Managing Performance. Performance Management. Performance Management v. Performance Appraisal. Georgia Association of Code Enforcement

Transcription

1 Managing Performance Georgia Association of Code Enforcement Performance Management Performance management is an approach that increases the probability of employees achieving success and making a contribution toward the mission of the unit and the organization. Performance Management v. Performance Appraisal Performance Management A continuous process of managing individual performance that begins with an organization s mission and strategic goals as the foundation Performance Appraisal A periodic event that produces a formal record of a supervisor s opinion of the quality of an employee s work related to the organizational mission and the department s goals 1

2 Shared Understanding Organization What is to be achieved How it is to be achieved How achievement will be measured Employee What do you expect of me How am I doing How can I improve and develop Consider 1. What has been your experience with performance management as a supervisor and employee? 2. What can make it be better? Aligned with Organizational Context Strategic Goals Training Recruitment Individual Goals Mission Strategic Plans Communication Unit Goals 2

3 An Ongoing Process Legal Considerations Brandon Hall Group 2014 Performance Management Survey 3

4 Brandon Hall Group 2014 Performance Management Survey What Motivates Employees? According to the Gallup organization, most professionals want: 1. To know what s expected of them 2. To have the tools they need to do their work 3. To have the opportunity to do what they do best every day 4. To receive recognition and praise for doing good work 5. To be seen and valued as people (not just job functions) 6. To have someone encourage their development 7. To have their opinions count 8. To feel that what they do is important and worthwhile 9. To have coworkers who are committed to quality work 10. To have positive work relationships 11. To talk about their progress and receive feedback 12. To have opportunities to learn and develop Effective Performance Management Understand what is expected Understand how they contribute Motivated to perform Have the skills and abilities to perform Supported by organization Get feedback on how they are doing Deliver required performance Are rewarded appropriately and fairly 4

5 Performance Management The Organizational Context Organizational Context Organizational mission, strategic goals, strategic plan Selection and recruitment Onboarding Employee communication Training and development Stakeholders 1. Senior Management Team Establishes and owns performance management program, rolemodels, ensures training, linkages to strategic plan 2. Line Manager Owns practice of performance management, establishes motivating environment, trust 3. Employee Active participant in goal setting, delivers performance 4. HR Department Supports program, knowledge and expertise, IT integration, management framework 5

6 Performance Management The Performance Management Cycle The Performance Management Process 1. Planning 2. Coaching and Feedback 3. Quarterly Reviews 4. Annual Review The Performance Management Process 1. Performance planning: Plan for the coming year in the following areas: Clarify the expectations and standards for the job Set performance goals Set development goals to increase knowledge/skills 2. Day-to-day coaching and feedback: Discuss performance on a regular basis (not just during formal reviews). Share feedback about the employee s successes and areas needing improvement. Seek employee input about the work process and results. 6

7 3. Quarterly Performance Check-in: A progress check conversation at least once per quarter. Identify successes and needed improvements in each of the following areas: Meeting expectations and standards Achieving performance goals Achieving development goals 4. Formal performance review: Meet annually to review feedback from the previous year, document performance outcomes and development results, and plan for the coming year. Performance Management Performance Planning 1. Performance Planning 1. Mutual Understanding of Job Role and Responsibilities Job Description Job Design 2. Mutual Understanding of Standards and Expectations Contribution to organization, Understanding of Quality Standards, Connection to customer expectations, Time issues, 3. Establish Clear, Achievable Performance Goals SMART Goals 7

8 SMART Goals S Clearly specify the task to be done, when it must be completed, who is to accomplish it, and how much is to be accomplished. M Use multiple measures if possible, for example, quantity, quality, time frame and cost. Ask questions such as: How much? How many? How will I know when it is accomplished? A Ensure there is a reasonable path to achievement and an excellent chance that objectives will be accomplished. R Goals should be aligned with the organization s overall mission or strategy. Goals measure outcomes, not activities. T Set a clear time frame for achieving performance objectives/goals. In most cases, objectives must be completed by the end of the performance review period. Job Descriptions A basic HR management tool that can help to increase individual and organizational effectiveness. A good job description helps the incumbent to understand: Their duties and responsibilities and their relative importance How their position contributes to the mission, goals and objectives of the organization For the organization, good job descriptions contribute to organizational effectiveness by: Ensuring that the work is aligned with the organization's mission Helping identify the most appropriate employee for new duties and realigning work loads Importance of Job Descriptions Recruitment - Job descriptions are used to develop a recruitment campaign that clearly articulates the duties to be performed and qualifications required by the organization for the position Selection - Interview questions, hiring criteria and the screening process are based on the duties and qualification outlined in the job description Orientation - The job description helps the employee see how their position relates to other positions in the organization Training - The job description can be used to identify areas where the employee does not adequately meet the qualifications of the position and therefore needs training Supervision - The job description can be used by the employee and the supervisor to help establish a work plan Compensation - Job descriptions can be used to develop a consistent salary structure, which is based on relative level of duties, responsibility and qualifications of each position in the organization Performance Management - The job description and the work plan are used to monitor performance Legal Defense - If an employee is terminated for poor performance, an accurate, complete and up-to-date job description will help the organization defend its decision 8

