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PRO-FRIENDS Continuous Improvement Discussion (CID)

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Presentation on theme: "PRO-FRIENDS Continuous Improvement Discussion (CID)"— Presentation transcript:

1 PRO-FRIENDS Continuous Improvement Discussion (CID)
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2 Continuous Improvement Discussion is:
A 15 to 20 minute discussion on employee performance and behavior A feedback mechanism of each superior to aid employee development and growth A practical assessment tool to complement training, regularization or promotion decisions Here are a few tips on how you can conduct the CID…

3 Continuous Improvement Discussion
Begin the CID by establishing a casual and comfortable environment. Essentially, it should be able to encourage honest communication between employee and superior. Start with the usual pleasantries and engage the employee in a conversational mood. “So, how are you today?” “How have you been?” “Did you have a great weekend?” “How’s work?” Establish the importance of the feedback session. “The reason why we are having this discussion today is just to exchange feedback on where you are with your work.” Proceed with the CID by identifying the following: “What were your deliverables for the past 6 months?” “What specific actions were you expected to take to achieve them? How did you fare in accomplishing them? Are you behind, on track or done? How so?

4 Continuous Improvement Discussion
The STAR method can also be used as a guide to clearly describe the employee’s deliverables and their expected results: Situation: Can you give examples of situations (i.e. projects) you were involved in over the past 6 months? Example: Booking process Task: What were your specific tasks/duties? Did you encounter hurdles along the way? Example: Handle buyers’ inquiries and requests Action: What did you do to accomplish the task/s? Why did you choose that course of action? How did you address the hurdles, if there are any? Example: Address 20 requests a day and create a system to monitor them Result: What was the result of your actions? Was that the outcome you were aiming for? What is the impact of the result to your group? Example: No backlogs in buyers’ requests.

5 Continuous Improvement Discussion
By identifying key deliverables, the first part allows the employee and his/her superior to focus more on the employee’s technical competencies (skills needed to accomplish his/her tasks). On the other hand, the second part focuses on behavioral competencies (attitudes) that the employee needs to: START STOP CONTINUE

6 Continuous Improvement Discussion
In order to achieve deliverables, technical skills must be supported by behavioral competencies. As such, the superior and employee must be able to identify behavioral cues that the employee needs to START doing in order to deliver the output: Example: “I think it would be best that you START communicating more often with other operating units to strengthen your relationship with them” “I think it would be best to START creating a timetable of activities and deliverables so you can manage your workload better”

7 “I think you need to STOP procrastinating to avoid backlogs”
Continuous Improvement Discussion Similarly, behavioral cues that needed to be STOPPED should be identified. These are behaviors that are not contributing to the employee’s performance. Example: “I think you need to STOP procrastinating to avoid backlogs” “You panic easily and lose your cool under stressful situations. Because of that, I feel that you need to STOP giving in to pressure so easily so you can handle your work better.”

8 Continuous Improvement Discussion
Lastly, the superior and employee should also highlight behaviors that should be CONTINUED. These are behaviors that contributed to the success of his output in the past 6 months and must be encouraged as the employee takes on new tasks in the future. Example: “You were very involved in the project I asked you to be a part of. You should continue showing the same enthusiasm moving forward.” “You were able to provide a great alternative to the process. I believe it is best if you continue sharing your ideas and innovation to the team.”

9 Continuous Improvement Discussion
An in-depth discussion of employee performance and behavior helps boost performance through: Identification of actions—whether positive or negative (what to do, stop and continue) Proper monitoring of work performance Improve employee engagement through feedback Alignment to group goals and priorities Checking of development plan, and set employee on track through appropriate work strategies

10 Continuous Improvement Discussion
To maximize its value, a Continuous Improvement Discussion session must aim to: Give a proper perspective to the employee in terms of performance and behavior. Get commitment from the employee to improve areas of weaknesses, and continue positive action. “What will you do to improve on your weaknesses in the next 6 months?” “What will you do to maintain your satisfactory performance?”

11 The discussion must be:
Continuous Improvement Discussion The discussion must be: An honest exchange of what takes place at work A professional assessment of work output and performance Frank and candid, but respectful in giving and receiving feedback Realistic and practical, punctuated by helpful pointers and concrete take aways Highly engaging, allowing the participants to stay on the same page while revisiting goals and priorities

12 As a coach, you must have the proper mindset…
Continuous Improvement Discussion As a coach, you must have the proper mindset… Take a long term view on employee development Be patient on weaknesses Acknowledge strengths and give praise for accomplishments Be aware of employee needs (training, coaching, development) Be open to other work-related concerns, mostly because these may be an opportunity to address work obstacles or challenges

13 Continuous Improvement Discussion
Review employee goals and compare them with accomplishments. Take note of all of the employee’s milestones, major tasks, and projects on track. Give constructive feedback on weaknesses and areas for improvement. Take notice of small but consistent behaviors at work (both positive and negative), which may be a matter of company values. Broaden your view of required employee competencies and make it an area for growth.

14 Continuous Improvement Discussion
Filling up the form: The CID form: 1. You must use this form to guide and document the discussion. 1. Indicate employee name and employee number 2. Other employee details 3. Immediate superior’s details 2. After accomplishing and signing, submit the original copy to HR OD for safekeeping. 4. Employee’s technical goals as submitted. 5. Status of accomplishment 6. Action plans – behaviors that the subordinate should start, stop and continue doing in order to achieve set goals. 7. Discussion on work-related concerns 8. Employee’s Signature 9. Immediate Superior’s Signature

15 Feel free to contact HROD at loc. 331 for any concerns.
Thank you! Feel free to contact HROD at loc. 331 for any concerns.

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