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Lecture 23
Performance Management and Coaching
Thoughts for Discussion
Most employees already know what they should do and how to do it.
Performance management is simply a matter of expecting tasks to be done correctly and on time.
If the problem does not go away, the employee must be stupid, lazy, or have a “bad attitude.” Therefore, punishment is called for.
Performance Management
Performance ManagementWhat we will cover today: Performance Management Defined Goals of performance management Components of performance management Performance management tools Performance Review Creating performance goals and development
plans
Performance
The accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed. In a contract, performance is deemed to be the fulfillment of an obligation, in a manner that releases the performer from all liabilities under the contract.
Performance management’s definition can include:
Achieving goals Continual review of performance Annual performance salary increase Feedback and coaching Two way communication Career and professional development Enhanced work performance
Goals of Performance Management
Ties individual performance objectives to the organizational goals
Promotes partnership between supervisor and employee
Promotes ongoing open communication Promotes professional development Establishes framework for future growth Provides employee with ongoing written
feedback
Components of performance management
Performance and development planning
Coaching and progress reviews
Performance and development review
Components of Performance Management
Performance and
Development Planning
Coaching and Progress Reviews
Performance and
Development Review
Performance Management Tools for Performance and Development Planning
Identify the goals/expectations Establish measurement criteria Identify “gaps” in knowledge or skills required
to achieve objectives Describe specific development activities
Performance Management Tools for Performance and Development Planning:Identify the goals/expectations
Good goals are: SMART Specific Measurable Achievable Results-oriented Time-oriented
Performance Management Tools for Performance and Development Planning:Establish measurement criteria
Quantity: specifies how much work must be completed within a certain period of time
Quality: describes how well the work must be accomplished, specifies accuracy, precision, appearance or effectiveness, sensitivity to diversity and culture
Timeliness: answers the questions, By when? How soon? or Within what period?
Effective use of resources: used when performance can be assessed in terms of utilization: budget savings
Performance Management Tools for Performance and Development Planning: Identify“gaps” to achieve objectives
By evaluating employee’s current job skills to those needed for the performance
objective(s), training and development needs will be identified.
Performance Management Tools for Performance and Development Planning:Describe specific development activities
Identify areas needing improvement Provide specific and realistic suggestions Give advanced thought to amount of supervisory time
required Consider employee’s key interests and/or
developmental needs, and alignment with departmental goals
Components of Performance Management
Performance and Development
Planning
Coaching and Progress Reviews
Performance and
Development Review
Performance Management Tools for Coaching and Progress Reviews
When Conduct ongoing feedback and
coaching sessions throughout the year
Performance Management Tools for Coaching and Progress Reviews
How Let employees knows what is expected of them Allow employees sufficient opportunity to perform
their job Let employees know how they are doing Seek the employee’s opinion Ask the employee to identify specific ways to
enhance performance and take ownership
Performance Management Tools for Coaching and Progress Reviews
How - cont’d
Give feedback on employee’s ideas and give your
own.
Summarize meeting outcomes and set a follow-up
date
Express confidence and support
Performance Management Tools for Coaching and Progress Reviews
Feedback should be:
Behavioral: Focus feedback on employee’s
behavior Specific: Give specific examples of
observations; avoid exaggerations, e.g. “always” “never”
Job-related: feedback must be about behaviors exhibited on the job
Performance Management Tools for Coaching and Progress Reviews
Feedback should be:
Timely: feedback should be given as soon as
possible; time lapse allows inappropriate behavior
to be repeated Balance: the “sandwich” method; deliver positive
feedback, followed by constructive feedback, then positive again
Respectful: feedback is more easily accepted if the employee’s dignity and self-worth are kept intact
Performance Management Tools for Coaching and Progress Reviews
Verbal Formal - set up formal meeting time to hear a progress report from your employees
Verbal Informal - a simple “how’s it going” conversation
Written Formal - letter or memo Written Informal - a note giving a quick update
or input
Performance Management Tools for Coaching and Progress Reviews Some reasons for Non-Performance
Employees don’t know what they are supposed to do
They don’t know how to do it They don’t know why they should do it There are obstacles beyond their control They don’t think it will work Not motivated - poor attitude Not enough time for them to complete it They don’t know what the priority is They think they are doing it (no feedback)
Components of Performance Management
Performance and Development
Planning
Coaching and Progress Reviews
Performance and
Development Review
Performance Management Tools for Performance and Development Review
Performance Reviews - Why do them? To review employee performance vs. expectations To clarify job responsibilities and understanding To help plan developmental needs To provide honest and constructive feedback
Performance Management Tools for Performance and Development Review
Preparation for Review Review past 12 month’s performance record Gather input from others Review documents from coaching/feedback sessions Review written notes or communications Compare performance objectives to results Examine results against their impact on the College’s
goal Encourage employee’s to submit their list of
accomplishments Review employee’s development objectives
Performance Management Tools for Performance and Development Review
During the meeting: State purpose of discussion Give recognition for each objective,
accomplishments, areas of strength Specify areas for each objective where
performance can be improved Summarize overall performance
Performance Management Tools for Performance and Development Review
During the meeting: Ask employee to give comments
Review employee’s progress with development
End on a positive note
Plan a meeting to create a new performance and
development plan
