2/24/2011. Performance Review. February 24, We re Zooming In... Managing Yourself: Zoom In, Zoom Out. Rosabeth Moss Kanter

Transcription

1 Performance Review Challenges: What to Say & Do February 24, 2011 We re Zooming In... Managing Yourself: Zoom In, Zoom Out Rosabeth Moss Kanter March 2011 HBR 1

2 OK, You All Have These Challenges, Right? But, Who is the Guilty Party? 2

3 What We Can Begin to Tackle HR POLL: What is the #1 Excuse Managers Give You, When You Ask, Why aren t you managing the performance of this employee? VOTE FOR ONLY ONE. A. I don t have the time. B. I don t know what to say. C. I ve tried, and it s not working. He doesn t listen. D. It s easier to ignore her and work around her to focus on other employees. E. Even if I do, I don t feel the organization supports managing out... So why bother? 3

4 Inside the Manager s Head Frequent Missteps By Managers 1. Too busy to train and document. 2 Failure to set goals and give feedback 2. Failure to set goals and give feedback. 3. Not clear about consequences. 4. Rush to fire. 5. Rush to start over again, repeating mistakes. 4

5 Why is Navigating a Performance Challenge So Difficult? It s easier to do nothing... initially. How to Look at It Regardless of the Desired Ending 5

6 Ask Yourself Consider: 1. How the employee feels 2. How you feel Our Challenges: The Ugly Scenarios 1. Top performer who has applied for internal positions and wants to grow with the company. You see very few promotional opportunities in the next 6-12 months. 2. Struggling performer who is slightly aggressive when you share constructive feedback. Someone who pushes back and makes people feel uncomfortable. 3. Middle of the road performer who focuses, solely, on what to do not how to do it. How he currently accomplishes tasks is far from ideal. 4. Middle of the road performer whose former manager (still with the company) inflated her performance rating. You now need to share with her a new, lower rating. 5. Top performer who will, again, learn that there will be no raises this year. 6

7 You Knew This Was Coming... The primary solution = 1. Top Performer Who Wants a Promotion Top performer who has applied for internal positions and wants to grow with the company. You see very few promotional opportunities in the next 6-12 months. 7

8 1. Top Performer Who Wants a Promotion Consider: 1. How the employee feels 2. How you feel 1. Top Performer Who Wants a Promotion 1. Acknowledge. 2 Thank 2. Thank. 3. Be honest and realistic. 4. Create next steps together. 8

9 Best Practices for Promotions 1. WHY? What has changed in his performance and the business need for his role? And for how long? 2. When? Anniversary, annual review, quarterly, bimonthly? 3. Title change? Be cautious of inflation and bowing to employee wishes. 4. Increase? Is it on par with other positions? Are you benchmarking? 1. Top Performer Who Wants a Promotion Examples of what to say: I feel, as I expressed in your review, that you are an incredible asset to this company. Both the work you do and the way you approach it are amazing. Example, example, example... Thank you. The projects you ve completed have helped us to increase/raise/develop/build, etc. Let s talk about the positions you applied for this year. I know you are disappointed that you didn t move into one of them. How do you feel about that now? OK for him to vent if he wants to. 9

10 1. Top Performer Who Wants a Promotion Examples of what to say (continued): Tell me which positions you d like to learn more about. Perhaps he can shadow one person in a different department each month. What do you feel are your strengths? What do you want to do more of? I am sure that if we work closely on this, we will be able to identify tangible opportunities for you to grow in your role. I was thinking that having a mentor outside of our department would be interesting for you. What do you think? 1. Top Performer Who Wants a Promotion 1. Acknowledge. 2 Thank 2. Thank. 3. Be honest and realistic. 4. Create next steps together. 5. If necessary, set him free. 10

11 2. Struggling Performer Who is Aggressive Struggling performer who is also slightly aggressive when you share constructive feedback. 2. Struggling Performer Who is Aggressive Consider: 1 How the employee feels 1. How the employee feels 2. How you feel 11

