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Performance Management Program

SETTING OBJECTIVES. EVALUATING. GIVING & RECEIVING FEEDBACK. COACHING. Performance Management Program. By the end of this training, you will be able to:. List the steps for giving both positive and corrective feedback

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Performance Management Program

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Presentation Transcript

  1. SETTING OBJECTIVES EVALUATING GIVING & RECEIVING FEEDBACK COACHING Performance Management Program

  2. By the end of this training, you will be able to: List the steps for giving both positive and corrective feedback Increase opportunities to receive effective feedback that you can use for your own development Avoid the common mistakes people make when giving feedback

  3. Definition: What is Feedback?

  4. F.M.S.T. Frequent, Motivating, Specific, Timely

  5. What are the benefits for you? Person Giving Feedback: Person Receiving Feedback:

  6. Two Kinds of Feedback NEEDS IMPROVEMENT GOOD JOB! • Positive reinforces productive behaviors or patterns of problem solving. • Corrective to change and improve unsatisfactory behavior or introduce more productive work patterns.

  7. Examples of Positive Feedback “Hey, good job yesterday!” “Yesterday at the community meeting, when you took the time to specifically ask the women about their concerns, they felt recognized. Increasing their participation is an important aspect of the project. Keep up the good work.”

  8. Steps for Giving Positive Feedback • Describe behavior • Explain benefit • Summarize GOOD JOB!

  9. What are ways to give positive feedback in your office?

  10. Examples of Corrective Feedback “You never start the morning meeting on time!” “When the morning meeting doesn’t start on time, then it doesn’t end on time and this messes up my whole day’s schedule. Can we try to find a better time for this meeting?”

  11. Steps for Giving Corrective Feedback • Prepare for Meeting • Meet & Discuss • Agree on Issues • Invite Options • Commit to Next Steps NEEDS IMPROVEMENT

  12. 1. What do you do to prepare?

  13. 1. Prepare for Meeting • Were expectations clear? • Gather facts/specific examples • What is the impact? • Talk over before with Supervisor/HR • Set up meeting and inform person

  14. 2. Meet & Discuss • Be direct and simple: only one issue per discussion • Describe the behavior; use examples • Describe its impact on you and others • Ask questions; verify you have all the information • Listen to understand employee’s perspective

  15. 3. Agree on Issues Agree on: • What the main issue is • What needs to be changed • Why

  16. 4. Invite Solutions • Look to standards for what should happen. • Shift to problem-solving. • Invite them to join you in sorting out the situation together. • Invent options that meet each side’s most important concerns.

  17. 4. Commit to Next Steps • Make sure the work expectations and performance objectives are clear • Check for agreement/commitment on next steps • Determine communication going forward • Document

  18. Group Activity

  19. Overcoming Obstacles • Expectations were never clear • Timing • Too vague • Not direct / no ownership • Combative response

  20. Examples of Receiving Feedback “This project plan is incomplete. Could you try again?” “What makes you say it is incomplete?” “Well, the tracking sheets should be included for reference.” “Okay. If I attach those, then would you say it’s complete?” “And the summary could use some work.” “What would you add to the summary?”

  21. Steps for Receiving Feedback • Seek it out • Listen actively / Acknowledge / Clarify • Decide what you can learn / improve • Commit • Give thanks

  22. Back on the job… • Giving and receiving feedback is the best way to develop yourself and the people around you • The more you do it, the better you get at it!

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