Inspiring Performance to Achieve Results PRESENTED BY: VICKIE HERZBERG, EXECUTIVE DIRECTOR OF HUMAN RESOURCES

Transcription

1 Inspiring Performance to Achieve Results PRESENTED BY: VICKIE HERZBERG, EXECUTIVE DIRECTOR OF HUMAN RESOURCES

2 PLAYING IN A BIGGER SPACE Transformational Relationships for powerful results, by Eric de Nijs States we often define organizations in terms of size, structure, product or markets served. He encourages us to consider Mr. Walter Truet Anderson s insightful definition, which discloses the clue for effective leadership:

3 Building Relationships Organizations are linguistic structures built out of words and maintained by conversations

4 What Does that Mean Organizations are ultimately the outcome of human interactions, and those interactions relationships determine its strength, growth and longevity.

5 Effective Performance Management A CONTINUUM

6 Performance Appraisals vs. Performance Management Performance appraisals focus on the year-end rating made by a manager of an employee who reports directly to him or her. Performance appraisals are based on judgment. They are an event, generally conducted once a year. And they are backward looking. They are not designed to improve performance.

7 Continuum and Framework Performance management is a continuum which starts at onboarding, a broader, more comprehensive process that is future-oriented. It starts with onboarding, learning and growth plans, goal setting, performance planning discussions and focuses on planned performance, with a goal of improvement over the prior year

8 A System, not a destination A Performance Management System is a framework of policies and practices established for planning, monitoring, developing, evaluating and rewarding both individual and organizational performance and for using performance information in making personnel decisions.

9 Why implement a Performance Management System? Intended to clarify what employees are expected to accomplish and help them understand how efforts contribute to organization s mission. Secondly, when performance dimensions/competencies/goals are job specific, it gives employee and their supervisor a basis for objectively discussing performance for coaching, and for modifying performance plans as circumstances change.

10 DONE WELL.. If done well, performance management can assist in communicating organizational goals and employee expectations, identifying developmental and training needs, and assisting with the retention of good employees. Neil E. Reichenberg, Executive Director, IPMA-HR.

11 FRAMEWORK The practice of performance management is developed on a framework of Organizational Strategy Competency frameworks Performance standards Clear Expectations Succession Planning SMART Goals Learning and Growth Plans Performance Assessment Coaching Cards Performance Improvement Plans Organizational Area Leader(s) Individual

12 Organizational Strategy

13 Engagement

14 Competency Framework

15 Competency Framework Core Competencies for EVERY position: Core Competencies: Customer Focus Employee Engagement Financial Resources Goals/Results Orientation Attention to Detail I.T. Application Management Decision Making & Judgement Teamwork Process Focus Organization s Values Communication Adaptability Leadership/Influence Planning and Organizing Analysis and Problem Solving

16 CULTURAL Expectations: Performance Expectations & Development Guide Cultural expectations are grounded within the Allegan County Strategic Map which sets the cultural foundation.

17 Performance Expectations & Development Guide ENGAGEMENT EXPECTATIONS Expected to collaborate and work together effectively After input, support is expected, Employees are not separate but part of the County as a whole. (many cross-team efforts to resolve issues ) We support each other across the organization We exchange best practices and collaborate on common challenges We build relationships inside and outside Employees act with camaraderie and have collective good will

18 Developing Performance Standards Performance standards should be written in terms of specific measures that will be used to appraise performance. e.g. Quantity, Quality, Time, Cost-effectiveness They should answer the question, How will the employee and the performance manager know when the employee is meeting or exceeding expectations for his/her position?

19 Set Service area and position Objectives and Expectation: Setting SMART Objectives Bring me a Rock S Specific M Measurable A Attainable R Relevant T Time-based

20 Setting the Stage Onboarding : The Society for Human Resource Management defines onboarding as "the process by which new hires get adjusted to the social and performance aspects of their jobs quickly and smoothly, and learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization." Research shows that a structured, comprehensive approach to onboarding helps employees acclimate to their new jobs and become productive more quickly. It may also improve loyalty and retention.

21 Learning and Growth Development Plan assists employees in career and personal development. help employees reach short and longterm career goals, as well as improve current job performance. Partnership between the employee and the supervisor. It involves preparation and continuous feedback Not a full evaluation tool or a one-time activity Combined with behavior & behavior performance elements will serve as an ongoing assessment process.

22 And We are Learning and Growing Prioritize.. Implement Something Every Day.. Seek Feedback and Support.. Face your Barriers.. Involve Others When setting development activities, keep in mind the SMART model. Take Time to Reflect. Ask yourself what worked and what didn't work, and why Transfer Learning into Next Steps. Continue to focus on mastering a specific area, and then share this knowledge by teaching it to others.

23 Succession Planning Hey! Superstar

24 Employee is doing very Well.Employee is struggling Allegan County has Tools! Coaching Cards Performance Plan PERFORMANCE IMPROVEMENT FOLLOW UP FORM

25 Performance Assessment A supervisor initiated meeting to discuss: Quarterly Outcomes and results Reassessment of goals if necessary Recognition of job well done New learning and growth opportunities New goals and objectives if necessary

26 Remember A Performance Management is a System that can be used by managers to improve employee effectiveness. It is NOT a form that should be completed only at the end of a year. Its output should reflect the ongoing performance conversations that managers must have with their staff Performance goals should reflect the alignment between individual and service area objectives and organizational goals. Performance standards should be aligned across similar functions in the service area and organization.

27 Remember While your ultimate goal may be effective service delivery, let your immediate concerns be the development of your staff. Use the competency frameworks to identify and subsequently, to address the performance gaps. Above all, COMMUNICATE, COMMUNICATE, COMMUNICATE.

28 INSPIRITIONAL LEADERSHIP QUOTES Communications, or the ability to inform people what you expect of them in understandable terms and the ability to transmit to them your interest in them, is the key to successful leadership. GEN Harold K. Johnson Leadership and learning are indispensable to each other. John Kennedy

29 The transformational relationship will last much longer than the transactional ones, and those are the relationships that require long term investment to ensure growth.. Thank You Very Much