Handling performance issues & difficult conversions

INTERNAL USE ONLYINTERNAL USE ONLY Copyright 2010 FUJITSU

Handling Performance Issues & Difficult Conversations Managing@Fujitsu Program

Facilitator


Workshop objectivesTo identify when and how to address performance issuesBenefits of providing regular feedback, planning to address,

conducting the review, establishing performance measurement, monitoring for success

Your role as a people manager in the performance management process

The tools available

INTERNAL USE ONLYINTERNAL USE ONLY Copyright 2010 FUJITSU2


Groundrules

Participate fullyConfidentialityKeep to timeAsk, challenge,

bring your ideas- be aware of others

Have fun



Introductions

NameCurrent position and business groupHow long in the manager roleWhat are some of the key performance issues you

have had

to deal with in your role?

INTERNAL USE ONLYINTERNAL USE ONLY 4


Agenda

IntroductionsLast session reviewPerformance issuesProviding feedbackPerformance measurement Issue identificationDISC consciousnessStages of recognition including PEER

methodologyPerformance Improvement Process

5


Clarifying Performance Expectations

What is the KPI?

What value does it have to the organisation?

Priority of the KPI?

Actual measurable goal?

What data source is used to measure?

What resources are needed?

6


Providing Constructive Feedback

Get into the habit Its about behaviour not the person Be specific Prepare with the purpose to

improve performance State your positive intentions State the impact (business or

personal) that the behaviour had At this point ask questions of the

employee on how the situationcan be improved

7


Team Dysfunction

Patrick Lencioni

has identified the 5 dysfunctions of a team as follows:

(The Five Dysfunctions of a Team – a Leadership Fable, 2002)

8

Inattentionto

results

Avoidance of Accountability

Lack of commitment

Fear of conflict

Absence of Trust


To provide clear objectives and priorities so everyone knows where we are going as an organisation

To provide an environment where employees know exactly what is expected of them

To provide the opportunity for early intervention in performance issues

To ensure compliance with relevant legislationTo foster a high performance culture where poor

performance is addressed expediently

Why we manage unsatisfactory performance


Performance Issues

What type of issues can exist?

Unsatisfactory performanceUnsatisfactory behaviourSerious misconductWhat are some examples

of performance issues youhave dealt with?

10


Failure to complete tasks or allocated work within reasonable specified times

Failure to abide by Fujitsu’s policies and proceduresMaking representations that impact Fujitsu’s reputationFailure to consistently produce a satisfactory quality of

workFailure to meet standards set out in performance criteriaFailure to respect the well being of other employees

What is unsatisfactory performance?


What is unsatisfactory behaviour

InsubordinationExcessive lateness/absenteeismRudenessUnwillingness to perform certain tasks as directedUnderperformance

12


What is serious misconduct?

Serious misconduct may include (but is not limited to):

Theft

Assault

Fraud

Being intoxicated at work; or

The employee is refusing to carryout a lawful instruction that isconsistent with the employee’scontract of employment.

Serious breaches ofHealth and Safety policy

13


Why Provide Regular Feedback?

What are the 3 types of feedback?

Positive, Negative and None

Why should we give feedback?

Feedback needs to be outcome or process oriented

When can/should we give feedback?

The importance of recognition

14


Drucker Theory

Peter Drucker discusses Pillars of management that incorporate staff to have:

Responsibility Authority and Accountability

for their actions, best described below

15

Above the line behaviour

Accountability

Responsibility

Ownership

Below the line behaviour

Excuses

Denial

Blaming others


Leadership Style

What’s your disc profile?Do you need to adapt your style to tailor your approach to the

individual? Increase your effectiveness and communication?

16

D

DirectDominantDecisive25% of Population

I

InfluencingInteractiveInspiring25% of Population

C

CorrectCautiousConscientious25% of Population

S

StableSteadySecure25% of Population


Case Study

17


Chinese word for crisis

Danger Opportunity

Distress Harmony

18


PEER System Methodology

19

P

•Planning Performance review and preparation

E

•Expectations and measurement

E

•Engineering mutual solutions

R

•Review and monitor


PEER System – Planning and Preparation

Planning performance review meeting and preparation

Gather evidence in respect to the performance issue

Prepare to focus on the employee’s behaviours, not his or her personality, while delivering development feedback. Protect their self image.

