1. Lecture 23

2. Performance Management and Coaching

3. Thoughts for Discussion
Most employees already know what they should do and how to do it.
Performance management is simply a matter of expecting tasks to be done correctly and on time.
If the problem does not go away, the employee must be stupid, lazy, or have a “bad attitude.” Therefore, punishment is called for.

4. Performance Management

5. Performance Management What we will cover today:
Performance Management Defined
Goals of performance management
Components of performance management
Performance management tools
Performance Review
Creating performance goals and development plans

6. Performance
The accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed. In a contract, performance is deemed to be the fulfillment of an obligation, in a manner that releases the performer from all liabilities under the contract.

7. Performance management’s definition can include:
Achieving goals
Continual review of performance
Annual performance salary increase
Feedback and coaching
Two way communication
Career and professional development
Enhanced work performance

8. Goals of Performance Management
Ties individual performance objectives to the organizational goals
Promotes partnership between supervisor and employee
Promotes ongoing open communication
Promotes professional development
Establishes framework for future growth
Provides employee with ongoing written feedback

9. Components of performance management
Performance and development planning
Coaching and progress reviews
Performance and development review

10. Components of Performance Management
Performance and Development Planning
Performance and Development Review
Coaching and Progress Reviews

11. Performance Management Tools for Performance and Development Planning
Identify the goals/expectations
Establish measurement criteria
Identify “gaps” in knowledge or skills required to achieve objectives
Describe specific development activities

12. Performance Management Tools for Performance and Development Planning: Identify the goals/expectations
Good goals are: SMART
Specific
Measurable
Achievable
Results-oriented
Time-oriented

13. Performance Management Tools for Performance and Development Planning: Establish measurement criteria
Quantity: specifies how much work must be completed within a certain period of time
Quality: describes how well the work must be accomplished, specifies accuracy, precision, appearance or effectiveness, sensitivity to diversity and culture
Timeliness: answers the questions, By when? How soon? or Within what period?
Effective use of resources: used when performance can be assessed in terms of utilization: budget savings

14. Performance Management Tools for Performance and Development Planning: Identify“gaps” to achieve objectives
By evaluating employee’s current job skills to those needed for the performance objective(s), training and development needs will be identified.

15. Performance Management Tools for Performance and Development Planning: Describe specific development activities
Identify areas needing improvement
Provide specific and realistic suggestions
Give advanced thought to amount of supervisory time required
Consider employee’s key interests and/or developmental needs, and alignment with departmental goals

16. Components of Performance Management
Performance and Development Planning
Performance and Development Review
Coaching and Progress Reviews

17. Performance Management Tools for Coaching and Progress Reviews
When
Conduct ongoing feedback and coaching sessions throughout the year

18. Performance Management Tools for Coaching and Progress Reviews
How
Let employees knows what is expected of them
Allow employees sufficient opportunity to perform their job
Let employees know how they are doing
Seek the employee’s opinion
Ask the employee to identify specific ways to enhance performance and take ownership

19. Performance Management Tools for Coaching and Progress Reviews
How - cont’d
Give feedback on employee’s ideas and give your own.
Summarize meeting outcomes and set a follow-up date
Express confidence and support

20. Performance Management Tools for Coaching and Progress Reviews
Feedback should be:
Behavioral: Focus feedback on employee’s behavior
Specific: Give specific examples of observations; avoid exaggerations, e.g. “always” “never”
Job-related: feedback must be about behaviors exhibited on the job

21. Performance Management Tools for Coaching and Progress Reviews
Feedback should be:
Timely: feedback should be given as soon as possible; time lapse allows inappropriate behavior to be repeated
Balance: the “sandwich” method; deliver positive feedback, followed by constructive feedback, then positive again
Respectful: feedback is more easily accepted if the employee’s dignity and self-worth are kept intact

22. Performance Management Tools for Coaching and Progress Reviews
Verbal Formal - set up formal meeting time to hear a progress report from your employees
Verbal Informal - a simple “how’s it going” conversation
Written Formal - letter or memo
Written Informal - a note giving a quick update or input

23. Performance Management Tools for Coaching and Progress Reviews
Some reasons for Non-Performance
Employees don’t know what they are supposed to do
They don’t know how to do it
They don’t know why they should do it
There are obstacles beyond their control
They don’t think it will work
Not motivated - poor attitude
Not enough time for them to complete it
They don’t know what the priority is
They think they are doing it (no feedback)

24. Components of Performance Management
Performance and Development Planning
Performance and Development Review
Coaching and Progress Reviews

25. Performance Management Tools for Performance and Development Review
Performance Reviews - Why do them?
To review employee performance vs. expectations
To clarify job responsibilities and understanding
To help plan developmental needs
To provide honest and constructive feedback

26. Performance Management Tools for Performance and Development Review
Preparation for Review
Review past 12 month’s performance record
Gather input from others
Review documents from coaching/feedback sessions
Review written notes or communications
Compare performance objectives to results
Examine results against their impact on the College’s goal
Encourage employee’s to submit their list of accomplishments
Review employee’s development objectives

27. Performance Management Tools for Performance and Development Review
During the meeting:
State purpose of discussion
Give recognition for each objective, accomplishments, areas of strength
Specify areas for each objective where performance can be improved
Summarize overall performance

28. Performance Management Tools for Performance and Development Review
During the meeting:
Ask employee to give comments
Review employee’s progress with development
End on a positive note
Plan a meeting to create a new performance and development plan