1. Performance Management and Employee Development
CNA / Nurse Leadership Conference
November 1, 2016

2. “The Right People on the Bus”
Why Are We Here Today?
To learn more about the managing employee performance and developing talent for your team.
“The Right People on the Bus”

3. Why Is It Important?
The Key to Your Success Rests with the Quality of Your Employees
Turnover = Lost Productivity / $
Poor Staffing Practices = Lost $
Need for Business Continuity
Staff Continued Development
Business Growth / Expansion

4. Today’s Agenda Performance Goals and Criteria Development
Job Descriptions and Performance Appraisals
Documenting Performance
Delivering Performance Feedback
Employee Development Processes
Identifying High Potential Employees

5. Performance Goals Performance Goals Give Direction and Motivation -
Define expectations for achievements, growth and contributions
Fair means of evaluating individual performance
Objective basis for determining employee rewards, areas requiring coaching, and training needs.
Guide employee career development
Direct individual efforts toward corporate goals

6. Performance Goals Goals Should Meet Defined Criteria -
Objective and written in clear terms
Measurable and Observable
Challenging but Achievable
Prioritized in order of importance
Mutually agreed upon by Employee and Supervisor
Flexible

7. Performance Goals Each Goal Needs an ACTION PLAN!
Mutually agreed upon Action Plans
Ensures two-way communication
Identifies timetables and progress measurement
Process defines the Supervisor’s role in assisting the Employee meet her / her goals.

8. Job Descriptions and Appraisals
Job Descriptions are the foundation for performance evaluations. When used effectively, they are the connecting point to a targeted Performance Appraisal.

9. Job Descriptions and Appraisals
Performance Appraisals Should….
Be an open assessment of performance
Should identify goals that are achieved, met,
made progress towards or failed.
Review if the goals were realistic or valid
Be a forum for connecting the Employee’s
performance to the company’s goal achievement.

10. Delivering Feedback Performance Appraisals Benefit Both Parties
Prepare Effectively for Performance Appraisal Meetings
Conduct the Meeting as an Open / Mutual Dialogue
Work together to Identify Goals and Action Plans
MAKE THIS A POSITIVE OCCURRENCE!

11. Employee Development Processes
Training and Follow Up
Counseling
Engagement / Collaborative Leadership
Ongoing Communication

12. Employee Development Processes
Training and Follow Up –
Job-Specific Training (as a Participant)
Job-Specific Training (as a Teacher)
“Life Style” Educational Programs
Apprenticeship / Mentoring Programs

13. Employee Development Processes
Counseling –
Management / Employee Interaction
Positive Reinforcement
Behavior Modification / Documentation to Improvement
Personnel File tracking

14. Employee Development Processes
Engagement –
Collaborative Leadership
processes create and
encourage a delegated and
empowered workforce that enables
business to grow skills internally.

15. Employee Development Processes
Value of Ongoing Communication
Employee Buy-In
Idea Generation
Commitment to Continuous Improvement
Potential for Increased Sales / Productivity / Staffing
Jack Welch – “Managers must over communicate in this day and age to your employees. Take the surprise out of any decisions made.”

16. Identifying High Potential Employees
What is a HiPo?
Business Attributes – sense of urgency, heightened focus, greater intensity and enthusiasm
Employee Characteristics – persistence, proactive, expanded roles in company, ability to adapt

17. Identifying High Potential Employees
Performance Management Process
Connectivity to Senior Leadership
Mentoring Programs
Multi-Disciplinary Rotation
Expanded Educational Opportunities

18. Identifying High Potential Employees
Performance Management is continuous process of review, assessment and feedback
360 Degree Feedback
Opportunity to communicate in different circumstances

19. Identifying High Potential Employees
Connectivity to Senior Management –
Owners and Operators can accelerate professional growth and business understanding
Early stages of Succession Planning for future management or ownership
Could include limited P & L responsibilities or functional management

20. Identifying High Potential Employees
Mentoring Opportunities –
Balanced approach to on-the-job skills growth, development and coaching
Serving as both mentor and mentee creates new avenues of team-building and communication
Assess existing and new employee characteristics such as initiative, flexibility, willingness to learn, and general abilities.

21. Identifying High Potential Employees
Multi-disciplinary rotation –
Cross-functional training expands the skill sets for the employee base
Builds a potential bench per position for times of need
Opportunity to improve overall business depending on the function

22. Identifying High Potential Employees
Expanded Educational Opportunities –
Cost – Benefit Analysis
Classes could include specific advanced skill-based seminars, business classes, or “soft skill” classes such as communication, presentation, sales and customer service.

23. Summary
“The Right People on the Bus” can be developed for success in your businesses through consistent and open communication.
Performance Management and Employee Development Planning are processes that can make this happen for you!

24. Questions? Contact Daren Fristoe by email at
or by phone
(816)