Convince Your Skeptics. Modernize PERFORMANCE MANAGEMENT

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Clarissa Craig
5 years ago
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1 Convince Your Skeptics Modernize PERFORMANCE MANAGEMENT

2 Jamie Resker Founder & Practice Leader

4 Let s get this over with Forms and Process

6 Conversation

8 What Should PERFORMANCE MANAGEMENT ACHIEVE?

10 Anticipating and Preparing for Common Objections HOW TO GET READY FOR THE MOST COMMON OBJECTIONS

14 Grow 2017 Employee Performance Solutions, LLC All Rights Reserved Licensing for Use Within act Employee Performance Continuum On-Target Work Results Job Responsibilities Goals Skills Low Growing Off-Target Observable Behaviors On-Target

can think of: past and present 5-Minutes pg 5 2017

15 Where I see others: Applying your experience to the Continuum Instructions Plot as many people as you can think of: past and present 5-Minutes pg Employee Performance Solutions, LLC All Rights Reserved

16 Instructions Connect with another workshop participant and explain your thinking Pair up with another participant and take turns explaining your thinking behind your plotting (choose 2 plots per person to explain) 2017 Employee Performance Solutions, LLC All Rights Reserved

19 Employee Performance Continuum Coordinate Plotting Steps Step 1: Manager lists all direct reports on white board Step 5 Group agreement on final plotting coordinate Now return to Step 3 to plot the Morgan, the next employee Team Lead Plotting Approach Manager s view followed by the team s input Step 2: Non-direct managers (team) plot *all employees on their personal Employee Performance Continuum grids Step 4 Manager plots Sam 2-minutes describing the plotting rationale Non-Direct Managers: 1-minute for questions/discussion Step 3: Non-direct managers plot Sam at the white board (1 person per time is plotted) Employee Performance Solutions 2017

22 RATINGS PRURPOSE AND EFFECTIVENESS How to determine if traditional performance ratings schemes work

24 REAL EMPLOYEE RESPONSES TO RATINGS How do I get to be a 6? I don t want to be a B, I want to be an A How do I get Outstanding instead of Meets Expectations for Communication? Can managers answer these questions in a way that is clear and actionable? How do ratings help improve performance? Who benefits from ratings? Do ratings strengthen manager and employee partnerships? Are traditional performance ratings an accurate reflection of performance? 2018 Employee Performance Solutions, LLC All Rights Reserved v

26 APPLY THE TRADITIONAL CATEGORY RATINGS Assign Rating Categories to the Employees Plotted Below: Outstanding (indicate with the number 5 ) Exceeds (indicate with the number 4 ) Meets Expectations (indicate with the number 3 ) Below Expectations (indicate with the number 2 ) Unacceptable (indicate with the number 1 ) 2018 Employee Performance Solutions, LLC All Rights Reserved v

27 DUAL RATINGS Assign Dual Rating Categories to the Employees Plotted Below: Outstanding (indicate with the number 5 ) Exceeds (indicate with the number 4 ) Meets Expectations (indicate with the number 3 ) Below Expectations (indicate with the number 2 ) Unacceptable (indicate with the number 1 ) Employee Performance Solutions, LLC All Rights Reserved v

THE EFFECT OF RATINGS CONNECTED TO PAY DECISIONS

superstar and deserved the maximum pay increase

Increase 2018 Employee Performance Solutions, LLC

29 THE EFFECT OF RATINGS CONNECTED TO PAY DECISIONS Ratings were inflated to indicate everyone was a superstar and deserved the maximum pay increase Outstanding Exceeds Rating = 5 Highest Pay Increase 2018 Employee Performance Solutions, LLC All Rights Reserved v

PAY FOR PERFORMANCE PHILOSPHY: WHERE WILL YOU ALLOCATE A 3% MERIT BUDGET 2018 Employee

EXAMPLE PAY MODEL #1 Budget Dimension 2018 Employee Performance

Work Results EXAMPLE PAY MODEL On-Target Off-Target Or New to Role/ Growing Off-Target On-Target Observable

37 Adopting the New Conversation Model HOW TO MOVE INTO A MODEL OF ONGOING CONVERSATIONS TO DRIVE AND ALIGN PERFORMANCE

2017 Employee Performance Solutions, LLC All

40 Manager Asks Manager Asks What s one thing you want to highlight from Employee Manager this What s month one What s that thing one I m thing doing I m to doing well you accomplished Asks Asks support [or one you and thing that s should working continue? well? that has gone well]? What s the one thing I could do to Employee Manager What s one make way even I could more work progress in my What s one skill you d like to Asks better with role you [or or what s one the thing next I thing for work Asks on, or one thing could you d do me to like support to focus you on]? more? to get better at, learn about, or be involved in?

54 What s one tip What s one tip you picked up you picked up from the presentation? during the presentation? one-thing questions how to

56 There s No Time

58 how many months of performance can be freshly remembered?

