performance management for hr practitioners: week 4
DESCRIPTION
This presentation was delivered as part of "Performance Management for HR Practitioners," a social learning pilot course hosted by GovLoop and the U.S. Office of Personnel Development. For more information, please visit http://www.govloop.com or contact andrew [at] govloop [dot] com.TRANSCRIPT
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Performance Management for HR PractitionersWeek 4: The Performance
Management Process – Part 1Instructor: Kevin Galliers
Introductions: Your Host
Andrew Krzmarzick
GovLoop, Director of Community
Engagement
Week 4 Agenda
Logistics, Last Week and Introductions
The Performance Management Process – Guide, p. 67
Planning – Guide, p. 68
Performance Plan – Guide, p. 69
Supervisor / Manager Roles – Guide, pp. 70-75
Performance Elements – Guide, pp. 76-83
The Planning Meeting - Guide, pp. 86-87
HR Practitioner Scenario / Story
Interactive Chat: How do you determine critical vs. non-critical elements?
Q&A Summary - p. 148 Week 4 Assignments
Lesson Objective
At the end of this lesson, you will be able to: Explain the importance of each phase in
relation to the overall performance management process
Identify the supervisor/manager responsibilities in each phase
Explain the practitioner’s role in each phase
Logistics
Let’s continue to be interactive: Submit questions in the chat box - our expert will field them, during
and/or at the end We have a designated time for chat as well
If you have any technical difficulties, use the chat window Direct it to “Bryce Bender” (not “all participants”)
We are recording each session After the session, you will be able to find a link to the archived version of
the webinar on the Week 4 page of the course group on GovLoop
Don’t forget your reading, discussion and partner reflection!
Kevin Galliers
Introductions: Your Instructor
Human Resources Consultant,U.S. Office of Personnel
Management
Draw me a Picture
The Performance Management Process
Planning
Monitoring and
Developing
Rating and
Rewarding
Coaching and
Feedback
Coaching and
Feedback
Coaching and
Feedback
Why Is Planning Phase Important?
The planning phase sets the stage for the entire performance management cycle
Planning sets the performance expectations for the employee
Planning aligns the employee’s objectives with the organization’s mission and goals
Planning
What Is a Performance Plan?
A performance plan has two parts: Elements: what is to be accomplished Standards: how accomplishments will be measured
A performance plan can be adjusted throughout the year to reflect changes in the agency’s mission/goals
Planning
Supervisor/Manager Responsibilities in Planning
Phase
1. Analyze agency’s goals and translate them into tasks for their employees
2. Translate these tasks into elements and standards
3. Share the elements and standards with their employees
4. Work with their employees to overcome potential objections and challenges
5. Reach an agreement on a final performance planPlannin
g
1. Analyze Agency Goals
Link the agency mission to specific goals
Link the goals to specific employee tasks
Align the tasks within the employee’s job and salary level
Planning
2. Translate Tasks into Elements and Standards
Once you have created tasks, you can convert them to elements and standards.
Elements (the “what”) measure results that the employee directly controls and should be essential to the work of the agency
Standards (the “how”) express how well an employee must perform his or her job
Planning
3. Share with Employee
After creating your list of elements and standards, meet with the employee
Communicate how elements and standards relate back to agency goals
Including the employee will increase employee ownership
Planning
4. Work with Employee
Treat your proposed performance plan as a rough draft
Discuss the importance of each element and identify as critical or non-critical
Consider employee’s input as he or she may recognize some issues that you may have missed
Planning
5. Reach Agreement or Final Plan
Reduce the discussion into a final written performance plan
It’s important for the employee to understand and sign the performance plan
Planning
Performance Elements
Performance plans contain: Critical elements Non-critical elements Additional performance elements
Planning
Critical Elements
Failure to achieve a critical element must result in a rating of unacceptable
The employee should be able to control the outcome of the critical element
Every performance plan has to have at least one critical element
Planning
Non-Critical Elements
Failure to achieve a non-critical element will not necessarily result in an unacceptable rating
Non-critical elements count toward the performance rating
Non-critical elements can include team or organizational goals
Planning
Additional Performance Elements
Additional elements do not contribute to the performance rating
Additional performance elements provide agencies with another tool for communicating performance expectations important to the organization
Planning
Effective Performance Elements
Should be clearly defined stand-alone segments of an employee’s responsibilities
Should outline responsibilities that are essential to the work of the organization
Can cascade from the supervisor’s performance plan
Should reflect the supervisor’s goals when used for team leads Plannin
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Elements Summary
REQUIRED IN PERFORMANCE
PLANS
CREDITED IN THE SUMMARY
LEVEL
CAN DESCRIBE A GROUP’S
PERFORMANCE
CRITICAL ELEMENTS YES YES NO*
NON-CRITICAL ELEMENTS NO YES YES
ADDITIONAL PERFORMANCE
ELEMENTSNO NO YES
*Except when written for a supervisor or manager who has individual management control over a group’s production and resources.
The Planning Meeting
Before entering a planning meeting, you should: Know how the employee’s responsibilities fit into your
organization’s priorities Prepare a list of questions to solicit employee perspective
Once you are in a planning meeting, you should: Avoid a discussion of details Share the importance of each element and standard and
classify them with the employee Use a checklist or agenda for the meeting Plannin
g
The Practitioner’s Role
Offer guidance for conducting planning meetings
Assist with writing good job elements and standards
Provide guidance for creating IDPs
Planning
Scenario
Scenario
Individual Goals for Retirement Benefits Specialist
No more than 2-3 errors per quarter, as spotted by the supervisor.
No more than 4-5 late cases per year
(processed later than 10 working days from receipt).
No more than 3-4 valid customer
complaints per year, as determined by the supervisor.
Let’s Hear from You!
Poll 1: Alignment
What organizational documents do your managers use to align
employee performance plans?
Let’s Hear from You!
Poll 2: Monitoring
How often do managers and employees in your organization
review and/or revise their performance plans?
Let’s Hear from You!
Poll 3: Audit
Do you as an HR practitioner audit the performance plans in
your organization to ensure they are in compliance?
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Questions?Ask the expert!
Submit your questions in the chat window.
Key Points (1 of 2)
The Planning phase sets the stage for the rest of the performance management process.
A well-written performance plan is a road map for the employee.
Involve the employee in the creation of the performance plan to increase ownership.
Key Points (2 of 2)
Critical elements are the cornerstone of an employee’s performance plan.
Unclear goals and misalignment can impede both individual and organizational performance.
The performance plan should be revised as necessary throughout the performance cycle.
Week 4 Assignments
Attend Webinar ✓
Complete Readingso “The Performance Alchemist” (Blog Post)o “Learning Plans Are a Crutch and I’d Rather
Learn Without One” (Blog Post)o “Crowdsource Your Performance Reviews” (Blog
Post)
Engage in Group Discussion (Thursday, March 21 at 2p ET)
Submit Reflection to Class Partner by Friday COB
Look for next week’s Email
