Performance Management for AUPE Leader Guide

Transcription

1 Performance Management for AUPE Leader Guide This guide will help managers support their AUPE employees through the management cycle. Manager and Employee Performance Management Accountabilities MANAGER Cascade university/departmental/ team SMART goals and align staff goals and expectations Schedule Performance Management meetings Conduct conversations: mid-probationary and probationary for new employees, goal setting, checkin, mid-year, annual for all employees Provide regular feedback Support employee development Assess goals, competencies and overall EMPLOYEE Actively participate in setting objectives or goals Communicate openly and often about progress Raise any concerns about ability to achieve expectations Share development and career interests with the manager Guidelines for Giving Effective Feedback Be timely Give feedback as soon as possible after behaviour occurred Describe what the employee did specifically, don t generalize Base feedback on first hand observation whenever possible Include the impact of the behaviour Describe how the behaviour impacts you and/or the team s effectiveness Focus on changeable behaviour Focus on what is in the employee s control and ability to change Check for understanding Ask to have your feedback rephrased to make sure the employee understood (have them play it back to you) Gain commitment to goal, standards, and expectations Explain the relevance of the behaviour to the university Reach an understanding about changes needed Set check in dates to monitor progress Other considerations Be aware of non-verbal communication (gestures, facial expressions, etc.) Don t always expect resolution or appreciation Remember each person has the right to do what they choose with feedback Be aware of your own biases Table of Contents Key management activities Monitoring Performance Assessing employee Performance feedback language: Do s and Don ts Salary Increment (Article 45) Handling Negative Employee Reactions Additional Resources p. 2 p. 3 p. 3 p. 4 p. 4 p. 5 p. 6 1

2 Key Performance Management Activities for Managers All Employees Regular 1:1 Check-in meetings Set Performance Expectations Hold a team meeting to set broad expectations Review the employee s job profile Schedule 1:1 meetings Mid-Year Review 1:1 meeting to revisit goals and expectations Identify whether is on-track or offtrack Annual Review Formal 1:1 meeting to review, discuss and document Key Performance Management Activities for Managers - New Employees Regular 1:1 Check-in meetings New Hire Set Performance Expectations Mid- Probationary Review Probationary Review Annual Review Hold a team meeting Review the job profile Schedule 1:1 meetings Formal 1:1 meeting to discuss how onboarding is progressing Manager advises employee in writing if is considered to be deficient Regularly Deliver Balanced Performance Feedback 1:1 meeting to revisit goals and expectations Manager determines if is satisfactory. If unsatisfactory, the employee may be dismissed. Formal 1:1 meeting to review, discuss and document As a manager, you should provide timely and accurate informal feedback throughout the year during check-in meetings. These meetings are also an opportunity to hold career conversations and discuss individual professional development goals. 2

3 Monitoring Performance Consider employee Is the employee exceeding all or meeting all expectations? Is the employee underperforming or not meeting all expectations? Actions Provide recognition feedback, rewards, possibly explore opportunities for further development Reflect on the reasons why. Is it related to lack of knowledge, skill, motivation or environmental factors? Ask yourself the following questions when assessing the cause of a issue. Knowledge: Have you clearly explained the expectations to the employee? Does the employee understand his/her role and responsibilities? Skill: Does the employee understand how to complete the task? Has the employee received all necessary training? Motivation: Does the employee want to complete the task? Does the employee feel that his/her work is valued? Environment: Does the employee have access to the resources he/she needs? Does the employee experience conflicting priorities? As soon as you observe challenges with an employee, contact your HR Partner or Advisor. Assessing Employee Performance Employee Group Competency Rating Support Staff Communication Skills Innovativeness/Initiative Teamwork Knowledge & Technical Personal Effectiveness University Understanding Leadership Flexibility A Advanced Performance S -Successful Performance D - Development is Necessary for Successful Performance I - Improvement is Essential for Success Questions? Your HR Advisor can support you if you need additional information. Performance management process details can be found at ucalgary.ca/hr/ 3

