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S
Performance
Management for
HR PractitionersWeek 3: Communication, Coaching
and Feedback- Part 2
Instructor: Tony John
Week 3 Agenda
S Logistics, Last Week and
Introductions
S Reaching an Agreement - Guide, p.
50
S Understanding the Employee
Perspective - Guide, p. 51
S Supervisor / Manager
Responsibilities - Guide, p. 52
S Demonstrate Daily Involvement -
Guide, p. 53
S Document - Guide, p. 54
S Track Progress - Guide, p. 55
S Supervisor / Practitioner
Dialogue - Guide p. 56
S HR Practitioner Scenario / Story
S Interactive Chat: Are you
involved with your project team
on a daily basis?
S Q&A
S Summary - Guide p. 63
S Week 3 Assignments
Logistics
S Let’s continue to be interactive:S Submit questions in the chat box - our expert will field them, during and/or
at the end
S We have a designated time for chat as well
S If you have any technical difficulties, use the chat windowS Direct it to “Bryce Bender” (not “all participants”)
S We are recording each sessionS After the session, you will be able to find a link to the archived version of the
webinar on the Week 3 page of the course group on GovLoop
S Don’t forget your reading, discussion and partner reflection!
Introductions: Your Host
Andrew Krzmarzick
GovLoop, Director of
Community Engagement
Tony John
Introductions: Your Instructor
Picture HERE
HR Consultant
Office of Personnel Management
Lesson Objective
S At the end of this lesson, you will be able to
identify practices that encourage more
regular and meaningful communication of
supervisors/managers.
Skills for
Supervisors/Managers
S Skills that indicate strong communication in the
performance management process include:
S Coaching
S Counseling
S Providing Feedback
S Active Listening
S Providing Instruction
S Gathering Information
S Reaching an agreement
S Understanding the employee perspective
7. Reaching an Agreement
S Reaching an agreement with an employee should confirm his or her commitment
S Agreements should include what will be completed, who will complete it, and a timetable for completion
S Agreements lead to consistent expectations between supervisors/managers and employees
PAUSE
8. Understanding the
Employee Perspective
Common examples of mismanagement of employees:
S Employees, regardless their GS level and
position, have the same performance standards
S Employees who ask for extra feedback are ignored
or thought of as incompetent
S Employee is not consulted about their performance
plan before the performance cycle
S Employee is never given feedback on their
performance
S Employee gets a surprisingly bad end-of-year
performance rating
Supervisor/Manager
Responsibilities
1. Demonstrate daily involvement in employee
performance
2. Document all performance-related communications and
observations
3. Track progress as it relates to employee goals
4. Maintain an open dialogue with the HR Practitioner
1. Demonstrate Daily Involvement
S Coaching
S Reviewing work
S Providing guidance
S Listening
S Motivating
Help them to make
strategic decisions
with their time to be
involved enough to
make sure
organizational goals
are met.
2. Document
S Generally there are three required
performance-related meetings in a
year
S Documentation allows supervisors and
managers to keep track of everything
between those meetings
S Good documentation supports the final
performance review
If you ever have a
poor performing
employee you
must have
documentation
to justify any
action.
3. Track Progress
S Be aware of how the performance plan is progressing
throughout the cycle
S Ensure that there will be no surprises at the end of the
year
S Use informal feedback sessions to make minor
adjustments
S Conduct a formal review during the cycle
4. Supervisor/Practitioner Dialogue
S Realize you are a resource for
supervisors/managers
S Supervisors/managers should seek
your guidance with performance
issues
S Supervisors/managers should notify
you when there is a potential
performance problem
S If they don’t seek you, seek them
Let’s hear from you!
Poll:
What do you think is the most common
performance management
communication problem within your
organization?
Let’s hear from you!
Poll Follow-up Questions:
How might you use the principles you have learned so far to implement a
change?
How would you build a “business case” that might persuade your supervisor to
make a change?
Scenario / Story
S One supervisor’s (let’s call her Kelly) employees flood
your inbox with messages that they all received poor
performance ratings. They are all surprised by the
ratings.
How would you proceed? What sort of advice might you
share with Kelly? What principles from this training would
you apply the Kelly’s situation?
Interactive Chat: One Step
Towards Better Service
S How do you currently support the supervisors within your
stewardship?
S What one thing are you going to do differently from
now on based on thoughts have you had today, from
the presentation directly or not?
S If you had to pick one guiding principle for your
support of supervisors in their performance
management duties, what would it be?
Interactive Chat: Daily?
My thoughts:
S Truly partner with supervisors.
S Performance management is all about accomplishing what your agency cares about.
S Just as good supervisors communicate well and partner with their employees, effective HR practitioners support managers in the same way.
S
Questions?Ask the expert!
Submit your questions in the chat window.
Key Points (1 of 2)
S Communication plays a vital role in ensuring the success of the performance management process
S Despite there being only a handful of formal communications throughout the year, supervisors/managers have plenty of opportunities to offer informal coaching or feedback
S Messages between sender and receiver cannot be transmitted with 100% accuracy
Key Points (2 of 2)
S Informal coaching and feedback sessions provide the
supervisor/manager with an opportunity to modify poor
work habits and encourage positive work habits
S Good communication skills will lower the chance that a
message is misunderstood
S Supervisors/managers need to be able to integrate their
employee’s point of view into their decisions
Week 3 Assignments
Attend Webinar ✓
Complete Readings
o “10 Things Your Boss Should Be Saying to You /
10 Things You Should Be Saying to Your Boss” (Blog
Posts)
o “How to Give and Receive Feedback
(It’s Not as Easy As You Think” (Blog Post)
o “Tips on Giving Feedback” (Discussion)
Engage in Group Discussion (Thursday, March 14 at 2p ET)
Submit Reflection to Class Partner by Friday COB
Look for next week’s Email
