BSBWOR301 Organise personal work priorities and development

Ensure feedback on performance is sought from others If you wish to get a complete assessment of your current performance, it is essential that you obtain feedback from relevant individuals There are several sources for obtaining such feedback. For instance: Your boss or supervisor People you work with (colleagues) People who have trained or assessed you External people that you have direct contact with (customers, suppliers)

Informal feedback from supervisor Informal discussions about performance can help employees Also, such discussions give employees the opportunity to talk about issues and problems that have arisen and allow them to obtain feedback from their manager or supervisor It is important to be proactive and not reactive….. Reactive is where discussion takes place only when problems arise. Proactive is when the individual “checks in” on a regular basis to identify potential problems before they occur

Good quality performance feedback is: Constructive – it explains how to improve, not just what is wrong. Future looking – it does on focus on past mistakes, but provides a clear path for a better way to improve in the future Explanatory – shows the why, not just the what or how Reflective – it encourages self-evaluation Timely – it is given while it is still relevant Two way – there is sufficient follow up and opportunities are provided to ask questions

Good quality performance feedback is (continued): Provides praise when it is necessary – Good work is praised, to encourage it to be repeated Humbling– feedback has to provided in a way that the receiver of the feedback is happy to accept it Accurate – It is correct and not biased All these qualities need to be exhibited when feedback is provided and received in relation to performance

Examples of Feedback Refer to Section 2.2 of the textbook for “Examples of Feedback” Two different examples are provided – what impact did each of these have on you? These examples illustrate the power of feedback. Some employees may not have the capability to have a proper and meaningful conversation with their manager during the feedback process. This is where the self assessment survey (that was illustrated in the text book) could be useful in extracting information on performance

Suggestions to follow when giving the survey to employees Pick the correct time – wait until they are free and able to focus on your task Explain why you want the feedback – i.e. that you require it to improve the performance Ask for accurate feedback – this is important, so as not to waste everyone’s time and also because you wish to improve Remind them to be honest and frank – once again, this will ensure that time is not wasted and that improvement can be achieved Review responses privately – but follow up if clarification is required Seek regular feedback – it will continue to improve your development

The importance of feedback Feedback is important both to the organisation and to the individual Please refer to the table in section 2.2 for detailed information on this issue. Refer to the Activity – Think of the last time you wanted to give someone feedback on their performance or behaviour. How did you do this? Was the communication using all the quality points provided in the table in section 2.2? Source: http://chelsea-rowe.com/dos-donts-requesting-receiving-feedback/

Performance Reviews We now need to move from informal to more formal feedback. This is usually done in a performance review. These reviews can be conducted every 6 months or annually and occur when both manager and employee sit down together to discuss performance over the previous period. These reviews are documented and the results are placed in the employees personnel file Advantages and limitation of Performance Reviews Please refer to the table in section 2.2 of the text book

Steps required to conduct an effective performance review As with informal feedback, it is important that both parties take responsibility for quality interaction. The following will assist: Ensure that the information on the employee is accurate and up to date Provide timely notice so that both parties can prepare Provide any documentation in advance Confirm the time and place of the meeting in advance Ensure that the employee has done a self evaluation and sent it in prior to the interview Book a meeting room for privacy

Steps required to conduct an effective performance review (continued…) Review feedback from previous meetings Use constructive feedback - either positive or negative Set new targets in line with business needs and objectives Collaborate on strategies to achieve these new targets Document the discussion Ensure there is genuine agreement between the employee in relation to the targets that are to be achieved – ensure the employees engagement and commitment Set the time for the next meeting Both parties need to sign off on the new objectives and targets

Key skills in conducting a review – from the perspective of the manager Listening Body language Persuasion Negotiation Documentation Communication How to have difficult conversations How to deliver bad news How to be organised Importance of being level headed

What could go wrong in implementing performance reviews? Low skills on the part of the manager Low priority by manager – lack of engagement Low priority by employee – lack of engagement Unrealistic or non-meaningful objectives Not enough informal feedback during the year Changes in management – performance reviews are forgotten

Other stake holders….. In addition to the manager and employee, there are several other important stakeholders – thes are Colleagues Trainers/Assessors Customers/suppliers Refer to se ction 2.2 of the text book for more details on each of the above