Performance Management: Making it a Positive Process

1. Performance Management: Making it a Positive Process Supervisory Training and Review Program Making it a Positive Process

2. Objectives • To review with supervisors the basic principles of performance management so that they will be able to: • understand performance management • effectively communicate job expectations • make fair and accurate ratings of employee performance • motivate employees for improved performance through effective feedback and coaching techniques Making it a Positive Process

3. Performance Planning Feedback and Input Performance Evaluation Performance-based Pay Awards Performance Management Cycle Making it a Positive Process

4. Uses for Performance Management • Communicate job expectations and monitor progress • Identify areas of strength and target developmental areas • Basis for determining compensation, movements, removals, reduction of force, etc. Making it a Positive Process

5. Benefits to the Individual • Clarifies performance expectations • Summarizes performance • Pinpoints strengths and targets areas for development • Helps build motivation/morale • Enhances feedback • Provides opportunity for increase in pay Making it a Positive Process

6. Benefits to the Supervisor • Documentation for supervisory decisions (discipline, promotions, transfer, etc.) • Identifies training needs • Tool for recognition or reward • Evaluates success of projects and strategies • Identifies possible problem areas Making it a Positive Process

7. Benefits to the Organization • Pinpoints organizational strengths and areas for improvement • Supports decisions on layoffs • Can be used to determine organizational need for training • Can be used to measure successes of major projects and strategies Making it a Positive Process

8. Sanctions for Failure to Manage Performance • Performance Improvement Plan • Corrective action • Ineligibility for a pay increase • Disciplinary suspension • Demotion • Termination Making it a Positive Process

9. Materials Needed for Successful Performance Management • Up-to-date Job Description or PDQ • Planning and Appraisal Form • Significant Events File • Progress Review Results Making it a Positive Process

10. Customers/Stakeholders CCCS Goals Office/Division Goals Individual Objectives Line of Sight Making it a Positive Process

11. Performance Planning • An opportunity for supervisor and employee to: • review mission and goals of the department, office, and division • discuss work unit objectives and communicate alignment between work unit goals and higher level goals • jointly develop a performance plan Making it a Positive Process

12. Performance Planning Requirements • Required within 30 days after a new employee’s start date. • Required within 30 days after employee’s performance evaluation. • Employee’s supervisor must create plan with employee. If not, reviewer must create plan. If not, employee must create plan. • Appraisal not valid and can be challenged by employee if a plan was not in place. • Disagreements should be resolved at lowest level. Making it a Positive Process

13. Creating the Performance Plan • Supervisors and employees should jointly develop: • general expectations for work activities • specific expectations for new programs/projects • measures for each organizational competency • individual performance objectives • performance evaluation criteria • developmental objectives Making it a Positive Process

14. Individual Performance Objectives (IPOs) IPOs are written statements that clearly communicate a supervisor’s expectations regarding job performance in specific areas in terms of quality, quantity, and timeliness IPO Making it a Positive Process

15. IPOs should be “SMART” • S = Specific, easily understood, and communicable. • M= Measurable, using objective criteria. • A= Attainable within a set time frame. • R = Results-oriented. • T = Time-bound. Making it a Positive Process

16. Preparing for the Planning Meeting • Review business objectives with employee • Inform employee one week in advance • Schedule enough uninterrupted time • Select private and comfortable place • Ask employee to prepare a draft list of performance objectives and development activities • Prepare a preliminary plan Making it a Positive Process

17. Food for Thought • What is the current skill level of the employee? • What skill level can I reasonably expect the employee to attain? • How will I measure the performance of each objective during the review period? • How many performance objectives are reasonable relative to the person and the job? • What supports and resources are necessary? • Are they available? • Are completion dates required for the objectives? Making it a Positive Process

18. Conducting the Planning Meeting • Briefly discuss main purpose • Discuss expectations and values • Review and discuss Individual Performance Objectives. • Listen to (and consider) employee’s input. • Understand the plan. • Have employee paraphrase commitment • Discuss ideas for training and professional development. • Employee and manager sign, date, and keep a copy of the plan. Making it a Positive Process

19. General Tips for Communication • Look at the person--maintain eye contact--nod. • Keep your body language open--lean forward. • Be direct, honest, candid, and specific. • LISTEN! • Be approachable. • Maintain an atmosphere of mutual respect and trust. Making it a Positive Process

20. Feedback and Input Regular feedback, positive or negative, is critical to a successful performance management system. Feedback should be based on agreed-on performance plans that have been continually updated to reflect shifts in division goals or needs. Making it a Positive Process

21. Why Provide Informal Feedback? • To keep good performance on track • To redirect certain negative behaviors • Helps employees grow and develop • Division priorities change Making it a Positive Process

22. Performance Feedback Should: • Describe, rather than evaluate. • Be specific, rather than general. • Address only behavior that can be controlled directly by the employee. • Immediately follow the behavior. • Be clear to the employee--ask. Guidelines Making it a Positive Process

23. Performance Feedback Should: • Include the use personal pronouns such as “I” or “my”. • Address behavior you have observed. • Be balanced. • Offered in private Making it a Positive Process

