PERFORMANCE MANAGEMENT CONVERSATION GUIDE

Transcription

1 PERFORMANCE MANAGEMENT CONVERSATION GUIDE TOOL FOR /COLLEAGUE PERFORMANCE CONVERSATIONS PURPOSE This document describes the various types of conversations managers may have with colleagues with regard to performance. It gives tools and steps to assist managers in navigating these conversations for successful outcomes. Copyright 2017 Trinity Health Classification: Internal Copyright 2017 Trinity Health Classification: Internal Page i

2 Table of Contents TYPES OF PERFORMANCE CONVERSATIONS... 1 Goal Setting Conversation. 2 Check-In Conversation... 3 Mid-Year Conversation Annual Performance Review Conversation Ad Hoc Performance Conversations... 8 Resources... 9 Page ii PERFORMANCE MANAGEMENT CONVERSATION GUIDE

3 TYPES OF PERFORMANCE CONVERSATIONS Listed below are various types of conversations that will occur between a colleague and manager throughout the process. Following the list is a detailed section for each conversation type with tools and steps for navigating these conversations. For more detailed information on the process itself, please refer to the Toolkit located on the Workday Help site under Manager/Executive>training>performance management. Goal Setting Conversation Check In Conversation Mid Year Review Conversation Annual Performance Review Conversation Ad hoc Performance Conversations For all performance conversations it is important to remember that honest and open dialogue is critical. Where practical, face to face conversations are best. Note: This is a conversation guide with suggested steps. You may choose to use some, all or none of the steps in your conversations. Copyright 2017 Trinity Health Classification: Internal Page 1

4 Goal Setting Conversation Goal setting is the basis for understanding what you were hired to do in relation to helping the organization achieve its strategic goals. Managers need to have a conversation with direct reports to discuss goal cascade/alignment with the department and system goals to ensure the colleague is creating SMART Goals that are relevant to the department, Ministries Priority Strategic Aims and Trinity Health's Priority Strategic Aims. Benefits of setting goals Provides focus Aligns individual efforts with the team and organization s strategy Can be effectively measured as they are accomplished Clarifies what you are trying to do, helping to identify what is needed from others Creates a focused set of aims and requirements Here are some suggested steps for conducting your goal setting conversations: and COLLEAGUE Review with direct report(s) Trinity Health s Mission, Core Values and Vision Priority Strategic Aims Discuss how goals should align with them Review with direct report(s) the current organization, ministry and department goals and strategic objectives and how goals flow Cascade Goals (pdf job aid for managers) Cascade Goals to Direct Reports (video for managers) Discuss possible individual goals you may want the colleague to enter Assign colleague to construct/write SMART goals How can you (colleague) contribute to the overall strategy and success? Define how goals will be measured Limit total number of goals to five or less essential goals only (including cascaded goals) Collaborate on goal prioritization Assign weight to each goal based on the importance of the goal (sum of goals must equal 100%) Make a plan for achieving goal(s) Identify milestones (if applicable) and due dates Ask how you can support your colleague in goal achievement Page 2 PERFORMANCE MANAGEMENT CONVERSATION GUIDE

5 Check-In Conversation A minute check in on goal progress ensures the colleague is receiving regular, continuous feedback and encouragement. It is recommended that each colleague have at least two (2) check in s per annual evaluation year. There are no documentation requirements in Workday for check in s. However, the manager may choose to have the colleague enter a goal milestone in Workday indicating the check in occurred and goals discussed on a particular date. It is the responsibility of the manager to initiate these check in s with each colleague. Here are some suggested steps for conducting your check in conversations: Ask colleague for his/her overall feedback and thoughts on performance so far I d like to start by hearing your thoughts. Encourage colleague to celebrate successes In your perspective, what is going well? Recognize the achievements and allow them to elaborate Give additional reinforcement Check for colleague s self awareness Is there anything you would do differently if you could change course? Acknowledge colleague s insight Discuss Goals and Job Duties Where is colleague in goal achievement? What needs to take place to achieve goals? Identify areas of strength Identify areas where improvement may be needed Clarify expectations Communicate clear expectations for the remainder of the performance year Request a commitment from colleague Ask how you can better support your colleague What do you need from me? How can I support you better? End on a positive note Thank you for all of your hard work.. Copyright 2017 Trinity Health Classification: Internal Page 3