9 Designing Satisfying and Motivating Jobs Hackman & Oldham found that employee motivation and job satisfaction are linked through the following characteristics of a job: Skill Variety - The degree to which the job involves different tasks and uses different skills Task Identity - The degree to which the job requires the completion of a whole/complete piece of work - doing the task from beginning to end Task Significance - The degree to which the job has importance to the organization and/or others Autonomy - The amount of independence and discretion the employee has in completing her/his work Feedback - The degree to which the employee is given direct information about the effectiveness of his/her performance Jobs that are interesting, motivating and satisfying usually lead to enhanced retention. Work Design Unit Work Plans Line of sight to Agency Mission 9

10 Defining Performance Levels Exemplary Frequently Exceeds Expectations Fully Meets Expectations Marginally Meets Expectations Unacceptable How are these defined in your organization? Types of Measures Objectives/Outcomes Community Outcomes, Organizational Outcomes, Project Completion Competencies Creativity & Innovation, Conflict Management, Customer Service Task Standards Quality, Customer Satisfaction Work Outputs Production, Cycle time Developmental Certifications, Training Courses Activity 10

11 Competencies The underlying behaviors of a person which result in effective or superior performance in a job. Boyzatis (1982): Performance Management Coaching and Feedback 2. Coaching and Feedback 1. Discuss performance as a course of business Set expectations with employees Two-way conversations Balance strengths and concerns Respectful, helpful 2. Reinforce by Recognizing Successes Attach Praise to meaningful results Thank people in person Celebrate Successes 11

12 3. Address concerns and solve problems Don t overreact Be timely Address manageable number of concerns at one time Be specific and give examples Focus on observable actions and their impact Problem resolution v. blame Collaborate to accurately define the problem and find solutions Steps for Addressing Concerns 1. Prepare for the discussion. Confirm the facts and consequences, and issues 2. State the action/behavior you observed and describe the impact the action had on results/others 3. Invite and hear the other s view of the problem 4. Listen non-defensively; seek to understand 5. Define the problem with mutual agreement 6. Discuss options that would improve behavior 7. Agree on an option and get commitment 8. Set a date to follow up Activity 12

13 Performance Diary Include the following in a performance diary: 1. conversations about work assignments 2. informal counseling or coaching sessions 3. commendations (i.e., "good work" kudos) 4. customer complaints 5. disciplinary actions 6. employee action and your action Performance Management Quarterly Reviews 3. Quarterly Performance Check In More formal, routine opportunity for coaching and feedback Focused on goals and measured performance, progress Self Assessment in preparation Opportunity for mid-course adjustments Goals Activities Start-Stop-Continue 13

14 Performance Management Formal Performance Review/Appraisal 4. Formal Performance Review Annual, formal review of efforts and achievement of goals. Aim is to support continuous improvement and achieving targets Discuss challenges and events that impacted performance Frank, sometimes difficult conversations dialogue is an opportunity to reflect, which is important for adult learners Basis for rewards Preparing for the Review Review the following: Position description Standards and expectations Past year goals and objectives Other documentation gathered during review period Request the employee complete Performance Self Assessment Successes and challenges over the past year Additional support he or she would like from you Additional skills/knowledge he or she would like to develop or enhance 14

