managing for success carnegie mellon human resources leadership symposium 2002 presenter: jill...
Post on 16-Dec-2015
218 Views
Preview:
TRANSCRIPT
Managing For Success
Carnegie Mellon
Human Resources
Leadership Symposium 2002
Presenter:
Jill Diskin
Director, Human Resources Services
2
Workshop Objectives
To highlight the linkage between Carnegie Mellon’s strategic plan and managing performance
To give you information about Carnegie Mellon’s performance management framework
To provide tools for you to use with the employees you supervise
3
Supervisors now have
access to Supervisory
Performance Management
Resources . . .
PMP On-line . . .
http://hr.web.cmu.edu/default.asp?sectionID=1241
4
Alignment For Results
University Strategic PlanUniversity Strategic Plan
Your College/Division PlansYour College/Division Plans
Your Department PlansYour Department Plans
Employee Goals and ObjectivesEmployee Goals and Objectives
ResultsResults
5
Focuses every employee on the most important results to achieve your departments’ strategy
Engages employees in achieving organizational goals and objectives
Provides job related criteria
Provides results and measurements that are credible and observable
Enhances motivation
Focuses every employee on the most important results to achieve your departments’ strategy
Engages employees in achieving organizational goals and objectives
Provides job related criteria
Provides results and measurements that are credible and observable
Enhances motivation
Benefits of Linking Performance to Your Organization’s Strategy
Benefits of Linking Performance to Your Organization’s Strategy
8
Managing
Heart of the process
Employee motivation
Updating and revising expectations
Providing career development opportunities
Coaching
9
Reviewing
Comparing performance expectations against performance results
Providing feedback and engaging in constructive dialogue
Recalibrating expectations
10
Planning March – July
Linkage to business plan Expectations established Commitment
Reviewing
April - June Compare actual to expected Feedback Recalibrate
Managing July – January January - April
Tracking Coaching Reinforcing
Planning CyclePlanning Cycle
Aligns with University Salary Review . . .
11
Planning
Setting Expectations
Requesting employee input
Discussing the employee’s input and your expectations
Agreeing on performance expectations for next performance cycle
Establishing milestones
14
Develop a plan to reduce inventory shrinkage
Improve the efficiency of staff reporting to you
Prepare an annual report
Planning – Exercise #1
Now It’s Your Turn
15
PPllaannnniinngg March – July
Linkage to business plan Expectations established Commitment
Reviewing
April - June Compare actual to expected Feedback Recalibrate
Managing July – January January - April
Tracking Coaching Reinforcing
Managing CycleManaging CycleManaging CycleManaging Cycle
16
Managing
What does it mean?
Motivating the employee
Updating and revising performance expectations
Providing career development experiences
Providing coaching feedback
18
Managing
Coaching
To provide feedback to employees
To form a basis for the annual performance review
To build your credibility as a manager
To improve productivity
19
Managing
Coaching
Reinforcing feedback . . .is designed to promote the continuation of a desired behavior.
Constructive feedback . . .gives information to an employee about an aspect of their performance that needs to be changed.
20
Managing
Coaching Practical Guidance
State the purpose of your discussion
Describe the work-related behavior you have observed
Describe the impact the behavior had on your unit’s operations
Listen to what the employee has to say
21
Managing
Coaching Practical Guidance
Explore alternatives
Agree on the work performance expectations
Summarize the discussion, including stating the performance expectation
22
Managing
Coaching
When is coaching not appropriate?
What is the employee’s role when being coached?
What if the employee shares personal information?
Special situations
24
Managing -- Coaching
Defensive Behavior
Listen actively
Verify understanding
Restate the point
Acknowledge feelings and respond with understanding
25
Managing -- Coaching
Defensive Behavior
Check perception directly
Change topics or end conversation
Maintaining control by asking questions
26
ManagingTime Management Ideas
Allocate some of the responsibility for coordinating the process to your employees
Use computer and/or paper files effectively
Use “tickler” strategies
Spread your effort throughout the entire review cycle
27
Managing -- Coaching
Some Fallacies
Coaching Fallacies . . .
People with good performance don’t need feedback
Positive feedback will just inflate the employee’s ego
Constructive feedback just makes people angry
People don’t like to be challenged
Coaching Fallacies . . .
People with good performance don’t need feedback
Positive feedback will just inflate the employee’s ego
Constructive feedback just makes people angry
People don’t like to be challenged
28
Planning March – July
Linkage to business plan Expectations established Commitment
Reviewing
April - June Compare actual to expected Feedback Recalibrate
Managing July – January January - April
Tracking Coaching Reinforcing
Reviewing CycleReviewing Cycle
29
Reviewing
What It Means and Why
Looking back on past performance
Setting the stage for the next cycle
Discussing the employee’s performance with him or her
30
Reviewing
Preparing for the discussion
1. Review the division
and department vision,
mission and goals and
staff member’s PDF.
2. ID key areas of
the staff member’s
job as related to
achievement of divisional
and departmental goals
and key competencies
for the position.
31
Reviewing
Preparing for the discussion
3. Review agreed upon individual performance expectations
4. Prepare open-ended questions focused on the individual’s strengths and opportunities for improvement
5. Prepare a list of performance expectations
6. ID developmental opportunities
7. Establish new performance expectations
32
Reviewing
Setting the stage for success
Physical setting considerationsno interruptions
length-timeline
Your communication styleencouraging and pragmatic
Schedule the meeting with the employee in advance
33
Reviewing
Common Evaluation Errors
First impression response
Central tendency
Halo/horns effect
Recency effect
Leniency
Evaluator bias
34
Reviewing
Conducting the Review
Introduction
Listening and Interacting
Common understanding/give and take
Conclusion
After the Meeting
35
Characteristics of the Performance Management Cycle
Includes Planning, Managing and Reviewing
Ongoing process and not an event
Dynamic
36
A process of letting people know...
What’s expected
How they’re doing
That what they do matters to you
37
Workshop Objectives
To highlight the linkage between Carnegie Mellon’s strategic plan and managing performance
To give you information about Carnegie Mellon’s performance management framework
To provide tools for you to use with the employees you supervise
top related