The Leadership Program

Transcription

1 The Leadership Program The Starting Point to Continuous Engagement, Performance, Development, and Retention of Our Employees. is a Process Not an Event.

2 Today s Agenda Performance Experts Topics Time Slides Olivia Introduction and Timeline 10 minutes 1-7 Olivia Mechanics of the Tool 10 minutes 6-12 Liz Institutional and Individual Goals 40 minutes I Want to Know Basket (10 Minute Break) Liz Talent Conversations 40 minutes Olivia Talent Development Planning 15 minutes Liz Next Steps 5 minutes 61-62

3 You Are Not Alone. We Are Here. Olivia Cunningham, Liz Grimes, Molly Nece, and Haven Coburn Individual Support Review Performance Narratives Help Develop SMARTER Goals Identify Learning and Growth Opportunities for the Talent Development Plans Provide Talent Conversation Coaching Team Collaboration Conduct Info Sessions for Large Departments Build and Guide Talent Development Advisory Teams Provide Calibration Meeting Consulting Supporting Workshops and Programs Goal Setting and Calibration Workshop Crucial Conversations Workshop EPDR Leadership Certificate Program

4 Six Steps that Set You and Your Team Up for Success 1. Give Flight to Your Imagination by thinking strategically and sharing the bigger picture at the beginning of the performance cycle. 2. Schedule a Calibration Meeting to ensure equity in the process. 3. Emphasize Meeting Expectations is an A. Exceeding Expectations is an A+. 4. Be able to communicate what exceeding expectations means and what that looks like in their role. 5. Explain how to best prepare for two-way talent conversations. 6. Be honest, clear, and concise when setting and discussing performance expectations and talent development plans.

5 In the Short Term and Long Term Four Things that Guarantee Failure 1. Devaluing the process and demotivating employees 2. Avoiding crucial conversations 3. Rewarding everyone with a trophy (AKA exceeds expectations ) 4. Neglecting to genuinely invite employees to take an active role in the process

6 The Timeline See Full Cycle Performance Timeline Job Aid

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9 The Formal Appraisal Tool Engaging. Contemporary. Strategic. Future-Focused.

10 Similarities and Differences SHRA & EHRA Performance Appraisal Tools Part 1: Performance Plan (pages 1-6) Institutional Goals Individual Goals Talent Development Plan Part 2: Off-Cycle Reviews (page 7) Part 3: Annual Performance Appraisal (pages 8-9)

11 Part One of Appraisal Tool Performance Plan Complete by October 31, 2016 Institutional Goals Individual Goals Talent Development Plan Signatures

12 Part Two of Appraisal Tool Off-Cycle Reviews All UNCW employees are required to have at least one off-cycle review. Off cycle reviews are two-way, forwardfocused discussions. Do not focus on what you don t want (past). Focus on what you want more of (future). Probationary employees must have quarterly reviews.

13 Part Three of Appraisal Tool Final Performance Review The Chancellor is requesting supervisors to submit the entire appraisal to HR by April 30, 2017 Instructions on how to electronically submit the final appraisal will be distributed via by the end of December The difference between SHRA and EHRA Appraisal Tool

14 SHRA Scoring Method Institutional & Individual Goal Scores 3 = Exceeding Expectations 2 = Meeting Expectations 1 = Not Meeting Expectations Final Overall Rating 2.70 to 3.0 = Exceeding Expectations 1.70 to 2.69 = Meeting Expectations 1.00 to 1.69 = Not Meeting Expectations Heads Up! If an employee received disciplinary action and/or received any rating of Not Meeting, then Final Overall Rating cannot be higher than Meeting.

15 Institutional Goals The Difference between EHRA and SHRA

16 Old SPA Way Position Description Job Duty 1 Job Duty 2 Job Duty 3 Work Plan Accuracy Deadlines Customer Service Accuracy Deadlines Customer Service Accuracy Deadlines Customer Service

17 New SHRA Way (via GA) Institutional Goals Position Description Expertise Job Duty 1 Job Duty 2 Job Duty 3 Accountability Job Duty 1 Job Duty 2 Job Duty 3 Customer-Orientation Job Duty 1 Job Duty 2 Job Duty 3

18 SHRA Standards Sample Success Tip! Use the given verbiage to help you communicate your expectations. EXPERTISE Precision Resourcing Innovation Development CUSTOMER- ORIENTED Clarity Awareness Attentiveness Diplomacy COMPLIANCE & INTEGRITY Policy Safety Ethics Respect ACCOUNTABILITY Productivity Autonomy Prioritization Coordination TEAM- ORIENTED Collegiality Collaboration Contribution Attendance SUPERVISION Oversight Goal-Setting Managing Talent Leading

19 SHRA Institutional Over Arching 1. Expertise 2. Accountability 3. Customer-Oriented 4. Team-Oriented 5. Compliance & Integrity 6. Leadership (for supervisors) Success Tip! To keep goals clear in your mind, review them in three main parts. 1-2, 3-4, 5-6 Three Rules to Institutional Goals: 1. Each goal must be weighted at least 5% 2. Total weight of the institutional goals must equal 50% 3. If there was a (+/-) event that occurred, find one place to communicate the proficiency/deficiency.

