february 2013 performance management how to make it work
TRANSCRIPT
February 2013
Performance ManagementHow to Make it Work
Performance ManagementPerformance Management
Why?Why?
Expectation?Expectation?
Cost Saving Performance Improvement CustomersBoss
A Typical Day
their accountabilitydeliverables expectedbehaviors they should
demonstratemeasures of their individual
performance future individual developmentconnection to the business
strategy/objectiveswhat they will be rewarded for
What’s in it for – Associates
A tool for associates to identify:
provide clear direction. align people and activities. improve performance. develop people. evaluate results and
reward performance. assist in making
promotion decisions and career development
What’s in it for – Managers
A tool for line managers to:
Overall
Performance Management Cycle
Performance Planning & Objectives SettingYear-end Performance
Review
Mid-year Performance Review
Provide ongoing feedback and coaching on
performance
Jan.
Feb.
Jun.Jul.
Nov.
Dec.13
2
Objectives Setting 1Jan. – Feb.
Quest.
Objectives Setting Questionnaire
Page 3
Leaders
Great Leaders
A critical and common trait of great leaders is their vision. Their vision is shared through
well-defined and clearly communicated goals and objectives.
What are
What are Objectives?
Clear descriptions of: Where you want to go or what you want to achieve. Desired results“A clearly defined destination”
Align
Aligning Objectives
Individual DestinationTeam
Vision Strategic Objectives
Function Objectives
Basis
Basis for Objectives
Increased sales volume Increased market share Major projects New initiatives Increasing productivity Improving product positioning against competitors during sales calls Strengthening skills and competencies (Development) Improve work process
Think - ASPIRE – team - process
Aligning Objectives
think
Become comfortable articulating the organization's vision and strategic direction.
Ask yourself what that means for you and your team.
Then help individuals develop their own goals also linked to team, function and the organization's vision and strategic direction.
Prioritize those objectives that will have the greatest impact.
SMART
SMAT?
Specific: Clearly stated1
Measurable: Outputs defined2
Attainable: Achievable with stretch but still realistic3
Relevant: To the business needs and the goalsof the department4
Time-bound: Within a clear time-frame5examples
Development Objectives
Example Development Objective: Improve ability to handle multiple
priorities & activities
Broaden your skills and expertise
Improve presentation & communication skills
Better Example:
1Jan. – Feb.
Roles
Take project management workshop and create a revised work plan for the year based on the learning
Organize 2 day job-shadowing with experts in the following areas....
Work with an assigned mentor/coach for Q1 in department meeting presentations
You As A Manager
Achievement /Skills , Knowledge /
Competencies
Assessing People Performance
Identify the Gap
Action Plan
Select the Appropriate
Describe exactly what your
associate can’t do (TM)
Development Method(s)
Identify the Gap
In groups 15 minutes Discuss with your group some of the different real examples of your
direct reporters performance gap 2 Examples of each group Please describe them carefully and in behavioral terms
Types of development methods
FULL JOB CHANGE : Usually not recommend as a first option DEVELOPMENT IN ROLE: Includes projects, task force, temporary
assignment. FEEDBACK & COACHING: Coaching is a powerful way to learn for
both coach and coachee ROLE MODELING: Identify colleagues within the organization who
excel at the skill or behavior that the individual wishes to develop TRAINING & READING : These address specific needs of knowledge
transfer. Alone, it is the least effective.
Development Tools Impact
Training/ Workshops/ Reading/ Videos
Feedback/ Coaching
Development Impact
Less
10%
More
70-85%
Role Modeling Full Job ChangeDevelopment in Role
Relationship BasedEducation Based Experience Based
20%
Setting Quality Objectives With the Team (contd.)
Both parties agree on measures of success and a timetable for review.
The manager ensures that each objective is SMART.
Objectives are dynamic: recognize when the environment changes.
Include development objectives that support success in current role and/or for next role
Shared/cross-functional objectives should be aligned with others for expected outcomes and measure.
Barriers
1Jan. – Feb.
Barriers to Achieving Objectives
Managers excluding associates from the objectives setting process, (not having a shared understanding of what is expected)
Ability and skills required. Everyone scores the same.
Collection of info.
Make Collection Of Information Ongoing
Create an incident log for each associate; achievements, incidents, reports etc.
Include good and bad examples. Give regular feedback.
Feedback
Feedback
How Much Do You Appreciate?
Research shows that 88% of people in the work environment do not feel appreciated.
Power of Appreciation – Improves job satisfaction.– Increases employee productivity.– Enhances the image of the supervisor which leads to increased
perceived power.
