performance management for hr practitioners: week 6
TRANSCRIPT
S
Performance
Management for
HR PractitionersWeek 6: The Performance
Management Process – Part 3
Instructors: Kate McGrath
& Megan Arens
Lesson Objective
S At the end of this lesson, you will be able to:
S Explain the importance of each phase in relation to the
overall performance management process
S Identify the supervisor/manager responsibilities in each
phase
S Explain the practitioner’s role in each phase
Week 6 Agenda
S Logistics, Last Week, Intros
S Rating of Record - Guide, pp. 112-
113
S End of Year Meeting - pp. 114-115
S Ratings Levels - Guide, p. 116
S Recognition - Guide, p. 117
S HR Practitioner’s Role - p. 118
S Performance-Based Actions -Guide, pp. 133-134
S Probationary Period - Guide, p. 135
S Performance Improvement
Period - Guide, pp. 136-140
S Reconsideration of Denial - p. 143
S Continuing Evaluation – p. 144
S Case Study or “HR Practitioner
Perspective / Story”
S Interactive Chat: Have you
coached a manager / supervisor
through an end of year meeting?
S Q&A
S Summary - p. 148
S Week 6 Assignments
S Next Steps
Logistics
S Be interactive!
S If you have any technical difficulties, use the chat window
S Direct it to “Bryce Bender” (not “all participants”)
S We are recording each session
S After the session, you will be able to find a link to the archived version of the webinar on the Week 5 page of the course group on GovLoop
S Don’t forget your reading, discussion and partner reflection!
Introductions: Your Host
Steve Ressler
GovLoop, Founder
and President
Kate McGrath
Introductions: Your Instructor
Human Resources
Consultant,
U.S. Office of Personnel
Management
Megan Arens
Human Resources
Consultant,
U.S. Office of Personnel
Management
Welcome!
The Performance Management
Process
Coaching and
Feedback
Coaching and
Feedback
Coaching and
Feedback
Rating of Record
S A written rating of record must be given to each
employee who has been under a performance
plan for at least 60 days
S Records are generally provided to employee as
soon as practical at the end of the appraisal
period
S The appraisal period may be extended in certain
situations Rating and Rewarding
Considerations for the Rating
of Record
S A number of factors should contribute to the rating of
record:
S Documentation of observed performance
S The employee’s self-assessment and supporting facts
S Response of the recipient or beneficiary of the work
performed
Rating and Rewarding
Preparing for an End-of-Year
Meeting
S Review the employee’s self-assessment
S Create an agenda for the meeting
S Prepare questions that aim to clarify understanding of the
employee’s accomplishments
Rating and Rewarding
Conducting an End-of-Year
Meeting
S Discuss the following topics:
S The employee’s self-assessment
S Employee job elements and standards
S Accomplishments and how they link to organizational goals
S Get clarification on any outstanding questions
Rating and Rewarding
Ratings Levels
S Rating levels are specific to the individual component and DoD agencies and are dependent on the performance system in place
S Levels may vary, such as:
S Pass/Fail
S Unacceptable/Fully Acceptable/Exceptional
S Unacceptable/Minimally Successful/Fully Successful/Exceptional
S Unacceptable/Minimally Successful/Highly Successful/Exceptional
Rating and Rewarding
Types of Recognition
S Based on your employee’s rating, the recognition could
vary
S Recognition can range from verbal congratulations to
monetary awards
S Recognition is used to reinforce employee success and
should be employed accordingly
S May vary based on individual program Rating and Rewarding
HR Practitioner’s Role
S Assist supervisors/managers in their preparation for end-
of-year meetings
S Aid in identifying proper rewards for employee
performance
S Provide guidance to supervisors/managers on
recommendations of denial of WGI
Rating and Rewarding
What Are Performance-Based
Actions?
S Less Formal
S Coaching
S Counseling
S Retaining
S More Formal
S Performance Improvement Period
S Denial or Delay of Within-Grade Increase
S Adverse ActionsRating and Rewarding
When Is It Appropriate To Take
Action?
