Employee Performance Management Ppt 4931

8/3/2019 Employee Performance Management Ppt 4931

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Performance Management for the

Employees



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What is Performance Management?A Primary Management Function

for all Managers and Supervisors

• Performance management is an ongoing

communication process, undertaken in partnership,

between an employee and his or her immediatesupervisor that involves establishing clear

expectations regarding job functions, organizational

goals (and relationship to), performance feedback,

performance measurement, barrier removal, andcontinuous improvement. Bacal, Robert. Performance

Management. New York: McGraw-Hill. 1999.



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Why Performance Management ?

Why so Important? People are the most strategic asset and the greatest investment

Delivery of all organizational goals and mission depends on

people

Performance Management Directly Impacts: Employee Retention, Engagement, and Commitment

Employee Productivity and Efficiency (all levels)

Process Performance

Service Excellence, Patient Satisfaction, and Community Image



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Performance Management Quotes

What High-Profile Business Leaders Have Said

• “My main job was developing talent. I was a gardener providing water and other nourishment to our top 750 people. Of course, I had to pull out some weeds, too.” (Jack Welch)

• “Endeavors succeed or fail because of the people involved.”

(Colin Powell)



Performance Management QuotesDealing With Poor Performance

• “I feel that there is no greater disrespect that you can do to a

person than to let them hang out in a job where they are not

respected by their peers, not viewed as successful, and

probably losing their self-esteem. To do that under the guise of

respect for people, is to me, ridiculous.”

(VP Strategy and Corporate Relations Hewlett Packard)

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Eight Key Elements of Performance ManagementAdditional Emphasis

1. Goal-setting (for new or established employees)

2. Motivation

1. Monitoring Performance

2. Gap Closure and Improved Performance

1. Coaching

1. Performance Appraisals2. Development

1. Addressing Intractable Performance Problems



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Goal-Setting

• Goals are not job description activities Goal provide the reason for activities. All activities should be

linked to a specific goal or goals.

• While all are important, should be prioritized (e.g. servicevs. efficiency) accurately measured

• Goals must be…recognized as important (by owner), clear,specific, measurable, timely, aligned with strategy,achievable but challenging, supported by appropriate andmeaningful rewards (must be a meaningful “stake” in theoutcome for the employee).

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Individual Goal-Setting (Cont.)

How to set goals with employees

• Discuss goals with employee. Obtain agreement (2-way)

Clarify importance (reason for) of goals Dialogue How To Aspect Adjust participation according to KSA and employee level

• Record Goals (copy for manager and employee) Develop action plan (best driven by employee) Record date of meeting, the goals (and targets), the actions,

resources (coaching, training, other), date of next assessment.



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Monitoring PerformanceBeyond the foundations

• Observe and gather data

• Avoid premature judgments or assumptions

• Consider other sources of information (validate with peers)

• Attempt to differentiate between skill and/or motivation

issues

• Examine yourself. Managers may hinder performance bymicromanaging the how, providing insufficient resources,

not being available, or setting unclear or unrealistic time

frames. Poorly designed processes may also contribute.

Periodically “Step into their shoes” (spend time in their work area)



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Coaching Basics:

Practical Suggestions

1. Most powerful and readily available (ideally) toolin performance management

2. May address either performance or skill gaps

3. Can be delegated to others ‘Coach the coach”,especially for skill training (leverage)

4. Best weighted towards employees with potentialfor growth or on verge of promotion to new role Secondary Benefit : Causes the employee to be valued.

Meets need for growth and challenge.



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Coaching Basics (Cont.)

Practical Suggestions5. Let new hires know to expect coaching as a

normal part of management process.

6. Recommend creating a custom “CoachingOpportunity List” of your subordinates.

7. Build agreement as to the need for coaching beforehand. Performance Gap “Next Level” knowledge

8. Follow-up action plans With input from the employee



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Coaching (Cont.)

Situational Leadership Model

D I R E C T I N GL o w C o m p e t e n c e

H i g hC o m m i t m e n t

( 1 )

D E L E G A T I N GH i g h C o m p e t e n c e

H i g hC o m m i t m e n t

( 4 )

C O A C H I N GS o m e C o m p e t e n c e

S o m e

C o m m i t m e n t( 2 )

S U P P O R T I N GH i g h C o m p e t e n c e

V a r i a b l e

C o m m i t m e n t( 3 )

S

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B

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D i r e c t i n g B e h a v i o r

L O W

L O W

H I G H

H I G H

S i t u a t i o n a l L e a d e r s h i p M o d e l ( H e r s e y , B l a

PRIME

COACHING

STAGE



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Coaching (Cont.)

