3a lifting the performance of your association staff from
TRANSCRIPT
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3A Lifting the Performance of your Association Staff from Mediocre to Marvellous 25 – 26 November 2014 1:30pm – 3:00pm #FL14
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Performance Manage Your Association Staff from
Mediocre to Marvellous
Presented by Mark Werman B.Ec., M.Com., CA
Managing Director Wentworth Advantage
Associations Forum Future Leaders Conference
Tuesday 25 November 2014
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Why is quality staff management so important & so difficult?
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Performance
Performance Defined
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Competency
Performance Job Description
=
Performance Defined
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Competency Motivation
Performance Job Description
= x
Reward & Remuneration
Performance Defined
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Competency Motivation
Performance Job Description
= x
Reward & Remuneration
Performance Defined
Cultural Alignment
Values
x
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The staff retention model
You have to “CONNECT” with each employee
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ASSOCIATION
The staff retention model
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JOB
ASSOCIATION
The staff retention model
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Job connection
Implement a Performance Management (PMS) system
Job Description
Performance Appraisal $
HR Policies &
Procedures
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JOB
PERSONAL
ASSOCIATION
The staff retention model
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What’s the Answer?
Job Description
Performance Appraisal
Reward & Remuneration
Surveying staff
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Step 1 – Surveying staff
• Opens communication between staff and management
• Useful starting point in assessing secretariat strengths and weaknesses
• Secretariat climate – factors that make up
secretariat life – not tangible like
production and finances
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• Organisational commitment • Remuneration satisfaction • People management
issues • Management effectiveness • Supervisory effectiveness • Training and Development • Communication • Physical work environment
Step 1a – Association Culture & Job Satisfaction
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• Absence of trust • Fear of conflict • Lack of commitment • Avoidance/vagueness of
accountability • Inattention to results • Reluctance to
communicate • Leadership issues
Step 1b – Team Cohesion
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Step 2 - Job Descriptions
– Structure
– Outcome based
– Performance standards
– Aligned to the association objectives
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Job Descriptions
• Clarify what needs to be achieved and how well it needs to be done
• Create key performance indicators for technical and personal competencies
• Rank the importance of the various skills and behaviours
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Who should have one?
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Step 3 - Performance Appraisal
• Quality feedback improves performance
• Three root problems – Perceptions of
appraisal – Standing in judgement – Lack of involvement
• Be Prepared!
Appraiser • Better staff performance • Problem rectification • Feedback on self
Appraisee • Better understanding of performance requirements leading to better performance
The Association • Data on association performance • Better communication • Better motivation • Improved organisation performance
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Goal is to lift performance
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Preparation
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Step 1: Prepare your mind – The meeting should be more like a discussion
than an interview – Goal is to meet as equals – Recognise that you share a common goal
Preparation
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Step 2: Understand the job – If possible, refer to the Job Description – If no Job Description, write down the top 6 – 8 key
requirements of the role
Preparation
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Step 3: Assess current performance – Collect data to verify actual levels of performance – Facts add credibility to the process – Don’t rely on vague generalisations – Identify required performance standards – Try to be balanced and avoid bias – Perhaps seek the input from someone else
Preparation
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Step 4: Consider the Discussion – The focus is how do you increase your staff
member’s performance & value to the organisation – Try to identify solutions that will resolve your staff
member’s problems/issues
Preparation
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Step 5: Arrange the logistics – Give the appraisee adequate notice – Schedule your own preparation time – Organise suitable venue: no interruptions! – Allocate sufficient time – Have relevant data at hand
Preparation
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The Discussion
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1. They start on time 2. Immediate visual impact
– Eye contact – Tidy desk
Characteristics of an effective appraisal discussion
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3. The discussion is relaxed but businesslike
- Meet as ‘equals’ - Involve them in the discussion - throughout - Be open & honest - Use accurate language rather than vague and ambiguous descriptions - Avoid the counterattack * Stay calm & emotionally detached * Focus on solutions
Characteristics of an effective appraisal discussion
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4. The discussion sequence
• Opening – Put appraisee at ease - but don’t be false – Appraisee wants to know:
• The purpose of the discussion • What the outcome will be • How you would like to play it
– Knowing the answer to these questions & being involved early on - is the quickest way to relax most appraisees
Characteristics of an effective appraisal discussion
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Get them involved very early on: • Thanks for coming along. Have you completed
the preparation we discussed? • Would you like me to run through the purpose of
the discussion and how I thought we’d go about it?
