1 performance management workshop guidelines for supervisors 1
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PERFORMANCE MANAGEMENT WORKSHOP
Guidelines for Supervisors
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~Ferdinand F. Fournies, 2000.
Your ability as a manager is measured by what your employees do. 2
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What is the function of a manager? Getting things done through others
May also include a technical component
Managing the work behaviors of your employees Behaviors can be observed, measured,
recorded Avoid blaming poor performance on attitude
Presumes you know what employee is thinking Takes you out of the equation
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How do you manage the work behaviors of your employees?
Planning Organizing Directing Coordinating Controlling Coaching
Motivators for high-level performance: Achievement Recognition
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Why don’t employees do what they’re supposed to do?
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Why don’t employees do what they’re supposed to do?
They don’t know what they’re supposed to do
They don’t know how to do it They don’t know why they should do it They think they are doing it
Lack of direction Lack of communication
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Employees don’t know what they’re supposed to do.
Expectations are not specificWhen to beginWhen to endWhat finished is supposed to look like
Priorities are not stated
Changes to expectations and/or priorities are not communicated
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Employees don’t know how to do it.
Training is non-existent or inadequate.
Opportunity to practice is not provided.
Lack of readiness testing.
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Employees don’t know why to do it.
Sharing ‘big picture’ with your employees: Gives sense of purpose to work First line employee is closest to the
process; facilitates informed decision-making
Part of understanding and having expertise is being aware of larger picture
Promotes sense of community Gives employee the security to handle
constructive criticism
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Employees think they’re doing it.
Does your employee know what finished is supposed to look like?
Is there a yardstick for self-feedback?
Are you providing appropriate feedback?
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Positive Feedback & Praise
The best performance review is the capstone of a year’s worth of
conversation.
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Nothing
Behavior is a function of
its consequence
s.
~ Ferdinand Fournies,
2000
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Informal Praise
Acknowledge specific work Success or improvement
Explain how something that the employee did made a tangible difference to you or to the dept.
Recognize the employee’s work in front of others
Give credit for work abundantly Recognize when a project is
conference/publish worthy – make such a recommendation
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Formal Praise
Remember to note especially fine work in the year-end evaluations.
Take the employee to lunch after completing an especially important project or piece of work.
Schedule skip level lunches so that the employee has the opportunity to discuss work with your boss
Nominate the employee for the Pride in Performance or President’s Awards
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Constructive Criticism
The less feedback (praise or constructive criticism) that you provide throughout the year, the less prepared your employees will be to receive feedback.
Not addressing a problem behavior is the same thing as saying that the behavior is OK.
Only address those behaviors that are truly important to you and will make a difference in productivity or work environment.
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Step 1: Address Specific Behavior “You are not completing some of your
work as thoroughly as necessary.”
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Step 2: Provide A Concrete Example “For example, yesterday, when you
returned from loading the material, you did not log any of the afternoon’s entries.”
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Step 3: Illustrate Why It’s A Problem “Because you did not log the afternoon’s
entries, I was not able to complete the budget report in a timely fashion.”
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Step 4: Allow the Employee to Respond “Help me understand what happened.”
or “What can I do to better explain the
process?”or
“Let’s take a chance to review expectations.”
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Step 5: Establish the Follow Up Behavior – “It is important to consistently log
all entries each afternoon before you leave. If you cannot finish the afternoon entries, you need to tell me as soon as you realize the problem.”
Consequence – “I am happy to help you if I know in advance, but not telling me and then leaving is problematic. If that happens again, I’ll need to address the matter in a formal write-up.”
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Give the Conversation Flexibility “Do you know that…”
or “Are you aware that…..”
or “I’m sensing that I may not have been
clear on….”
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Avoid Exaggeration
“You always...”or
“You never…”or
“Every time….”or
“We are constantly having to…..”
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Reduce Personal Defensiveness
“It’s important to me that you are successful, so I need to tell you that….”
or “In order to take your professional excellence
to the next level, you will need to …..”or
“You have focused effectively on A and B. Going forward, I need you to focus on D equally as much.”
or “You are focusing on A, but you really need to
focus on B.”
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Deal with Work Behavior
You don’t seem to care about work.
You don’t mind if you keep people waiting.
You are irresponsible.
You have no work ethic. You have a bad
attitude.
You finish your work quickly, but it often has to be re-done
People often have to wait because you are consistently 10 minutes late.
You miss meetings on a regular basis, most recently on 6/1.
Your personal phone calls are excessive and need to be limited to 1-2 very brief calls per day unless there is an emergency.
Avoid the Personal Focus on Work
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Formal Performance Review Process 90 Day Review
Performance conversation at end of probationary period
New Hires Transfers
Fit with PositionFit with MessiahPotential for future success in roleSend review form to Human Resources
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Performance Appraisal
What is it? Annual review Self-evaluation component Supervisor assessment
Why do we do it? Capstone of ongoing performance conversation Employees who understand your expectations and
where they stand are more engaged, productive Not tied to compensation change Maintained in employee personnel file in Human
Resources
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Planning for a successful appraisal Maintain log throughout the year
Points of excellence Points of concern
Gather feedback Partnering departments Employee’s customers
Schedule uninterrupted time for review
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Appraisal formats
Standard forms available on HR website
Staff Admin
Customized template Job Knowledge, Work Quality &
Management of assigned duties Employee Relations & Teamwork Customer Service & Responsiveness Planning & Organization Judgment & Decision Making
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What is included in an effective appraisal? Discuss job assignment
Discuss work environment
Re-affirm employee contributions Provide specific examples of successes
Address areas for improvement Provide specific examples of weaknesses
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Be Sure to Avoid
Do not focus on one specific event or incident – review the entire year.
Do not go by your memory alone. Length of service does not automatically
mean better performance. Do not overrate under performers as a
motivational tool. Do not avoid the truth. Do not rush the performance review
meeting.
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Available Resources31
On the website…
Manager’s performance log Guide for addressing problem
behavior
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Works Cited
Fournies, Ferdinand. Coaching: for improved work performance. New York, New York: McGraw- Hill Publishing, 2000.
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