24. AAAHHH!! Poor Feedback! • “You don’t even try to do your job correctly.” • “You’re never at work on time.” • “I don’t like your attitude.” • “Last week you…” • “I’m sure you know exactly what I’m talking about.” • “The department is disappointed in you.” • “Yesterday, Joe told me that you…” • “You’re never doing anything right.” Making it a Positive Process

25. JOY Model • Job – how does the performance affect the ability to complete their job assignment. • Others – How is their performance affecting the people around them. Customers, fellow employees, supervisors, etc. • You – ‘If the behavior is not changed or modified, the possible affects it might have on you would be…………’ Making it a Positive Process

26. Progress Reviews • Progress reviews should be conducted regularly (mid-year, quarterly, monthly) and provide a formal opportunity to discuss overall performance results. • Progress review meetings allow you to summarize informal feedback. • Progress reviews are vital to managing performance. Making it a Positive Process

27. Progress Review Requirements • Must be completed at least once a year. Making it a Positive Process

28. What’s the Purpose? • Summarize performance on expectations established in performance plans. • Review expectations and plans in light of business changes. • Make plans for improvement, if necessary. • No surprises at the end of the year! Making it a Positive Process

29. Preparing for the Progress Review • Gather Data: • “Significant Events File” • Employee input regarding performance • Customer and peer feedback Making it a Positive Process

30. Preparing for the Progress Review • Schedule meeting with Employee: • one week in advance, plenty of time, uninterrupted • explain the purpose of the meeting • advise the employee to be prepared to discuss the current plan, his/her progress, and any recommended changes for the upcoming quarter • ask the employee to bring information pertinent to the plan Making it a Positive Process

31. Draft a list of changes for the discussion: • If the performance plan is still valid, plan to give the employee feedback on current performance. Preparing for the Progress Review • Review: • the status of the unit’s work plan • the employee’s performance • the employee’s development activities. Making it a Positive Process

32. Food For Thought • prepared well? • sufficient factual information? • provided ongoing coaching and support? • focused on behavior, not personality? • balanced strengths and weaknesses? • prepared to listen and gain agreement ? • prepared to provide ongoing motivation ? Making it a Positive Process

33. Conducting the Progress Review • Re-state the purpose of the discussion. • Review the status of each competency, and each expectation (one at a time). • Concentrate on performance measured against mutually understood expectations • Discuss the employee’s development plans, and any changes that need to be made for the upcoming quarter. • Summarize your discussion; schedule a follow-up meeting following management’s review. Making it a Positive Process

34. Balanced review Employee’s perspective Factual, not judgmental Provide specific examples Be a good LISTENER! Express appreciation Ask open-ended questions Summarize/reach agreement Summarize discussion Give employee a chance to react, question, and/or add suggestions Reviewing Progress Making it a Positive Process

35. If Performance Needs Improvement, Consider: • How is the current performance not meeting the requirements of the job? • What action can I take to assist or support the employee in improving performance? • What other resources are available? Making it a Positive Process

36. If Performance Needs Improvement, Consider: • What action should the employee take to improve his or her own performance? • How significant is the unacceptable performance? Is it a critical area of the employee’s job? Does it affect other employees or customers? • What will I do if performance continues at an unacceptable level? Making it a Positive Process

37. ...More Considerations • Does the employee know what is expected of him or her? • Are there any obstacles beyond the employee’s control? • Does the employee lack some essential skill, knowledge, training, or experience? • Is there a motivational issue involved? • Is the performance problem due to interpersonal style? Making it a Positive Process

38. What is Coaching? • Coaching is a disciplined conversation, using concrete performance information, between a leader and an individual or team, that results in the continuous improvement of performance. Making it a Positive Process

39. Review performance expectation Describe employee’s performance Explain why poor performance presents problems or obstacles Ask for employee’s input Determine needed changes Determine how you can help Agree on action plan Schedule follow-up Reaffirm and validate Step-by-Step Coaching Model Making it a Positive Process

40. Your Turn! • At your table team, discuss a REAL employee performance problem. • Develop (and write out) a coaching script for improving the performance you just described. • Remember---use both the guidelines for performance feedback as well as the step-by-step coaching model. Making it a Positive Process

41. Performance Evaluation • Provides an opportunity to: • compare overall results with the plan’s objectives and expectations • summarize, in writing, the ongoing dialogue between you and your employee about the employee’s performance Making it a Positive Process

42. Evaluating Performance • Review information discussed in the progress review. • Assess objectively results versus expectations • Use all resources gathered • Be aware of potential rating errors. • Calculate results. • Review appraisal with appropriate parties BEFORE discussing final evaluation with employee. • Be prepared to discuss pay implications. Making it a Positive Process

43. Halo Recency Central Tendency Grouping Holding a grudge Prejudice Favoritism Sunflower Effect Rating Errors Making it a Positive Process

44. Eligible for Dispute: Employee’s performance plan Employee’s performance rating Application of agency’s Plan Full payment of award Not Eligible for Dispute: Content of state or agency plan Amount of $ allocated to agency Other employee’s ratings or $ awards Amount of employee’s base and non-base building award Split between base/non-base building amounts Dispute Resolution Making it a Positive Process

45. Other Considerations • Corrective Actions tied to Overall Ratings • Probationary or Trial Service status • Mediation with Assistance from HR or other Neutral Source • Colorado State Employee Assistance Program Making it a Positive Process

46. Thank You! Making it a Positive Process