Mary White WTC Performance Group BOI October 2013
Develop Strategies to Retain those Employees We Want On the Bus * & Have the Courage to Tell Others To Get Off the Bus * * Phrases from Jim Collins book Good to Great 2
The Right Employees Demonstrating the Right Behaviors = A Strategic Advantage 3
Consistent communication of clear expectations combined with both positive & constructive feedback. This enables employees to focus on performance that aligns with the bank s key performance indicators. 4
Performance Desired / Standards (These should correlate to the evaluation form) = GAP Performance Demonstrated Celebrate the Achievement or Coach to Close the GAP 5
What are the benefits to YOU ~ and your bank ~ of having a Performance Management Strategy in place? 6
Unclear or No Communication My Way or Highway Focus Only on Mistakes Surprises during Performance Evaluation No Coaching 2-Way Communication Positive & Constructive Feedback No Surprises during Performance Evaluations Partnering & Problem Solving 7
I ll just wait & tell my employee what he/she is doing that doesn t meet my expectations when I give them their performance review (if I can find the time to give them one) 8
Conscious Incompetent Conscious Competent Unconscious Incompetent Unconscious Competent 9
Let s share ideas on these performance management scenarios. 10
Some days person has positive attitude other days brings everyone in the bank down Haven t addressed because think it s just them Treated customer indifferently Customer called President complained about employee with bad attitude YOU have to handle situation now 11
1. Why haven t you addressed the situation? 2. Which Conscious Competent quadrant is employee in? 3. Which quadrant you in? 4. How will you handle? 12
Not doing anything particularly objectionable Simply not motivated or going extra mile Longtime customers commenting employees don t seem happy Credit Union encroaching on your market so customer service increasingly essential 13
1. Put yourself in their shoes..what s going on? 2. Which Conscious Competent quadrant are employees in? 3. Which quadrant you in? 4. How will you handle? 14
Employee been with bank 2 years Employee has good customer service skills You ve talked with whole department Employee says you don t understand ~ you don t have young children & they do Even after coaching, lateness continues 15
1. Hindsight is usually 20/20, what did you do right and what might you have done differently? 2. Which Conscious Competent quadrant were you in when you handled the situation? 3. Which quadrant is employee in? 4. How will you handle? 16
1. Does employee know they are not meeting expectations? 2. Controlled my personal feelings? 3. Set professional & business objectives with the employee? 4. Have I Walked the Talk? 17
1. Be aware of your DiSC Communication Style 2. Choose environment & schedule time 3. Prepare & have collaborative mind set 4. State reason for meeting & invite employee s involvement 5. Describe the Gap between desired performance & their performance AND/OR 18
6. Describe the Match between expectations & performance 7. Correlate employee performance to evaluation categories 8. Ask for employee feedback 9. Conclude with written plan/goals 10. Genuinely thank employee! 19
Ask your employees: What am I doing to help you? What could I do differently to be more of a resource? What should I stop doing because it gets in your way of being successful? 20
R E S P E C T Provided Training 21
They May Forget What You Said. They Will Never Forget How You Made Them Feel! 22
Mary White WTC Performance Group 972/291-1140 office ~ 214/850-7297 cell Mary@wtcperformancegroup.com www.wtcperformancegroup.com 23