Objectives 11/22/2014. When performance is measured. It improves

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1 Lynn E. Lawrence, CMSgt (ret) USAF, CPOT, ABOC Feedback forms are needed for the scenario portion of the course When performance is measured. It improves Gen John P. Jumper, CSAF We judge ourselves by what we feel capable of doing, while others judge us by what we have already done Objectives Purpose of Performance Feedback Establishing guidelines for a healthy environment How to address employee performance Value of feedback and documentation and discussions Practical scenarios 1

2 Purpose of Performance Feedback Encourage regular, constructive discussion between the supervisor and subordinate regarding performance, progress, goals, and expectations Improve job understanding Purpose of Feedback Cont Promote more effective job performance Establish future goals and responsibilities based on objectives Enhance professional growth and development Definition/Purpose Performance feedback is a private, formal communication a rater uses to tell a ratee what is expected regarding duty performance and how well the ratee is meeting those expectations Raters document performance on a type of Performance Feedback Worksheet (PFW) as a guide for conducting feedback sessions where they discuss objectives, standards, behavior, and performance with the ratee Providing this information helps an individual contribute to positive communication, improve performance, and grow professionally. 2

3 Establishing A Healthy Environment Leaders provide a vision, make clear the mission, and directions to accomplish it, instructions, goals to complete the mission, because true leaders cannot accept failure as an viable option Leadership Directives Is leadership visible? Are they setting a good example? Does the leadership support the rule and roles in the organization? Office Manual Company s Vision Is the company s vision clear? How does the individual support the company s vision? 3

4 What is the Company s Mission Is the direction for the organization clear? Does the leadership have clear expectations on where they are headed? Company s Goals What are the company s goals? How are employees expected to support these goals? Are the goals realistic, attainable, team focused? Supervision Chain of command/ lines of authority clearly established? Who s on first? Is there a formal training program? Is the performance being monitored? 4

5 Documentation Document both good and poor behavior throughout the reporting period Address issues as soon as possible All training should be documented Feedback Suggestions Rating is over the entire period, not one incident Performance of assigned duties Quality of work Quantity of work Timeliness of work Feedback on status of work More suggestions Knowledge of primary duties Technical expertise Knowledge of related areas Application of knowledge /proficiency Accepts training opportunities Initiative (self motivation) Confidence 5

6 More suggestions Compliance With Standards Lines of authority/chain of command Following the rules Teamwork (how well they work with others) Integrity (can they be trusted?) How To Address Performance Be direct, you are in charge What you think matters the most, but be open to listen Be Specific! Avoid generalities Stay on target/task avoid rabbit trails Tell them when to talk, do not allow interruptions Setting Up Feedback Suggested intervals (quarterly, semiannual, annual) Put dates on the calendar Stick to the plan Set-time aside, DO NOT RUSH Be prepared to communicate clearly If you expect a confrontation, don t go at it alone 6

7 Conducting Feedback Have a plan / script Have the documentation prepared and ready You may want to open with asking the individual about themselves and if there is anything going on in their personal life Always start with something positive Conducting Feedback Cont. If there are areas that need improvement, ensure your expectations are clear, be specific Attitudes are difficult Never use terms: I feel Ensure you establish guidelines and deadlines Follow-up is critical on timelines Conducting Feedback Cont Supporting documentation Training record Education Certification Future Development Problem Solving Leadership Potential Supervision present 7

8 Closing Out Feedback Session Re-enforce what you have documented good, bad, or ugly If guidelines or deadlines have been establish, restate the dates you plan to readdress these issues Have the individual sign and date acknowledgement of the feedback session, this is not agreeing, just acknowledgment Give the benefit of the doubt Value of Documentation Reference material Used at next feedback session Track progress or lack there of Protection against law suits Provides subordinate a sense of direction Preparing the PFW Subordinate Feedback Form 1. Performance of Assigned Duties 2. Knowledge of Primary Duties 3. Compliance with Standards 4. Conduct/Behavior on/off duty 5. Supervision/Leadership 6. Individual training requirements 7. Communication skills 8. Additional Factors Supervisor Form 1. Duty performance 2. Job knowledge 3. Leadership 4. Managerial skills 5. Judgment 6. Professional qualities 7. Communication skill 8. Additional factors **See memory jogger handout for guidance on comments in each section 8

9 Must document all infractions of: Attitude Performance Tardiness Dress Rule infractions Disrespect for authority Inappropriate behavior with patients or staff When To Terminate ROI is less than the cost of keeping the employee When you have done everything to rehab the employee but nothing is working When you documentation can justify it Scenario 1 Hire a new front desk admin person and she turned out to be a great worker. She is well liked by the patients and the staff. She has a history of being late and you have documentation that shows she has been late 4 times over the past quarter. She occasionally forgets to take out the trash, but will stay late for patient care as necessary. She has progress ahead of schedule with her training. 9

10 Scenario 2 A new hire (under 90 days) started out on the right track, but after 3 weeks begin to show up late at lease once a week, is not progressing well with his training, and has already had a verbal confrontation with a co-worker. This technician is older and has a tendency to challenge the authority of the younger employees. He refuses to stay late if the doctors is running behind. Patients have already started to complain about him. Audience Scenario (s) time martralyn@msn.com 10