4 Performance Feedback Language Dos and Don ts Managers must focus on delivering valuable feedback in a way that employees understand and accept willingly. To minimize negative employee reactions, it is essential that managers are mindful of the language they use while delivering feedback. DO DON T Use the term development areas when providing negative feedback. Use positive, empathetic sentences, such as You are friendly and positive when working with students and Faculty members. Be descriptive, for example, John, I thought the way you solved this problem this was innovative and professional. I particularly liked the way you..." Emphasize words of encouragement, Use the words weaknesses and poor. Employ extreme words, such as always and never. Make value judgments, such as best, bad, incompetent. Compare peers, for example, You are better than Nina at process management. Apologize after delivering negative feedback. Salary increment (Article 45) As managers, you may withhold all or ½ of an employee s increment based on insufficient at work. In order to withhold all or ½ the increment, you should have: Clearly stated and documented expectations at the outset of the year; Conducted a mid-year review with the employee, wherein you discussed and documented deficiencies in the employee s ; Provided the employee training and support, and addressed concerns in real time; and Conducted an annual review and documented deficiencies Absenteeism Increments may be reduced in cases of frequent or prolonged absences (not including vacation or union leave) in accordance with Article Combined absences of less than 22 working days will not be considered frequent or prolonged For employee absences of 22 working days or greater, contact your HR Services Advisor 4

5 Handling Negative Employee Reactions Prior to delivering constructive feedback, you should anticipate your employee s reaction and plan accordingly. The information below will help you respond to a variety of employee reactions. Employee Reaction Sample Employee Statement Guidelines for Manager Response Sample Manager Response Hostility Resistance Denial I don t know what you re talking about. I provide great customer service! Provide sufficient examples to support your feedback Gauge the employee s reasons for resistance Candidly discuss the consequences if the employee does not address the development area Get aggravated with the employee s open hostility and resistance to your feedback Soften your feedback to alleviate the reaction Let s review the examples I gave of areas where I see an opportunity for improvement. Let s give you some time to reflect on the feedback I ve provided and reconnect tomorrow morning. Indifference Maybe; I ll see what I can do. Sure, whatever you say. Ask the employee to reflect on the development areas and confirm whether he/she is able to commit to them Discuss the consequences of denial if the employee does not commit to improving Overlook the employee s indifference and noncommitment toward the feedback Lose patience with the employee I d like you to think about what we discussed and whether it s something you can put the required effort toward developing. Lack of Confidence Self-Pity I don t know where to start from. I knew this would happen; I can never do anything correctly. Give the employee time alone to regain composure, if necessary Highlight that this is an opportunity to improve Assure the employee that improvement is possible with effort Focus on the employee s past inability to achieve outcomes Reflect the employee s negative attitude I firmly believe you are capable of achieving this goal. You will have support from me as you work on this. For example Let s talk about what you can do to improve in this area. Responsibility Skirting It s not my fault I m sorry, but when people ask such basic questions it s annoying. Listen to the employee s reasons and situation Restate the examples Clarify that the employee will need to meet expectations despite his/her reasons Agree with the employee when he/she blames other people Change your perspective based on the reasons or excuses if they are not valid It's important you take ownership for this outcome. You were responsible for the deliverable and your behaviour Shock Anger This is not fair! I always knew you didn t like me, but this is unreasonable. I ve been working so hard, and this is what I get to hear? Acknowledge the fact that the employee is not satisfied with the feedback Prod the employee for opinion and comments Restate examples, explain your perspective Become defensive Moderate your feedback to alleviate the reaction I can see that you are upset with these results. I would like to hear your opinion. Let me explain what I think happened so you can understand my opinion. Then we can work this out together." 5

6 Additional Resources HR Website For Support Staff Annual Reviews: ucalgary.ca/hr Support Staff Information for Managers Performance Management Visit ucalgary.ca/training and click on Lynda.com to get your free account. To learn more, check out Performance Review Fundamentals. 6