Performance Management and Employee Development

1. Performance Management and Employee Development CNA / Nurse Leadership Conference November 1, 2016

2. Why Are We Here Today? • To learn more about the managing employee performance and developing talent for your team. • “The Right People on the Bus”

3. Why Is It Important? • The Key to Your Success Rests with the Quality of Your Employees • Turnover = Lost Productivity / $ • Poor Staffing Practices = Lost $ • Need for Business Continuity • Staff Continued Development • Business Growth / Expansion

4. Today’s Agenda • Performance Goals and Criteria Development • Job Descriptions and Performance Appraisals • Documenting Performance • Delivering Performance Feedback • Employee Development Processes • Identifying High Potential Employees

5. Performance Goals Performance Goals Give Direction and Motivation - • Define expectations for achievements, growth and contributions • Fair means of evaluating individual performance • Objective basis for determining employee rewards, areas requiring coaching, and training needs. • Guide employee career development • Direct individual efforts toward corporate goals

6. Performance Goals Goals Should Meet Defined Criteria - • Objective and written in clear terms • Measurable and Observable • Challenging but Achievable • Prioritized in order of importance • Mutually agreed upon by Employee and Supervisor • Flexible

7. Performance Goals Each Goal Needs an ACTION PLAN! • Mutually agreed upon Action Plans • Ensures two-way communication • Identifies timetables and progress measurement • Process defines the Supervisor’s role in assisting the Employee meet her / her goals.

8. Job Descriptions and Appraisals Job Descriptions are the foundation for performance evaluations. When used effectively, they are the connecting point to a targeted Performance Appraisal.

9. Job Descriptions and Appraisals Performance Appraisals Should…. • Be an open assessment of performance • Should identify goals that are achieved, met, made progress towards or failed. • Review if the goals were realistic or valid • Be a forum for connecting the Employee’s performance to the company’s goal achievement.

10. Delivering Feedback • Performance Appraisals Benefit Both Parties • Prepare Effectively for Performance Appraisal Meetings • Conduct the Meeting as an Open / Mutual Dialogue • Work together to Identify Goals and Action Plans • MAKE THIS A POSITIVE OCCURRENCE!

11. Employee Development Processes • Training and Follow Up • Counseling • Engagement / Collaborative Leadership • Ongoing Communication

12. Employee Development Processes Training and Follow Up – • Job-Specific Training (as a Participant) • Job-Specific Training (as a Teacher) • “Life Style” Educational Programs • Apprenticeship / Mentoring Programs

13. Employee Development Processes Counseling – • Management / Employee Interaction • Positive Reinforcement • Behavior Modification / Documentation to Improvement • Personnel File tracking

14. Employee Development Processes Engagement – • Collaborative Leadership processes create and encourage a delegated and empowered workforce that enables business to grow skills internally.

15. Employee Development Processes • Value of Ongoing Communication • Employee Buy-In • Idea Generation • Commitment to Continuous Improvement • Potential for Increased Sales / Productivity / Staffing • Jack Welch – “Managers must over communicate in this day and age to your employees. Take the surprise out of any decisions made.”

16. Identifying High Potential Employees What is a HiPo? • Business Attributes – sense of urgency, heightened focus, greater intensity and enthusiasm • Employee Characteristics – persistence, proactive, expanded roles in company, ability to adapt

17. Identifying High Potential Employees • Performance Management Process • Connectivity to Senior Leadership • Mentoring Programs • Multi-Disciplinary Rotation • Expanded Educational Opportunities

18. Identifying High Potential Employees Performance Management is continuous process of review, assessment and feedback • 360 Degree Feedback • Opportunity to communicate in different circumstances

19. Identifying High Potential Employees Connectivity to Senior Management – • Owners and Operators can accelerate professional growth and business understanding • Early stages of Succession Planning for future management or ownership • Could include limited P & L responsibilities or functional management

20. Identifying High Potential Employees Mentoring Opportunities – • Balanced approach to on-the-job skills growth, development and coaching • Serving as both mentor and mentee creates new avenues of team-building and communication • Assess existing and new employee characteristics such as initiative, flexibility, willingness to learn, and general abilities.

21. Identifying High Potential Employees Multi-disciplinary rotation – • Cross-functional training expands the skill sets for the employee base • Builds a potential bench per position for times of need • Opportunity to improve overall business depending on the function

22. Identifying High Potential Employees Expanded Educational Opportunities – • Cost – Benefit Analysis • Classes could include specific advanced skill-based seminars, business classes, or “soft skill” classes such as communication, presentation, sales and customer service.

23. Summary “The Right People on the Bus” can be developed for success in your businesses through consistent and open communication. Performance Management and Employee Development Planning are processes that can make this happen for you!

24. Questions? Contact Daren Fristoe by email at jobs@CareerPlacement.Heathcare or by phone (816) 392-7298 www.CareerPlacement.Heathcare