15 Preparing for the Review Complete Performance Evaluation form Come prepared to share your perceptions and feedback about the employee s performance over the past year, including: Key achievements and successes Performance concerns and/or challenges Changes and enhancements that you recommend (or require) Learning opportunities relevant to the employees job function that would help enhance current skills or develop new ones Key employee strengths and contributions over the past review period Performance Evaluation Steps Step 1. Compare what the employee actually accomplished against the performance expectations on the performance plan. Step 2. Write, in behavioral terms, a description of the employee's work over the performance year that explains and supports the rating for each job responsibility (using examples). Step 3. Assign a rating for each job responsibility based upon actual performance (work done). Step 4. Determine the overall rating for the performance period. Step 5. Complete the performance appraisal form. Considerations Schedule evaluation meetings in advance Use a private, interruption-free setting Allow sufficient time for discussion Consider in advance how to present information Set tone for respectful, adult-to-adult interaction Start and end on positive note 15

16 1. Halo 2. Horns 3. Central Tendency 4. Leniency/Strictness 5. Same as Me Considerations for Rater Bias Delivering the Performance Appraisal 1. Share your feedback about the employee s performance Include information about strengths and successes as well as areas needing improvement Communicate the rating you ve assigned for each of the performance indicators Provide rationale for each rating - Include behavioral examples whenever a rating is above or below achieves. 2. Invite and listen to the employee s assessment of his/her performance 3. Ask the employee to share his/her feedback for you, including ideas for improvement 4. Re-enter the performance planning phase Define expectations for the coming year Set performance goals Identify learning and development goals 16

17 What if the Employee does not Agree Written Response or Comments Rereading Wording Third Party Performance Management Disciplinary Action Formal Discipline Performance management helps avoid discipline Unfortunately, some employees fail to meet performance expectations or commit acts of misconduct Performance management helps support disciplinary action Important to follow progressive discipline 17

18 Reprimand Redirect Reinforce 1. Identify specific unacceptable behavior. Give examples. Indicate that the actions must stop. 2. Explain the impact of the problem on performance of others, the unit s mission, etc. 3. Ask questions about causes and explore remedies. 4. Describe the behaviors or standards you expect. Make sure they understand and agrees that they are reasonable. 5. Ask if the individual will comply. 6. Be appropriately supportive. For example, praise other aspects of their work, remove obstacles. 7. Identify rewards that are salient to the individual. 8. Link the attainment of desirable outcomes with incremental, continuous improvement. 9. Reward (including praise) all improvements in performance in a timely and honest manner. Progressive Discipline Opportunity for improvement Fair warning Documentation Proof that policies are enforced Grounds for a legal defense Progressive Discipline Immediate (as soon as possible) Objective (fact-based, clear examples, evidence) Proportionate (punishment fits infraction) Consistent (different cases, over time, Evenhanded (play no favorites) Coordinated (throughout the agency) Exceptions (easily explainable, objective, justified) Publication of rule changes (fair notice) 18

19 Reasons for Progressive Discipline or Discharge Inefficiency, neglect, or incompetence in the performance of duties; Willful abuse or misuse of government equipment or property; Misappropriation of government inventory (theft); Absence without approved leave; Disruptive conduct/behavior; Dishonesty; Violation of codes of conduct; Violation of oath of office; Excessive or unauthorized absences; Failure to report for duty at the assigned time and place; Fighting on the job; Insubordination (failure to obey any lawful direction given by a supervisor); Loss of certification or license required to perform duties; Falsification of government records; Falsification of employment application; Violation of the Drug and Alcohol Free Workplace policy; Violation of the unlawful harassment policy; Violation of the government nonsmoking policy; Gambling on the job; and Excess use of force. Steps for Progressive Discipline Oral coaching and issuing reminders Setting of objectives (Personal Improvement Plan) Issuing of reprimand oral, written Initiation of adverse employee actions Discharge Performance Management Other Considerations 19

20 Legal Considerations Process/Policies in Place Sound Basis for Decisions Documented Actions/Decisions Progressive Discipline Support Opportunities Equal Pay Discrimination Harassment Self-Awareness Changes in Manager get a coach, get feedback Relationships with employees do they trust you Confidence in role as manager Do your employees know and understand the roles of a manager? Courage Interpersonal Skills Difficult Conversations Interpersonal Skills Effective Questioning Closed Questions Open Questions Effective Listening/Observation Ensure you are at the same meeting Practice Reflective Listening Observe Body Language Silence is not approval Effective Feedback Conflict Resolution Information Sharing Problem Solving Creative Thinking Emotional Intelligence Self Awareness sense of self, strength Self Management understand and control feelings Social Awareness empathy Relationship Management influencing, team building 20

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