20 SHRA Standards with Basic Description Success Tip! Expand the description to make sense for the employee s role.

21 3-5 Individual Goals Make Them SMART-er by Scope and Function

22 Individual E R Goal Assessment S=Specific M=Measureable A=Achievable R=Relevant T=Time-bound What needs to be accomplished? What outcomes? What data can be used to define success? Is this challenging but realistic? Does this align with broader goals/needs? What are the deadlines/milestones? E= Expectations Is it ethical and enjoyable? Is the energy sustainable? R= Resources What assistance will be provided for this?

23 Five Must-Do s Individual E R Goals 1. Set 3-5 individual goals based on business need and strategic goals. Collaboration with the employee is highly encouraged. 2. Each goal must be at least 5% 3. Total weight of the individual goals must equal 50% 4. Each goal must be SMARTER. 5. Focus on key results/outcomes/deliverables, not steps in the process. Success Tip! Individual Goals are not intended to cover all aspects of employee work product. Institutional Goals do that!

24 9 Ways to Think about Goals

25 Getting Started with Goals (VERB) (NOUN) by (DATE) in order to (OUTPUT). Attend and apply in order to. Execute by in order to. Actively participate in two-way quarterly talent conversations by,,, and in order to.

26 Sample of an Individual Goal SAMPLE GOAL Procedural Guide Projects WEIGHT: 10% Description: Complete a procedural guide (generally 5-10 pages) to address at least one office process, selected from a provided list in order for colleagues to have ready access to relevant information so that our team can be confident in providing consistent, timely, and useful guidance to our constituents. First draft should completed by October 31; final guide complete by March 31 Procedures should follow an approved format based on discussion with supervisor Procedures should address issues such as relevant policies, coordination with other university groups, work flows and process steps, key questions that need to be addressed, and reporting requirements, if applicable Exceeding expectations may include explaining (in)frequent variations that may require differing approaches; reviewing past related processes to evaluate and describe consistency/appropriateness; providing suggestions for related process improvements; and/or completing additional projects.

27 Need More Help? Attend a Goal Setting and Calibration Workshop in August Examine, discuss, and create sample goals for employees. Uncover project possibilities that top performers and rising stars might consider embracing in order to achieve exceeds expectations performance status. Register at the UNCW Dare to Learn Academy Collaborate and discuss possible goals that potentially motivate underperformers to rise to meeting expectations status.

28 I Want to Know Question Basket 10 Minute Break

29 ??% of employees trust top management to always communicate honestly. IN??% say leaders do a good job explaining important business decisions.??% say senior management does a good job confronting issues before they become major problems. a. 40%, 38%, 39%. b. 20%, 50%, 22% c. 60%, 72%, 51% (Mercer survey of more than 800 U.S. organizations)

30 After interviewing 65,000 employees, managers and direct reports of a variety of organizations, Dr. Lynn Ware, at Workforce Performance magazine, found the following: At their core, managers want to be good managers. As soon as managers realize they have??% of the impact on whether their teams are happy, loyal and retained, it changes their modes of thinking. a. 39% b. 10% c. 80%. (Mercer survey of more than 800 U.S. organizations)

31 Why are companies having more frequent talent conversations with their employees versus a one-time performance evaluation? a. Changing priorities and nature of the work b. The need to attract and keep talent c. The need to develop people faster d. The need for better collaboration e. All of the above

32 There are four types of coaching conversations you should be ready to have except which one? a. Potential performer b. Underperformer c. No performer d. Solid performer e. Top talent

33 Talent Conversations

34 A Shift in Writing the Appraisal PAST: What you did wrong and where we ve been. FUTURE: What I need to see more of this is where we re going.

35 Sample Off Cycle Review

36 Sample Final Performance Overview

37 A Shift to Talent Conversations PAST: One-way, one-time lecture with 75% focused on the past. FUTURE: 2-way talent conversation with a 50/50 time split on the past and future.

38 COACH Model C O A Current Situation Objectives Alternatives CH Choices Success Tip! Register for the Coaching Alliance Certificate Program. Pre-requisite: Must have completed the EPDR Leadership Program.

39 1. Current Situation. Description and exploration of data, feedback and employees perceptions. The emphasis is on gaining mutual understanding of the current reality as it is perceived by the employee and others. Getting mutual clarity on the current situation is necessary to establish clear objectives for development. 2. Objectives. Determination of coaching goals, desired results, and measurable objectives. Objectives may take into account individual team, and organizational needs. 3. Alternatives. Exploration of alternative approaches/ideas for how to reach the designated objectives. Brainstorming and exploration of feelings and reasoning are part of the coaching conversation. 4. Choices. Through dialogue, the employee makes choices for action, including next steps, milestones and other elements of a coaching action plan. COACH Model

40 When Does Coaching Work? SUCCESS TIP! You also need to be open to being coached. Anyone looking or needing to make improvements in their performance. Anyone looking to develop professionally. Anyone needing to talk through a specific situation at work.

