Managing Employee Performance On Site and Remotely. Janelle Burgener, Senior District Manager Child Support Services of Wyoming

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1 Managing Employee Performance On Site and Remotely Janelle Burgener, Senior District Manager Child Support Services of Wyoming

2 Purpose Understand how to effectively monitor and evaluate your office performance and that of your employees, both on site and remotely, including recognizing good performance and addressing deficiencies.

3 Topics Develop performance plans for your office and staff Implementing performance plans Analyze performance plans Prepare for changes in organizational roles and subsequent communication

4 Developing Performance Plans for Office and Staff Know your customers - State - Family Services - Clerks of Court - Judges - Custodial parents - Noncustodial parents - Community partners

5 Know your program requirements - Federal regulations and performance standards - State plan - State statutes - Contract - Past performance (district, office, staff)

6 Know your staff - Supervisors - Line staff - Strengths and weaknesses - Training

7 Implementing Performance Plans Align your plans so that everyone is working toward the same end result Build your personal credibility with your staff - Treat others with honesty and respect - Admit mistakes - Seek feedback - Model behaviors you expect others to practice

8 Establish clear work expectations for the present and future - Set individual staff goals - Ensure staff know what the end goals are for the office, the state, the contract, etc. - Address their needs - Support them

9 Analyzing Performance Plans Monitor, evaluate, communicate and discuss - Review your plans constantly - Analyze state reports - Address barriers - Be prepared for ever changing regulations, statutes, and policies - Share

10 On Site Analysis & Communication Scheduled staff meetings Scheduled performance evaluations One-on-one training

11 Remote Analysis and Communication Staff meetings telephonically Web based meetings Telephone availability Organized / Planned office visits

12 Prepare for Changes in Roles and Communication What s working What s not What changes should be made Where should changes be made When should changes be made

13 Organizational Management Roles Communication Expectations and Role Reinforcement Tamara Thomas, Interim Director Department of Child Support Services, Stanislaus County

14 Changes are Everywhere There are many shifts occurring at Federal and State levels which have been impacting Child Support level work for some time. These shifts have created a demand for significant change in the typical business practices. Child Support Agencies need to respond proactively to these imminent changes.

15 Why have Role Reinforcement Three elements that come under scrutiny during any type of change process Funding Goal Effectiveness If department roles are not well-defined during change, you risk success in these three areas. Departmental Performance

16 What does change really mean for Child Support Management? more cost effective higher performing

17 What Stanislaus Learned Three Themes Related to Departmental Performance: Improving General Management Skills Improvement in Soft People Skills for Managers and Supervisors. Managers are to be Significantly more Active in Departmental Performance

18 Managers Are to Be Significantly More Active and Aware in this Process Improving soft people skills (ours and theirs) Improving our general management skills positively effecting departmental performance

19 Discussion Points Role Definitions/Expectations Comparisons of Roles Communication Between Roles Critical Thinking

20 Validate the Manager Experience The experience of being a manager is often the most trying one of a persons career. Rarely is there adequate training. Typically promoted because of their technical expertise not because of their managerial expertise. Managers suddenly have a wide range of policies and other regulations to apply to their subordinates.

21 Why Key on the Role Definitions? Need a Framework that Can be Shared Out Correct Deficits in Performance Clear any Ambiguity Set Appropriate Expectations Want Accountability for the any Change

22 Top Manager-Executive Staff What Do They Do? Communication and Conflict Resolution Assignments Project Management Expectations Learning Objectives and Evaluation

23 Manager III-Executive Staff What Does It Look Like? Manager III Performance Areas 20% 20% Expectations Learning Objectives Communication 20% 15% Assignments 25% Project Management

24 Manager II-Management Staff What Do They Do? Project Management Assignments Communication and Mediation Learning Objectives and Evaluation Operational

25 Manager II-Management Staff What Does It Look Like? Manager II Performance Areas 35% 15% 10% Operational Learning Objectives Communication 20% 20% Assignments Project Management

26 Mid Level Supervisors What Do They Do? Operational Communication Personnel/Staff Development Assignments, Process Improvement Learning Objectives

27 Mid Level Supervisors What Does It Look Like? Mid Level Supervisor Performance Areas 10% 5% 15% 15% 55% Operational Personnel & Staff Development Communication Assignments, Process Improvements Learning Objectives

28 Role Categories Defined See handout Stanislaus County Department of Child Support Services Management and Mid-Level Management Role Definitions

29 Critical Thinking Skills Problem Analysis Judgment Decisiveness Take the Next Logical Step

30 Problem Analysis Do I truly understand? What don t I know? Is there more than what I m seeing? Does it make sense? Why is it different? Seek reasons for outcomes. What are the cause and effects of what I m reporting, or seeing? Does the information need to be shared?

31 Communication Between Roles Acting at all times in the best interest of the organization Concentrate on values, not feelings Maintaining honesty Identifying solutions, not just problems Have a plan to transform your professional relationships into decided upon agreements Its NOT personal!!

32 Communication Goals Use Critical Thinking Skills when you communicate Solve the communication problem Strengthen the work relationship

33 How? Make Time to Discuss Deal with a situation when you first become aware of a problem or concern Communicate your need to meet and discuss Suggest a time and place Know what you want to say Use a courteous tone Assess the situation and be prepared to communicate the issue in 30 seconds or less

34 How? What does it look like? There is something I would like to discuss. Can we talk for few minutes in private? Do you have few minutes right now?

35 How? Explore Differences Assume positive intent Be open to other view points and don t assume you know it all. Ask to hear the other side. Explain the situation, need or concern from your perspective Invite the other person s perspective Acknowledge the similarities and differences that exist

36 How? What does it look like? This is important because What is your perspective? The way I look at it is This affects the work in the following ways What other solutions would you recommend?

37 How? Encourage Respect Encourage respect even when you don t agree or understand why a person acted the way he/she did. Demonstrate consideration for the other person. Use respectful communication styles. Stay in the present and focus on the future versus rehashing the past. Share similar stories.

38 How? What does it look like? I see your side. I really appreciate the way you I respect your time, I know that you are busy too I m trying to avoid repeating Have you ever

39 How? Take Responsibility Take responsibility to take action Model the behavior you want to see State what you need and your willingness to help the other person with what he/she needs Reach agreement End on a positive note Follow up

40 How? What does it look like? How about we agree to Let s try this I m glad we talked Can we schedule regular status meetings? What can I do to make it easier on you in the future? My intent is to improve our organization and I need your input to make sure I m on the right path

41 The Need for Reinforcement Executive Assessment and Observation Changing Resources New Assignments Incidents of Underperformance Budgetary Changes resulted in a lack of opportunities for development Retirements Created Deficits in Skill Territorial Walls

42 Successful Manager Traits Time Management Breaking Silo Thinking Grounding Delegation Communication Directives Responding to Problems Power of Proposals To-do list Recognizing Accomplishments Touch Points Leave & Re-focus

43 Closing Contact Information: Janelle Burgener Tamara Thomas

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