60 Activities and Framework HOW TO DECIDE WHO DOES WHAT AND WHEN

61 Example Activities Schedule Jun Jul Aug Sep Oct Nov Training Team Plotting 10-Minute Questions Conversation 10-Minute Questions Conversation Team Plotting Mid Year Check-In Dec Jan Feb Mar Apr May 9/23/2018 4:59 PM 10-Minute Questions Conversation 10-Minute Questions Conversation End of Year Check-In 61

YOUR MUST-DO ACTIVITIES IN YOUR SYSTEM 2018 Employee Performance

68 30-MINUTE CONVERSATION WORKSHEET

69 Manager and Employee Readiness HOW TO PREPARE MANAGERS AND EMPLOYEES TO MOVE FROM TRADITIONAL PERFORMANCE MANAGEMENT (ANNUAL REVIEWS AND RATINGS) TO PERFORMANCE DEVELOPMENT CONVERSATIONS FOR GROWTH

PERFORMANCE THEN AND NOW 86% of Managers Are Unskilled at Conducting Formal Performance Reviews Lack of Skills Training and Tool Most performance management training focuses on filling in the forms,

70 PERFORMANCE THEN AND NOW 86% of Managers Are Unskilled at Conducting Formal Performance Reviews Lack of Skills Training and Tool Most performance management training focuses on filling in the forms, guidance on applying the rating scale, and the organization s process. Managers needs the tools and skills to assess performance to engage in ongoing conversations to drive and align performance. 94% of Managers Are Unskilled at Having Candid Performance Dialogue Conclusion Why perpetuate a process that s done poorly and inconsistently 86% of the time? 2018 Employee Performance Solutions, LLC All Rights Reserved v

EXPLANATIONS AND INTERVENTIONS FOR MISSED EXPECTATIONS Can t Move into a more suitable role, if

Watch Out Factor Resist scaling back the job to create artificial success by eliminating and

candid about the consequences Unaware Clarify expectations and specific actions Check for

71 EXPLANATIONS AND INTERVENTIONS FOR MISSED EXPECTATIONS Can t Move into a more suitable role, if possible. Watch Out Factor Resist scaling back the job to create artificial success by eliminating and reassigning key job responsibilities Won t Discuss the importance Work with HR on next steps Be candid about the consequences Unaware Clarify expectations and specific actions Check for understanding by asking: So, what is your biggest take-away from our conversation? or What will you do first? Doesn t Know How Develop through: Coaching Real-time feedback Recognize progress with reinforcing feedback On-the-job practice opportunities Special projects Modeling 2018 Employee Performance Solutions, LLC All Rights Reserved v

72 Communicate Target Performance Agreement Provide Support *Performance Now On-Target Recognize and Reinforce Making the Right Progress Continue with Support Is Performance On-Target? *Not Making Expected Progress Can t or Won t Make a Decision Yes Recognize and Reinforce Not Making Expected Progress Make a Decision

73 CLARIFY YOUR STANCE ON PERFORMANCE ISSUES AND DOCUMENTATION What About Performance Issues? Off-target performance should be discussed as soon as a manager notices missed expectations. Performance issues do not need to wait for a scheduled monthly meeting between supervisor and employee and should be addressed separately. Tools are available to you to manage performance issues and are not changing. If you experience challenges with an employee, candid conversations about the lack of acceptable performance and potential consequences should occur. If performance does not improve, these issues and conversations should be documented in a Corrective Action or Performance Improvement Plan. If you need help or guidance, Human Resources can support you Employee Performance Solutions, LLC All Rights Reserved v

74 Branding and Communications: REPOSITIONING PERFORMANCE MANAGEMENT FOR TODAY S WORKFORCE

75 BRANDING EXAMPLES

76 PERFORMANCE THEN AND NOW Traditional Performance Management Tools and training only for managers focused on the annual (and sometimes mid-year) process Managers working in isolation to rate performance Setting annual goals Assuming that managers should initiate just-in-time feedback Downward feedback: manager to employee Performance Management Today HR equipping employees at all levels with tools and training to have ongoing conversations to drive their performance and potential Team lead approach to measuring employee performance effectiveness Setting priorities that are frequently revisited and updated Putting a structure in place to ensure managers and employees converse regularly about expectations and progress Collaborative feedback designed to be two-way 2018 Employee Performance Solutions, LLC All Rights Reserved v

77 PERFORMANCE THEN AND NOW Traditional Performance Management Tools emphasizing evaluation Annual Event Focus on the Past HR: Compliance with capturing information on forms/on-line tools Perceived HR ownership and forced compliance system Needing the annual review rating to make pay decisions Tools emphasizing growth and development Ongoing Performance Management Today Focus on Now and Moving Forward HR: Emphasis on quality and value of ongoing performance-focused dialogue System designed for the benefit of employees Making pay decisions at salary administration time Aligning performance management to a calendar year Time is rolling forward; a cadence of ongoing conversations 2018 Employee Performance Solutions, LLC All Rights Reserved v

78 RESOURCES QUESTIONS? JAMIE RESKER jamieresker modernizeperformancemanagement Password: Vermont SHRM State Conference