Quest. p5
How well do I Give Feedback?
Page 5
What is fdbk?
Jack Welch - Tell your employees
"You have no right to be a leader if someone who works for you doesn't know where they stand."
Four times a year at GE, honest appraisal.
"People think they're too busy (for performance reviews)," he says. "That's your number one job.
He says he devoted more than 60% of his time to human resources.
What is Performance Feedback?
Information designed to tell people where they stand Praise good performance or correct poor performance. Always be tied to the performance standards It may take many forms, e.g. verbally, in writing or nonverbally
through body language and facial expressions.
Without it
ongoing
What If We Do Not Receive Feedback?
Giving feedback is the only way to ensure behavior will change OR change people’s behaviour in a positive way.
And it can help focus others on the most important issues.
Many people are motivated or inspired by well-delivered feedback, and will perform at a higher level because of it.
What do you want to achieve by providing feedback?
OPEN BLIND
HIDDEN UNKNOWN
Known to Self
Known toOthers
Not Knownto Others
Source: Luft and Ingham 1955
Not Known to Self
examples
The Johari Window
Give me an Example
An employee receives praise from a supervisor during an annual evaluation. “You are doing a great job”, he says, “Keep up the good work”
“I just don’t like the way you arranged that display. Change it”. A manager hands in a report to her area director and waits for a
month without receiving a reaction. The manager wonders, “What did I do wrong?”
“Try to put a little more “oomph” in your presentation. It was weak”.
weak
ongoing
What Works and What Doesn’t?
One of the problems frequently experienced in providing performance assessments is weak feedback.
Weak feedback either is ambiguous and NOT helpful in clarifying desired behavioral change, or carries implications of personal failure.
Feedback that is most helpful is: Specific Descriptive About issues Neutral and Clear Developmental
example
•“You are doing a great job”, he says, “Keep up the good work”•“Your presentation was weak”
Can You Be More Specific Please
• “You don’t give off a lot of energy in meetings”
• “In the meeting with Tina yesterday, I noticed that you were using passive body language, your voice was …..”
• “I notice that the audience were disengaged”
• “I suggest in the future that you …….. “
• “Do you have any other suggestions?”
SpecificDescriptiveTough on ISSUESNeutralClear (impact)Future OrientedSeeks solutions
principles
ongoing
Be generous with your appreciation
Key Principles for Providing Quality Feedback
• Ask if your feedback was helpful ask for reaction – Respond
• Suggest concrete next steps – 1 or 2
• Balance positive and negative feedback
• It is genuinely intended to help improve performance – be supportive, not threatening
• Make feedback frequent & informal and be prepared to receive feedback yourself – Ask for it if not provided
• AND
Exercise
Feedback Exercise
In 2 groups, can you make this constructive? 5 minutes: “Pat, this report is not clear”. “Tim, your team seems to be doing nicely”.
Emotional Response
ongoing
Emotional Response to Unexpected Feedback
ShockANGER
REJECTIONACCEPTANCE
Guide to prepare
A Guide to Conducting the Performance Appraisal
Introduction: Relax the appraisee Open with a positive statement, smile, be warm and friendly - the
appraisee may well be terrified; it's your responsibility to create a calm and non-threatening atmosphere.
Set the scene - simply explain what will happen - encourage a discussion and as much input as possible from the appraisee
Tell him/her it’s his meeting not yours. Confirm the timings, especially finishing time. Begin with some general discussion about how things have been going,
but avoid getting into specifics, which are covered next.
Contd.
3Nov - Dec
2Jun - Jul
Conducting the Performance Appraisal (contd.)
Review Objective and Competencies Review the objectives and achievements
and competencies one by one. Be specific, give examples, concentrate
on hard facts and figures, solid evidence. Being objective is one of the greatest
challenges for the appraiser. Resist judging the appraisee, facts and
figures provide a good neutral basis for the discussion, free of bias and personal views.
For each item agree a rating as relevant.
Contd.
3Nov - Dec
2Jun - Jul
Feedback
Be honest with your assessment.
Be generous with your appreciation.
Be focused with your constructive feedback.
Begin Now
Sheet
3Nov - Dec
ongoing
2Jun - Jul
Roles and Responsibilities
Associate Manager Human Resources
Manager’s Manager
Performance Management
Is an evaluative process and a Communication Tool.
Focus on Conversation Rather than Process Action Plan
ongoing
DATE TAKESCENES
10 1
PRODUCTION
SUBJECT
The End
Thank You
Questions?Questions?