managing to perform april 2011

Managing to perform

by Toronto Training and HR

April 2011

Contents3-4 Introduction to Toronto Training

and HR5-6 Definition and setting the scene7-8 Drill9-16 Performance appraisals17-23 Performance management systems24-27 Case studies A & B28-31 High performers32-33 Promises v performance34-35 Performance? You’re harassing me!36-39 Is the job a good fit?40-41 Helping poor performers42-43 Progressive discipline44-46 Performance monitoring47-48 Mistakes around accountability

49-50 Benefits in admitting weaknesses51-54 Case studies C & D55-56 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Definition and setting the scene

Definition and setting the scene

What is performance management?Goals of performance managementOrganization drivers/what needs to be definedAlign, adapt and achieveFinancial and operational objectivesQuantitative and qualitative measurementsPerformance management objectivesPerformance management cycleSeven deadly sins of measurement

Performance appraisals

Performance appraisals 1 of 7

APPRAISAL METHODSCategory rating appraisalComparison or comparative appraisalNarrative appraisalSpecial types of appraisal


CATEGORY RATING APPRAISALGraphic scaleChecklistForced choice


COMPARISON OR COMPARATIVE APPRAISALRankingPaired comparisonForced distribution


NARRATIVE APPRAISALEssayCritical incidentsField review


SPECIAL TYPES OF APPRAISALBehaviourally anchored rating scaleBehaviour observation scale360 degree feedback


WHAT IS TYPICALLY COVERED?HR informationSummary of accomplishmentsPerformance appraisal measuresRating scaleSummary scoreObjectivesComments and signature


PREPARATIONDocumentationRater errorsPlanning for the discussionPromote two-way dialogueSetting the meeting

Performance management systems

Performance management systems 1 of 6

BUILDING A ROBUST PERFORMANCE MANAGEMENT SYSTEMDesignImplementationCapability enhancement


KEY SUCCESS CRITERIAThe reality of the working relationships between individuals.How these relationships can be made more effective.How contemporary tools can be deployed to increase process effectiveness.How we can create an environment in which most individuals realise their true potential.


KEY SUCCESS CRITERIAHow we can increase compliance with processes by those at whom those processes are aimed. You don’t need to design processes for the top performers-they will do the right thing despite you!How we can cope with the demands and expectations of members of the team as well as the managers.How we can optimise individual performance.


EFFECTIVE PERFORMANCE MANAGEMENT SYSTEMSSystem contains useful measuresThose useful measures are displayed in a usable manner


INSTALLING A MEANINGFUL SYSTEMBase the review on performance expectationsMinimize the prominence and importance of numbersReveal the form earlyReview performance oftenTrain all team members on the process and how todeliver feedback


INSTALLING A MEANINGFUL SYSTEMIncorporate self-assessmentsGenerate upward feedbackRequire follow-up meetingsConsider separating reviews from evaluationsRe-examine the system

Case study A

Case study B

High performers

High performers 1 of 3

CLUSTERSBusiness thinking (BT)People development (PD)Inspiring people (IP)Achieving success (AS)


BEHAVIOURSBT-Information search (IS), Concept formation (CF) Conceptual flexibility (CX)PD-Empathy (EM), Teamwork (TW) Developing people (DP)IP-Influence (IN), Building confidence (BC), Presentation (PR)AS-Proactivity (PO), Continuousimprovement (CI), Customer focus (Cfu).


SELF-DESTRUCTIONPamper your pets in public, not in privateWork golden geese like rented mulesAffording challenging opportunities is not the same as demanding more

Promises v performance

Promises v performance

What is capability?Set standardsProvide regular feedbackProvide early guidance and correctionFocus on the factsGive time to improve

Performance? You’re harassing me!

Performance? You’re harassing me!

Make sure that your dignity at work procedure points out that managers have a right and a duty to manage. If a manager is seeking to help and encourage an employee to do his job, it does not constitute bullying or harassment.Provide evidence of poor work performance to support what you say.Ask why the employee thinks he is being bullied. Ask ’Help me understand why you think I’m treating you less favourably than anyone else who performs at this level?’ By putting the onus back on the employee, you start to call him to account.

Is the job a good fit?

Is the job a good fit? 1 of 3What are you best at doing?What do you like to do the most?What do you wish you were better at?What talents do you have that you haven’t developed?Which of your skills are you most proud of?What do others most often say are your greateststrengths?What have you gotten better at?What can you just not get better at no matter how hard you try?

Is the job a good fit? 2 of 3What do you most dislike doing? Which skills need developing in order to perform your job?What sort of people do you work best/worst with?What sort of organizational culture brings out the best in you? What were you doing when you were happiest in your work life? What are your most cherished hopes for your future work life?How could your time be better used in your current job to add value to the organization?

Is the job a good fit? 3 of 3

CYCLE OF EXCELLENCESelectConnectPlayGrapple and growShine

Helping poor performers

Helping poor performers

Say somethingGive it to them straightCheck they understandMake a planHave hopeAvoid assumptionsShare your visionBe there

Progressive discipline

Progressive discipline

Strategies to avoid initiating progressive disciplineWhat constitutes need for progressive disciplineTypes of behaviour that could result in progressive discipline or immediate terminationAdministration considerationsProgressive discipline stepsFacts and supportWarningsTermination

Performance monitoring

Performance monitoring 1 of 2

OBJECTIVES OF SUPERVISORY MONITORINGTo ensure the task is performed as requiredTo provide supervision with accurate data for organizational performance appraisalsTo motivate employees to work at peak performance even when the supervisor is not present To motivate workers to display citizenship behaviours

Performance monitoring 2 of 2

MONITORING TECHNIQUESAutomated surveillanceDirect observationInspection of workChecklistsPerformance indicesOne-on-one reviewsFollow-up conversationsReportsTeam meetingsPresentations

Mistakes around accountability

Mistakes around accountability

This too shall passThey know how I feelIt will turn into an argumentI made my expectations clearI’ll demotivate or lose themI’ll be seen as a micro-managerIt’s easier if I just do it myself

Benefits in admitting weakness

Benefits in admitting weakness

People hate to have their intelligence insultedPeople give sacrifices to deities but have dinner with effective leadersAsserting you are bulletproof smacks of hubrisThe “blame game” is despicable and doomed to failureIf you assume 100% of the blame for an errant act, you take the wind out of potential critics’ sails

Case study C

Case study D

Conclusion & Questions

Conclusion

SummaryQuestions

managing to perform april 2011

Business

specialist training

hrtoronto training

performby toronto training

training course delivery

training course design

performance appraisals17

performance monitoring47

banking10 years