12 2. Struggling Performer Who is Aggressive 1. Separate the issues, initially. 2. Have many examples ready. Use examples that indicate how her behavior affects the business in a negative manner. 3. Pause and wait for reaction. 4. Don t shrink away. 5. If behavior is aggressive, you must not feed the fire. Tackle poor performance first and then behavior. Analyze Why the Employee is Failing 1. They don t know what they are supposed to do? 2. They don t know how to do it? 3. They don t know why they should do it? 4. They think they are doing it (lack of feedback)? 5. There are obstacles beyond their control? Fournies, Why Employees Don t Do What They re Supposed To Do and What To Do About It. 12

13 No one told me what to do.... And I was doing a bad job. 13

14 Process and Preparation Are Crucial 2. Struggling Performer Who is Aggressive Examples of what to say: When I look at all of 2010, I feel you did not consistently attempt to improve your performance unless I prompted you to do so. Here are some examples... I know you can accomplish some of your job activities, including XYZ. Now we need to discuss why some of them were not accomplished or accomplished late or in an ineffective manner. Please tell me what you do think. In our next 1:1, we will review the points discussed today and create action steps on how you can make consistent and noticeable improvements in the tasks you complete and the ways you complete them. 14

15 2. Struggling Performer Who is Aggressive Examples of what to say (continued): My job is to support you. I am here to discuss specifics and answer questions. It is absolutely acceptable to ask questions and to ask for help. Please let me know what I can do to help you. One of the areas I feel you were challenged with this year is effective listening and being open and responsive to constructive criticism and feedback. We all know it s not always easy to hear it, but it is intended to help you be successful. What do you think you can do to improve in this area? What can I do to assist? What additional examples can I provide? What ideas do you have? 2. Struggling Performer Who is Aggressive 1. Separate the issues, initially. 2. Have many examples ready. Use examples that indicate how his behavior affects the business in a negative manner. 3. Pause and wait for reaction. 4. Don t shrink away. 5. If behavior is aggressive, you must not feed the fire. Tackle poor performance first and then behavior. 6. If necessary, after the review is complete, consider a PIP (May webinar on this topic!). 15

16 3. Middle Performer Whose Methods Are Not Ideal Middle of the road performer who focuses, solely, on what to do not how to do it. How he currently accomplishes tasks is far from ideal. 3. Middle Performer Whose Methods Are Not Ideal Consider: 1 How the employee feels 1. How the employee feels 2. How you feel 16

17 How He Feels How You Feel 17

18 3. Middle Performer Whose Methods Are Not Ideal 1. Acknowledge. 2. Thank. 3. Have examples of different behaviors and how they affect, in a subtle way, end results. 4. Have data from stakeholders. 5. Create next steps together. 3. Middle Performer Whose Methods Are Not Ideal Examples of what to say: Let s first talk about which goals you met. These are the goals where you met the expectations I set for you. Details, details, examples... These are the behaviors you exhibit that are desirable. I would like you to continue using those behaviors: they help us reach our goals. The behaviors you need to alter so that we can meet and exceed our goals are... 18

19 3. Middle Performer Whose Methods Are Not Ideal Examples of what to say (continued): Why do you think? How could you use those behaviors? When? In what situation? How do you feel others currently view your methods? How can you solicit feedback from your peers? Let s review these examples and role play. I ll be you and you be the customer/peer. Remember our mission. How can you consider our values and incorporate them into how you work? 3. Middle Performer Whose Methods Are Not Ideal 1. Acknowledge. 2. Thank. 2. Thank. 3. Have examples of different behaviors and how they affect, in a subtle way, end results. 4. Have data from stakeholders. 5 C t t t t th 5. Create next steps together. 6. Emphasize that leaving bodies in your wake is not OK. 19

