Coaching for Improved DMCMA Spring Conference. Janet May, Sound Employment Solutions, LLC

Transcription

1 Coaching for Improved Performance 2015 DMCMA Spring Conference Janet May, Sound Employment Solutions, LLC

2 2013 Gallup Poll on Employee Engagement 18% 30% Actively Engaged Not Engaged Actively Disengaged 52%

3 Group Discussion What is meant by the term performance management? Why is performance management an important management function and what are the impacts when it does not occur? What are some of the most challenging aspects of dealing with performance issues?

4 Top Reasons For Managing Performance Everyone wants to know where they stand Provides a chance for the employee to improve Gives recognition Helps set performance goals for individuals and teams Can support recruiting, hiring and selection processes Can help assess training and staff development needs It s your job! Highly motivated employees will succumb to frustration if there is no distinction between the productive and non-productive employees Good risk management practice

5 Group Discussion Should you talk with Troublesome about the performance issues? What would you say? Does your answer change if Troublesome calls your feedback harassment? Does your answer change if you hear that Troublesome may have a serious illness? If Troublesome says a medication issue is causing her poor performance, must you excuse the prior poor performance?

6 Tools to Set the Stage for Meaningful Feedback Keep a Supervisor s Drop File on All Employees Job Descriptions i Performance expectations Employee and section goals Any notes of discussions about performance Any Performance Improvement Plans or Counseling Forms Any commendations/project notes

7 Job Descriptions Are they current? Does the job description contain the essential functions of the job? Does the job description include necessary technical and computer skills? Does the job description include reference to the behavioral skills needed to perform the job successfully?

8 Performance Expectations Set performance expectations at the beginning of the evaluation cycle Establish behavioral related expectations and incorporate those expectations into the day-to-day performance of employees

9 Set Goals Self Development Incorporate the mission, vision and core values and make sure all goals are work-related and support the team concept Make sure everyone is on the same page Wit Write in clear, concise language Look for opportunities for self-development Include short and long-term goals Set a reasonable time line Celebrate the accomplishment of goals

10 Provide On-Going Feedback To Employees Make providing performance feedback to employees a priority it s worth it! Make that feedback real and accurate Manage performance management like any other project scheduling time to provide performance feedback each week/month

11 Self Assessment Have your employees answer the following questions: What things have they done well? What could they have performed better? What challenges have they faced? What ideas do they have for performing tasks differently? What goals would they like to set for the upcoming year? How you can assist them in performing/achieving those goals?

12 The Feedback Process Feedback is defined as the process of giving g information to someone so that the end results can be reinforced, altered or changed for the better! Feedback is not about criticizing an individual and instead is about guiding the person in being more productive and successful.

13 Steps of Performance Feedback WHAT describe the employee s performance that warrants attention WHEN give examples IMPACT how did the employee s performance impact the workplace WHAT describe the desired performance standard/behavior d/b OUTCOME what are the results if the employee does or does not meet the standard d

14 Applying the Skills What is the performance that needs attention? What is the impact of the behavior on your agency? Is the behavior in keeping with your agency s mission, vision, and values or other expectations? If not, how does it differ? What might the feedback script look like?

15 Other Feedback Tips Make sure opinions are based on objective facts or behaviors Be authentic and sincere The employee does not need to agree but does need to understand what is expected Avoid making excuses for the employee Read for grammar and spelling

16 Identifying the Performance Deficiencies and Work Related Causes Is there a systems issue that may be contributing to the performance issues? Does the performance negatively impact the Mission in some fashion, or is it just not your preferred way of accomplishing the task?

17 Lack of Competence versus Willful Nonperformance Lack of competence employee lacks the needed skill level Willful nonperformance employee has the skills but chooses not to apply them

18 Key Question If the employee s life depended on his/her ability to complete the task effectively today, could he/she do it? If No lack of competence If Yes willful nonperformance

19 Performance Improvement Plan The PIP should identify the performance problem and document the specific behavior or performance that does not meet the standard or expectation. ti

20 Elements of the PIP Area of Deficiency Activities Designed to Improve Performance Timeline Beginning and End Date Expected Performance Outcomes Notice of potential for progressive discipline if performance does not improve

21 Skills Practice Discuss what might be appropriate p to be included in each section of the PIP if a PIP was given to Sally Sue.

22 Different Perspectives Don t Have to Lead to Conflict Listen for understanding Avoid blaming-judging Avoid making statements that are conclusive or judgmental Remember that understanding does not mean agreement

23 Word Choice Exercise What are some alternative words or phrases for the terms liar and bad attitude? What phrases have you used in the past that have triggered a negative reaction and what alternative phrases can you use in the future if the same issue arises?

24 Sound Employment Solutions, LLC

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