DHR PowerPoint

Competency-Based Performance ManagementTraining Refresher Module: Performance Conversations

Leadership | Innovation | QualityWhat characteristics make up a positive performance conversation?2

Leadership | Innovation | QualityRefer back to the flip charts from the group exercise where examples of positive and negative performance management were recorded. Pause to discuss as an overall group, adding any additional answers to the flip charts, then proceed to the 2 next slides and correlate the answers to the content

2Positive performance conversationsOpenFrankRespectful2-way dialogue (and listening)ProductiveClear key messages and outcomes

Not...DefensiveOne-wayDemoralizingDefocusedEtc.

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Leadership | Innovation | Quality3Things to consider...4Read review and background carefullyNote differences and gapsPrepare key messages and any challenging messagesUse open-ended questions, create conversationPlan carefully for difficult conversations environment, documentation, timing, advice required, etc.Remember constructive feedback principles your objective is for the feedback to be heard and acted onGive the employee time to prepare

Leadership | Innovation | QualityPlanning performance conversations5Environment:

Find a space that is comfortable and neutral to all partiesEnsure the space is quiet and there are no distractions

Process:

Begin the conversation with an example of positive performanceProvide a balance of constructive and positive feedback

Leadership | Innovation | QualityPlanning performance conversations, contd6Frequency:

Providing feedback often promotes alignment in the assessment of performance between the manager and employeePromotes familiarity and comfort with the process

Timing:

Schedule the meeting in advanceChoose a time that works for both partiesEnsure all parties are emotionally ready

Leadership | Innovation | QualityDifficult conversations7Act calm: Ensure your demeanor is calm; if you are feeling frustrated, find a safe way to vent like writing it down before the meeting so this has been clearedKeep it brief:Try to keep your part brief and concise, and get to the point quickly; the earlier and more the employee talks, the less defensive they will be and the more insight you will get into the root of the problemEstablish a dialogue: Try not to follow a prescribed set of questions; build on the responses you are getting. The point is to lead the employee to examine their own behaviour Have an action plan: End the meeting with a solid action plan that all parties agree to and are committed to actively participating in

Leadership | Innovation | Quality8And after the conversation...?

Leadership | Innovation | QualityAsk the group to provide their ideas for how to handle a difficult conversation or examples of how they have done so in the past;Allow up to 5 minutes for discussionReference the one pager on performance conversations

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