Important Considerations

1. Climate: Mutual trust, accountability, and growth

2. Keep focus of feedback on future

3. Provide timely feedback

4. Focus on specific behaviors or metrics, notcharacter, attitudes, or personality

5. Be specific• E.g. Praise vs. Positive Feedback



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Motivating Employees

Extrinsic Rewards vs. Intrinsic Rewards

1. Extrinsic more commonly focused on byadministrators (e.g. pay)

– Most effective for recruiting

1. Intrinsic more powerful and readily available – Growth opportunities, meaningful work, teamwork,

positive work environment.

Extrinsic dissatisfaction may be (but notalways) rooted in lack of intrinsic reward.

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Intrinsic and Extrinsic Drivers

Key Drivers of Overall Satisfaction

1. Benefits and Compensation

2. Job Security

1. Communication With Management

2. Work/Life Balance

3. Relationship With Supervisor

4. Career Development Opportunities



10 Practical Ways to Motivate and

Retain Strong PerformersSource: Harvard Business Essentials. Performance Management, 2006.

1. Demonstrate trust

2. Make jobs more complete

3. Introduce challenge

4. Encourage some to become experts

5. Drive out fear

6. Preserve subordinate dignity

7. Address poor performance8. Empower others

9. Hire self-motivated people

10. Be a good boss05/04/12 16



Intrinsic Motivation

Four Building Blocks

1. Cultivate meaning awareness Positive work environment, vision, purpose, relevance, wholeness of tasks

1. Develop a sense of choice Delegated authority, trust, security, clarity, information

1. Develop a sense of competence Knowledge, positive feedback, skill recognition, challenge, standards

1. Develop a sense of progress

Collaboration, milestones, celebrations, access to customers,

improvement measures

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Employee Development

• A key to retention, particularly for high-potential employees• Convergence of:

Company/department goals and objectives

Employee aspirations and interests Employee development needs

• Assessment tools include communication, learning needsassessment surveys (manager and employee perspective),and KSA inventory databases.

• Tip: To avoid burning out talented employees, scale up anddown (job re-design) when delegating new responsibilities.



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Intractable Performance Problems

Confronting Poor Performance (when all else fails)

• Confront poor performanceBased on a pattern of observation rather than an isolated

event.Directly (and privately) with the individual (not to a

group)Be specific about nature of the problem and the

ramifications on the organization

Listen activelyMake specific suggestion or request. Keep a record of

what was said and agreements made.



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What About “C” Performers?

The Toughest Challenge:

• C Performers- do just enough to get by

Do not respond to performance management efforts

• Manager Barriers: Psychological and Practical

• Impact of Ignoring C Performers: Discredits leadership

Block advancement of A and B Performers

Poor Role Models/Examples

Stifle enthusiasm of new hires and A and B performers

Cause good performers to settle or leave

C-performers multiply (hire other c-performers)



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Steps to Address

• Use “Iron Hand, Velvet Glove” approach

• Identify A, B, and C Performers directly reporting to you.

(multi-rater system and scorecard)• Develop action plan with C performers through coaching or

performance evaluation process.

• Hold Managers/Supervisors accountable for improvementand/or removal of their C performers.

• Look for “C” Clusters Manager/Supervisor Issue

Process improvement opportunity





When to Dismiss

Dismissal Almost Always Justifiable For:1. Consistently performing poorly (using objective criteria) on the

job

2. Refusing to following instructions3. Have a persistently negative or destructive attitude

4. Insubordinate behavior/disrespect of authority

5. Abusing sick leave or other privileges

6. Being chronically late or absent

1. Must be brought to employee’s attention, bedocumented, and persist thereafter.

2. Consult your HR Department/legal department for specific HR policies and procedures and/or state laws.



Recommended Resources

• Cole Miller, Brian. Keeping Employees Accountable for Results. New

York: American Management Association, 2006.

• Thomas, Kenneth W. Intrinsic Motivation at Work- Building Energy

and Commitment. San Francisco: Berrett-Koehler Publishers Inc.2000.

• Harvard Business Review on Appraising Employee Performance.

Boston: Harvard Business School Press, 2005.

• Bacal, Robert. Performance Management. New York: McGraw-Hill.

1999.• Mager, Robert F., and Peter Pipe. Analyzing Performance Problems.

Atlanta: Center for Effective Performance Press, 1997.

• Coaching and Mentoring. Boston: Harvard Business School Press,

2004.





ConclusionFollow-up Q&A, Contact Information

• Q&A

• Shared Best Practices

Mark E. Robledo

President, The Crossroads Group, Inc.

Tel. 888-412-0160, Direct 305-412-0160.

[email protected]

www.CrossroadsGrp.com/chc.htm

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Employee Performance Management Ppt 4931