41 The Shift from Director to Coach What it is NOT It is not therapy! It does not focus on the past It is not about competition against others What it IS Deals with the future Creates a future in keeping with a person s vision and goals Includes teamwork, going for the goal and being your best Focuses on strengthening skills and unlocking one s potential

42 .. Working through Barriers Anticipate & Practice Apply & Reflect

43 Don t Play the Blame Game. Ask yourself these questions and then involve your employee in the discussion. 1. Do they know how to do it? 2. Do they know what they are supposed to do? 3. Do they think your way will not work? 4. Do they think their way is better? 5. Do they think something else is more important? 6. Is there a positive consequence to them doing it? 7. Do they think they are already doing it? 8. Do you reward them for not doing it? 9. Do you punish them for doing it? 10.Do they anticipate a negative consequence for doing it? 11.Is there a negative consequence for their poor performance? 12.Are there obstacles out of your control? 13.Are there personal limits preventing them from performing? 14.Is it attainable?

44 Sample Talent Conversation Questions Employee s Past Performance 1. What are the top 3 to 5 highest priorities of your job this past year? 2. What do you consider to be your greatest strengths and struggles this past year? 3. What do you consider to be your most noteworthy efforts and accomplishments this year? 4. What environmental or other factors that impacted your job this year? 5. What do you like most and least about your job? How can you make the best of the least (and the best, even better)?

45 Sample Talent Conversation Questions Employee s Future Performance 1. What can I (as your supervisor) do to help you do your job more effectively in the future? 2. How can I assist in furthering your career growth? 3. What do you feel are going to be our biggest challenges this year? 4. What training, development or resources do you want/need to be successful? 5. What would you like to say 12 months from now that you currently cannot say? How can I help support you? 6. What would you like to accomplish this year? How can I help you get there?

46 Common Talent Conversation Topics Coaching for SUCCESS 1. Stretch Goals 2. Career/Succession Planning 3. Innovation and Buy-in 4. Process Improvement 5. Strategic Planning 6. Situational Leadership 7. Performance Management 8. Goal Setting and Achievement Coaching for IMPROVEMENT 1. Trust, Accountability, and Credibility 2. Interpersonal Communication 3. Work Life Balance 4. Self Management and Procrastination 5. Organization and Space Management 6. Emotional Intelligence 7. Etiquette (verbal/written) 8. Goal Setting and Achievement

47 Listen. Validate. Respond. 4 Crucial Conversations Top talent Solid performer Potential performer Underperformer

48 Need More Help? Attend a Crucial Conversation Workshop in September Register at the UNCW Dare to Learn Academy Gain and apply strategies that equip and empower both the leader and employee to have courageous conversations during off-cycle reviews. Sample topics for leaders include: 1. Stimulating top talent with stretch goals 2. Developing potential and solid performers 3. Influencing why meets expectations is OK 4. Motivating underperformers 5. Creating ownership and accountability in one s work 6. Gaining buy-in for a new idea or direction 7. Delivering bad news in uncertain times

49 Do Not Struggle or Become Frustrated. We Can Help! Brainstorming Goals Proofing Performance Narratives Walking You through a Crucial Conversation Pre-requisite: Register or have attended at least one fall and/or spring Full Cycle Performance Workshop.

50 Talent Planning

51 Sample Talent Development Plan

52 Additional Learning Opportunities Off Campus AMA (American Mgt Assoc) National Seminars Training ASAP (American Society of Admin Professionals) Trade Certifications Local/Regional/National Conferences Others On Campus or at Home Dare to Learn Academy Instructor Led Virtual video/audio Networking Groups Lending Library Talent Development Opportunities: Staff Meeting Starters Retreats Coaching/Consulting SkillPort (Supported by ITS) Books 24/7 Videos On-line courses technical or transferable skill development

53 D2LA Talent Development Research Teams Who we serve: Leaders looking for learning for their employee. Leaders looking for learning for their teams. Employees looking for learning for themselves. Let us do the work for you! a learning request to: D2LA@uncw.edu We will search for multiple learning options that fit: 1. the desired development need; 2. preferred learning format; 3. and budget.

54 What are my next steps?

55 5 Immediate Next Steps towards Your Success 1. Make sure you and your employees are registered for a 90-minute Full Cycle Information Session in August. 2. Register for the two additional Full Cycle Workshops Goal Setting & Crucial Conversations 3. Plan your calibration meeting. Discuss the feasibility of an EPDR Talent Development Advisory Team. 4. Share a minimum of three positive things about this new tool and process with your employees. 5. Set the date of your first Talent Conversation by October with your employee(s).

56 The Leadership Program The Starting Point to Continuous Engagement, Performance, Development, and Retention of Our Employees. is a Process Not an Event.