How they’re doing That what they do matters to you
37 Workshop Objectives To highlight the linkage between Carnegie Mellon’s strategic plan and managing performance To give you information about Carnegie Mellon’s performance management framework To provide tools for you to use with the employees you supervise