6 Mid-Year Review Conversation Note: Currently Mid Year Reviews have not been conducted in Workday. This guide will be updated once more information on the status of mid year reviews is finalized for the organization. This process begins with the colleague completing a self evaluation to update progress on goals and overall performance. The manager reviews goal progress and helps with any obstacles to goal achievement, and assesses whether the goal is still relevant. Comments are required in all areas of the Mid Year Review steps in Workday. Manager and colleague conduct a meeting to come to a common understanding and make changes to goals accordingly. This meeting should be no more than 30 minutes in length. Here are some suggested steps for conducting your mid year performance review conversations: Request colleague s overall feedback and thought on performance so far I d like to start by hearing your thoughts Review mid year performance evaluation content with colleague; discuss colleague and manager comments Goal Achievement where is colleague in goal achievement; what needs to take place to achieve goals? Role Specific Accountabilities of the Job Description identify areas of strength and areas where improvement may be needed Encourage colleague to celebrate successes In your perspective, what is going well? Recognize the achievements and allow them to elaborate Give additional reinforcement Check for colleague s self awareness; Empower colleagues to coach themselves Is there anything you would do differently if you could change course? Acknowledge colleague s insight If you could, how would you do this differently? What will you do to improve on? Clarify expectations Communicate clear expectations for the remainder of the performance year Continue to encourage colleague on performance thus far Request a commitment from colleague Offer helpful resources Such as HealthStream Classes, seminars, books, QuickCoach videos, cross training, experiences, exposure, career aspirations Ask how you can better support your colleague What do you need from me? How can I support you better? Page 4 PERFORMANCE MANAGEMENT CONVERSATION GUIDE

7 End on a positive note Thank you for all of your hard work.. Copyright 2017 Trinity Health Classification: Internal Page 5

8 Annual Performance Review Conversation During the annual review process, leaders encourage and collaborate with their colleagues to celebrate successes and identify areas for improvement. This is also an opportunity for colleagues to communicate their needs as far as resources, development and support. The review process should be a positive experience with honest feedback and growth/development as the main objective. This meeting should be no more than one hour in length. Here are some suggested steps for conducting your annual performance review conversations: Request colleague s overall feedback and thought on the performance year I d like to start by hearing your thoughts. Encourage colleague to celebrate successes In your perspective, what were your successes this year? Recognize the achievements and allow them to elaborate Give additional reinforcement Check for colleague s self awareness; Empower colleagues to coach themselves Is there anything you would have done differently? Acknowledge colleague s insight If you could, how would you do this differently? What will you do to improve on? Review annual performance evaluation content with colleague; discuss differences in colleague and manager ratings Goal Achievement Core Values Role Specific Accountabilities of the Job Description Did colleague complete all Annual Mandatory Education and Integrity & Compliance signoff on time? Are all health requirements up to date and in compliance? Share any additional feedback from colleagues, peers, additional managers; Communicate opportunities for improvement with concrete examples Use facts rather than rumors Communicate how the performance impacted you or others Give opportunity for colleague to explain their perspective Be constructive without being discouraging Review final annual evaluation performance rating with colleague If merit pay is tied to this performance rating, describe any increase being applied Clarify expectations Communicate clear expectations for upcoming performance year and beyond Request a commitment from colleague Page 6 PERFORMANCE MANAGEMENT CONVERSATION GUIDE

9 Offer helpful resources HealthStream Classes, seminars, books, QuickCoach videos, cross training, experiences, exposure, career aspirations Ask how you can better support your colleague What do you need from me? How can I support you better? End on a positive note Thank you for all of your hard work.. Copyright 2017 Trinity Health Classification: Internal Page 7

10 Ad Hoc Performance Conversations Ad Hoc performance conversations may happen frequently throughout the performance year in the form of informal conversations occurring in the moment, as needed. Even informal conversations require some sort of structure to ensure productivity. These conversations should be two way and focus on identifying ways to provide support to colleague s growth and success. Identify the reason for Ad Hoc Performance Conversation New Project Unclear expectations Identified development area (i.e. communication skills, time management, etc.) Colleague is struggling with work Colleague is struggling with completing work timely Success or recognition Change in organizational strategy Addressing customer/patient feedback Review current situation to determine what is working well and where the colleague needs additional support What have you accomplished so far? What are you finding challenging? Ensure alignment with goals How is this work/situation supporting organizational strategy, department and individual goals? Is there anything you can change about your work to better support our strategy? Discuss barriers and steps to removing barriers What are the barriers to success? How can I help remove those barriers? Make a plan for moving forward List colleague commitments for progress List manager commitments for progress Set a date to check in on progress Page 8 PERFORMANCE MANAGEMENT CONVERSATION GUIDE

11 Resources Workday Help Site Job aids, videos and PowerPoint presentations to help you navigate through Workday. Workday Help site Colleague Training page Workday Help site Managers/Executives Training page An online library of 200+ videos is now available to all Trinity Health colleagues. Visit QuickCoach and select a category from the dropdown menu to see a list of videos available within that topic. Quick Coach Link HealthStream Search for courses in the search bar related to performance management, coaching, development Local Human Talent Management Resources Talent Development HR Business Partner/HR Operations Copyright 2017 Trinity Health Classification: Internal Page 9