Validate your perspective with tangible examples. Focus on consistent behaviours and frequent incidents rather than one-off examples

Accompany negative feedback with suggestions for doing the job better

Maintain a structured flow during the conversation, and cover one topic at a time to ensure clarity. Include a short introduction, and avoid using jargon or obscure words to describe strengths and development areas

20


PEER System – Expectations

Review KPI’sFujitsu expectationsSetting goals and targets Training needs analysisProviding empowerment

21


PEER System – Engineering solutions They must be mutual It could be training or mentoring It could be more support or resources Give the employee a few minutes to reflect on the feedback once you

have delivered the review, and ask for questions or thoughts End the discussion on a positive note with a summary of the

performance review

22


Peer System Methodology - R

Regularly monitor Inspect what you expect Provide feedback If no change in performance have a further discussion

• Refer back to original informal discussion

• Confirm that the employees performance or actions are still not acceptable

• Emphasise consequences

23


Performance Improvement Process (PIP)

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Stage 1

Early recognition

Stage 2

Early notification

Stage 3

Observation and documentation

Stage 4Warnings

Stage 5Conclusive action


(PIP) Stage 1 - Early Recognition

Recognising there is an issue

Taking action to address the issue

How would Inaction be interpreted?

What are some examples of activities that can indicate poor performance?

Why do you think we sometimes delay?

25


(PIP) Stage 2 – Early notification

26

As soon as a performance problem has been recognised bring it to the attention of theemployee in question. Do not wait until aperformance review

What are the benefits?


How to conduct an effective conversation

Informal discussion. Discussion may include addressing: Problem Other factors contributing to the problem Clear and concise explanation Opportunity to respond Solutions and actions Arrange follow-up discussion (if appropriate) Consequences

Document the conversation

27


Do’s and Don’ts

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Identify behaviour or performance that is unsatisfactory

Ask employee for their input/response

Listen to their response

Ask what you can do to help

Provide an opportunity to improve

Document discussions

Jump to conclusions

Take action before getting their side of the story

Have discussions in an open environment

Have conversation on a Friday (unless it is serious misconduct which should be addressed immediately)

Behave inappropriately

Do

Don’t


(PIP) Stage 3 Observation and documentation

Issue has been discussed

Time frame has been given

Opportunity for correction provided

Continued observation

Feedback supplied

Improvement occurs/does not occur

29


(PIP) Stage 4 Warnings

Investigate (confidentially)

Arrange formal meetings

Adequate notice and details

Witness

Put allegations to the employee (including all evidence

Opportunity to respond

Review mitigating circumstances or new evidence

Decision verbal or formal written


(PIP) Stage 4 Warnings – Verbal or written

Decide on an outcome – decision

Refer back to previous file notes/discussions (if applicable)

Actions to be taken (by each party)

Arrange review date (if applicable)

Consequences

Complete documentation

Sign the Record of Discussion

Give the employee a copy

Send copy to HR Central for filing


(PIP) Step 4 – Further Formal Warning

Similar to second formal counselling, except:

Ensure that both in the written record and during the interview, specific reference is made to the fact that “continued unsatisfactory performance / behaviour / actions / misconduct may result in termination of employment”

It is essential that this be mentioned so that the employee is aware of the consequences of continued poor performance or misconduct

If the problem is not being remedied be sure to consider carefully, why not… You may need to change your approach to the issue.


(PIP) Stage 4 Warnings - Further Formal Process is the same as the before

If termination is a possibility

Make decision

Reconvene meeting – provide employee with further opportunity to respond

• No further comments – Termination if appropriate

• Further comments – Review this information


(PIP) Stage 4 Warnings - First and Final

A first and final warning may be appropriate in circumstances where an incident does not fall into the category of ‘serious misconduct’ but is so serious that any further instances of it would result in termination.

Process is the same as outlined previously.

The first and final warning should make it very clear that failure to improve or a repeat of the conduct will result in termination of employment.


(PIP) Stage 5 Conclusive action

Make final decision:

• Termination

• Advise employee and explain reasons

• Should termination occur be sure the Record of Discussion, the PCR Termination, timesheet and any other paperwork is completed immediately to ensure final payments are made in a timely manner.

OR

• Further formal counselling (note that although the decision in this instance was not to terminate, further poor performance may result in termination of employment

• Complete the Record of Discussion

• Give the employee a copy


Case Study and Role Play

36


Performance Improvement Process

Guide for Managers

Read it

Practice it

Use it

Always ask for help if unsure

37


Continuing the process

Edwards Deming Ongoing continuous improvement process

38


Business

Handling performance issues & difficult conversions