Welcome to “Peak Performance Practices” Chamber Executives of Ontario AGM & Fall Conference Guelph November 5, 2004 Chambers and Associates 93 Glen Hill Drive, Whitby, ON, L1N 6Z8, (905) “Inspiring Individual and Organizational Effectiveness” Human Resource Management - Strategic Planning – Leadership Development – Team Development – Change Management – Customized Training

AGENDA Welcome and Introduction Performance Management Motivation Reward and Recognition Personal Action Plan and Next Steps Close

Management vs Leadership “Management is getting people to do what needs to be done. Leadership is getting people to do what needs to be done. Managers push. Leaders pull. Managers command. Leaders communicate.” Warren Bennis University of Southern California

What Does a Performance Management System Do? Helps organizations meet objectives and carry out major initiatives Identifies ways people can contribute to their work group Provides staff with a complete picture of what results are to be achieved and how to achieve them Extends thinking beyond a one-time appraisal process to an ongoing day-to-day process Helps staff improve their performance, ensuring job success.

Elements of Performance Management Objective setting Performance review/appraisal Performance development plan Coaching and feedback Corrective action process

Goals and Objectives Goals Statements of general direction of intent. They are broad and unconcerned with particular achievement within a specific time frame. Objectives Specific statements that describe results to be achieved and when a goal is to be accomplished. They are quantifiable, observable & measurable.

Smart Objectives S – specific M – measurable A – attainable R – realistic T – time bound

Personal Performance Review Experiential Activity to address: 1. Benefits of conducting performance review sessions 2. Consequences of not having them 3. Challenges in perf. review discussions 4. Ways to prepare for perf. reviews

Personal Development Plan Sample Developmental Activities: Training/course Job rotation Self-directed assignment Participation on committee Reading books, journals or articles Job shadowing Partnering with a more senior staff member

Coaching for High Performance Successful coaching is: Frequent Balanced in encouraging talents as well as suggesting positive ideas for improvement Specific and objective Timely

How Do You Support Performance Management? Educate your staff on the process of performance management Hold regular coaching sessions (1/4ly) Share information that can help team members work smarter Provide team members with specific, frequent and timely feedback

Staff’s Role in Performance Management Identify and define objectives Monitor their own performance Achieve performance and developmental objectives Contribute to open communication Participate actively in all phases of the process

When Performance Management is Working Personal and Chamber goals are met and surpassed Staff take the initiative to improve their performance Staff find their work more satisfying and challenging

Motivating Others Basic Principles Establish high standards of performance Convey attitude that everyone’s work is important Convey trust in people’s competence to do their jobs Inspire people to excel Create an enjoyable work environment Enrich jobs to increase motivation Removal of barriers to motivation Provide opportunities for development Reward people for good performance

Reward and Recognition Benefits of reward and recognition include: Helps motivate and energize staff Improves productivity and performance Staff and volunteers feel respected and appreciated Reinforces results oriented behaviours

Reward & Recognition Activity Activity Topics: 1. Benefits of reward and recognition 2. Consequences of not rewarding 3. Challenges of reward & recognition 4. Chambers of Commerce methods

Personal Action Plan Complete handout entitled Personal Action Plan