S Marginal performance levels allow for less formal actions
to be used
S Unacceptable levels of behavior require formal actions to
be used
S Unacceptable performance is the failure to successfully
complete a critical element
Rating and Rewarding
Probationary Period
S New employees must complete an initial probationary/trial period after hire
S Probationary periods typically last 1 year. Trial periods can last up to 2 years
S Probationary periods allow for an extensive evaluation of an employee’s performance
S Probationary employees can be removed prior to completing their probationary period.
Rating and Rewarding
Performance Improvement Period
S Is a formal notice, used when an employee’s performance is unacceptable
S Is required prior to taking an adverse action under 5 CFR Chapter 43
S Clarifies the performance expectations in the standard when necessary (Be specific as possible.)
S Informs the employee of what he or she must do to improve
Rating and Rewarding
Guiding the
Supervisor/Manager
S Before a PIP can be created, ensure that the
supervisor/manager has documented the performance
deficiencies and any actions taken
S Assist the supervisor/manager in determining whether
the employee has actually failed in a critical element
S Help the supervisor determine appropriate remedial
measures for improving the performance
Rating and Rewarding
Included in the PIP
S The critical element(s) that are not being met
S Evidence that it is not being met
S Narration of previous attempts to improve performance
S What is required to successfully complete the critical element(s)
S Time allotted for improvement
S Specific assistance to be provided by supervisor
S Consequences if performance does not improve Rating and Rewarding
Duration of the PIP
S The supervisor/manager determines how long the PIP is
S PIPs typically last from 60 to 120 days
S An employee needs to maintain acceptable performance
for a year after the beginning of the PIP
Rating and Rewarding
Procedural Requirements
S An employee is entitled to:
S A minimum of 30 days advanced notice
S A reasonable time to answer orally and/or in writing
S Representation by a lawyer or other representative
S Raise a medical issue which contributes to unacceptable
performance
S A final written decision
Rating and Rewarding
Reconsideration Of A Negative
Determination
S Employee is entitled to:
S Submit a request to reconsider within 15 days
S A reasonable amount of official time to review materials and
prepare the request
S Right to representation
S A written final decision
Rating and Rewarding
Scenario
One of the supervisors comes to you complaining about an employee of theirs, Jay. Jay has been performing unacceptably. The supervisor implemented a PIP on September 6, and by the end of the 30-day PIP Jay’s performance was up to acceptable standards. But now that Jay is off his PIP, his performance has once again dropped in the same critical element, and only five months after the beginning of his PIP. Further this is the third time Jay has been placed on a PIP, performed acceptably while on the PIP, but then performs unacceptably soon after getting off his PIP. How should you advise the supervisor?
Let’s hear from you!
Poll 1
On average, how often do supervisors at your Agency
provide their employees with performance feedback
throughout the year (positive and negative)?
Let’s hear from you!
Poll 2
Have you had the chance to coach a
supervisor/manager through an end of year meeting?
Let’s hear from you!
Poll 3
What have you found to be managers’ biggest
challenge when it comes to having the end-of-year
meetings with their employees?
S
Questions?Ask the expert!
Submit your questions in the chat window.
Key Points
S Supervisors/managers may not be aware of the actions
they can take when dealing with an underperforming
employee
S HR Practitioners identify performance-based actions that
supervisors/managers may take
S The need for documentation is extremely high whenever
performance-based actions are taken
Week 6 Assignments
Attend Webinar ✓
Complete Readings
o “Employee Motivation: Using Incentive Plans to Improve Performance” (Blog Post)
o “Motivation, Rewards and Leadership” (Blog Post)
o “Monetary Bonus Incentives Make Knowledge Workers Less Effective” (Blog Post)
o “Writing a Good Performance Improvement Plan” (Blog Post)
Engage in Group Discussion (Thursday, April 4 at 2p ET)
Submit Reflection to Class Partner by Friday COB
Next Steps
2 Evaluations
For You
For Your Supervisor
Now
6-8 Weeks From Now
Certificate of Completion
Focus Groups