20 4. Middle Performer Whose Manager Inflated Rating Middle of the road performer whose former manager (still with the company) inflated her performance rating. You now need to share with her new, lower rating. 4. Middle Performer Whose Manager Inflated Rating Consider: 1 How the employee feels 1. How the employee feels 2. How you feel 20

21 4. Middle Performer Whose Manager Inflated Rating 1. Acknowledge. 2. Thank (take your time). 3. Be upfront right away. 4. Don t blame the other manager or the company. 5. Be careful with I m sorry. 6. Have data from stakeholders. 4. Middle Performer Whose Manager Inflated Rating Examples of what to say: Let s first talk about which goals you met. These are the goals where you met the expectations I set for you. Details, details, examples... When I was writing your review, I considered the feedback you ve received in the past... My evaluation of your performance is different from how your former manager rated you. / Abby, I need to let you know that the feedback I m sharing today is a surprise. 21

22 4. Middle Performer Whose Manager Inflated Rating Examples of what to say (continued): I see you are upset/angry/surprised... OK to allow the employee to vent. These are the behaviors you exhibit that are desirable. I would like you to continue using those behaviors as they help us reach our goals. The behaviors you need to alter so that we can meet and exceed our goals are... How can I help you? Again, I acknowledge this is a surprise to you. 4. Middle Performer Whose Manager Inflated Rating 1. Acknowledge. 2 Thank (take your time) 2. Thank (take your time). 3. Be upfront right away. 4. Don t blame the other manager or the company. 5. Be careful with I m sorry. 6. Have data from stakeholders. 7. Create next steps together. 22

23 5. Top Performer Who Won t Get a Raise Top performer who will, again, learn that there will be no raises this year. 1. Top Performer Who Wants a Promotion Consider: 1 How the employee feels 1. How the employee feels 2. How you feel 23

24 5. Top Performer Who Isn t Getting a Raise 1. Push for a raise or bonus! 2 Acknowledge 2. Acknowledge. 3. Thank. 4. Be honest and realistic. 5. Have next steps ready on developmental opportunities. 6. If necessary, set him free. 24

25 5. Top Performer Who Isn t Getting a Raise What can you afford? What is your projected growth? What were your retention efforts for top performers so far this year? Confer with management team on priorities. Get good data. Don t forget about 401K matches. 5. Top Performer Who Isn t Getting a Raise As the economy stabilizes, employees will wonder, What s up with salaries? Are we getting raises? What s up with salaries? Are we getting raises? 2.9% average raise. What is your stance? Are you prepared? What will your managers say if you don t coach them? Can t do it? Be ready to address why. Be transparent. Volunteer information vs. wait for an inquiry. 25

26 5. Top Performer Who Isn t Getting a Raise Retain top performers as if your livelihood depended on them... because it does! Sit it out strategy has been used by top employees Do now: 1. Build a high potential program. Starting small is OK. 2. Find executive mentors for top performers. 3. Push for merit increases.. 4. Do the 4 Ps assessment. The 4 Ps Assessment 1. People With whom do you want to engage more? 2. Practices What do you want to learn how to do? 3. Processes What processes can you change here? What do you want to do differently? 4. Projects Identify the projects you wish to work on or lead. 26

27 Employees Join Companies and They Leave... When asked why they are leaving a company, employees say: 1. Poor management 2. Lack of career growth 3. Poor communication 4. Lack of teamwork 5. Pay 6. Lack of recognition i * 2005 Saratoga Institute survey of 10,000+ employees POLL. What is Stopping You From Implementing This in Your Own Work? Select all that apply. A. Takes time. I don t have enough of it. B Management says they support it but they really don t B. Management says they support it but they really don t. C. Managers I work with are poorly equipped and/or trained. D. I don t or the HR team doesn t have the knowledge, skills, and talent to do it. 27

28 Thank You "The One-Stop Performance Review Challenge Checklist and Resources: Questions and comments welcome now and later. Leila Bulling Towne The Bulling Towne Group, LLC San Francisco Office