• Is there anything that has caused you concern that you would like to address early on?
• So, how do you think things have been going over the past year?
Characteristics of an effective appraisal discussion
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The body – being the potentially ‘tricky’ bits – Suggested sequence:
Option 1: Follow the competencies in the order they appear in the Job Description, or Option 2: Put ‘significant/dominant’ issues first Option 3: Positive/PFI/Positive
Characteristics of an effective appraisal discussion
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• Whichever option you chose, use the following three stage format:
• Describe expected performance level
Describe their actual performance level – use facts and examples
Agree to Actions that will lift
performance
Characteristics of an effective appraisal discussion
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– How do the appraisee’s views compare with your own on:
• overall performance • areas where performance has been better/worse
than expectations • reasons for any variance • mitigating circumstances • identify development needs
– Are there any areas of potential disagreement?
Characteristics of an effective appraisal discussion
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The closing:
– Provide a summary • Recap the main points by emphasising:
– What has been agreed to – Where actions are required – Who is going to do what – By when
• Option: Ask the appraisee to summarise the discussion. This further encourages their involvement
Characteristics of an effective appraisal discussion
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The closing (Cont) – Ask the appraisee how they feel about the
discussion – Prompt them, if necessary, about any of the
‘tricky’ bits – ie. those areas of the meeting where there may have been disagreement
Characteristics of an effective appraisal discussion
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Managing poor performance
• What actually is the performance discrepancy? • Is it important? • Skill deficiency? Is the skill often used? • Could the employee perform the skill in the past? • Is the employee capable of improving? • Does performing the job well matter to the employee? • Are there any obstacles to good performance? • Solutions to remove obstacles? • Obstacles: Recruitment & selection, promotion,
conditions, communication & role negotiation, staffing levels, stress, work organisation, job design
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Disciplinary & termination issues
• Termination – Dismissal – Redundancy
• Avoid ‘unfair dismissal’ problems – You must have a clear reason for the
termination, and – You must follow the appropriate process
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Step 4 - Reward and Remuneration
• Aims – to attract and retain suitably
qualified employees to the Association to perform the work required
– to motivate employees to perform at a consistently high level
– to encourage them to improve their skills, abilities and knowledge in order to improve job performance
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"Human capital will go where it is wanted, and it will stay where it is well treated. It cannot be driven; it can only be attracted." Walter Wriston, Former Chairman, Citicorp/Citibank
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Does money really motivate?
• DDI International • UK Times newspaper 2004 • Interviewed 1000 staff from
companies employing > 500 workers
• Many: • Bored • Lacking commitment • Looking for new job
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Does money really motivate?
• Main reason for resignations: • 43% left for better
promotion chances • 28% left for more
challenging work • 23% left for a more
exciting place to work • 21% left wanting more
varied work
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Does money really motivate?
Pay came 5th on the list!
WHY?
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Does money really motivate?
• Frederick Herzberg • 1968 classic - “One More
Time: How Do You Motivate Employees”
• Challenged assumption that workers are primarily motivated by money
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Does money really motivate?
• Workers are motivated
by: • Achieving something
in their jobs • Being responsible for
their job tasks • Being able to work
with minimum supervision
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Does money really motivate?
Hygiene factor
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Current thinking: Job motivation
Financial Non-financial
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Reward and Remuneration - Solutions
• Benchmark to the broader employment market – Organisations of similar
size and geographical location
• Put in place structured remuneration policy that clearly states – Time and frequency of
salary reviews – Criteria for increases – Performance linked
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Setting-up an Incentive Bonus System
• Linked to the Job Description
• Weighted average scoring system
• Bonus pool • KEEP IT SIMPLE
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Competency Motivation
Performance Job Description
= x
Reward & Remuneration
Performance Defined
Cultural Alignment
Values
x
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Questions & The next step …