Managing For Success

Carnegie Mellon

Human Resources

Leadership Symposium 2002

Presenter:

Jill Diskin

Director, Human Resources Services

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Workshop Objectives

To highlight the linkage between Carnegie Mellon’s strategic plan and managing performance

To give you information about Carnegie Mellon’s performance management framework

To provide tools for you to use with the employees you supervise

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Supervisors now have

access to Supervisory

Performance Management

Resources . . .

PMP On-line . . .

http://hr.web.cmu.edu/default.asp?sectionID=1241

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Alignment For Results

University Strategic PlanUniversity Strategic Plan

Your College/Division PlansYour College/Division Plans

Your Department PlansYour Department Plans

Employee Goals and ObjectivesEmployee Goals and Objectives

ResultsResults

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Focuses every employee on the most important results to achieve your departments’ strategy

Engages employees in achieving organizational goals and objectives

Provides job related criteria

Provides results and measurements that are credible and observable

Enhances motivation

Focuses every employee on the most important results to achieve your departments’ strategy

Engages employees in achieving organizational goals and objectives

Provides job related criteria

Provides results and measurements that are credible and observable

Enhances motivation

Benefits of Linking Performance to Your Organization’s Strategy

Benefits of Linking Performance to Your Organization’s Strategy

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In a nutshell . . .

Performance

management

is a way to leverage

Carnegie Mellon’s

human capital.

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Planning

Creates the foundation

Establishes expectations

Mutual commitment

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Managing

Heart of the process

Employee motivation

Updating and revising expectations

Providing career development opportunities

Coaching

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Reviewing

Comparing performance expectations against performance results

Providing feedback and engaging in constructive dialogue

Recalibrating expectations

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Planning March – July

Linkage to business plan Expectations established Commitment

Reviewing

April - June Compare actual to expected Feedback Recalibrate

Managing July – January January - April

Tracking Coaching Reinforcing

Planning CyclePlanning Cycle

Aligns with University Salary Review . . .

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Planning

Setting Expectations

Requesting employee input

Discussing the employee’s input and your expectations

Agreeing on performance expectations for next performance cycle

Establishing milestones

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Planning

About the PDF

A starting point

The yardstick

Not cast in concrete

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Specific

Behavioral

Challenging

Measurable

Time-defined

Planning

Finalizing Expectations

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Develop a plan to reduce inventory shrinkage

Improve the efficiency of staff reporting to you

Prepare an annual report

Planning – Exercise #1

Now It’s Your Turn

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PPllaannnniinngg March – July

Linkage to business plan Expectations established Commitment

Reviewing

April - June Compare actual to expected Feedback Recalibrate

Managing July – January January - April

Tracking Coaching Reinforcing

Managing CycleManaging CycleManaging CycleManaging Cycle

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Managing

What does it mean?

Motivating the employee

Updating and revising performance expectations

Providing career development experiences

Providing coaching feedback

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The

Practical

Coach

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Managing

Coaching

To provide feedback to employees

To form a basis for the annual performance review

To build your credibility as a manager

To improve productivity

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Managing

Coaching

Reinforcing feedback . . .is designed to promote the continuation of a desired behavior.

Constructive feedback . . .gives information to an employee about an aspect of their performance that needs to be changed.

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Managing

Coaching Practical Guidance

State the purpose of your discussion

Describe the work-related behavior you have observed

Describe the impact the behavior had on your unit’s operations

Listen to what the employee has to say

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Managing

Coaching Practical Guidance

Explore alternatives

Agree on the work performance expectations

Summarize the discussion, including stating the performance expectation

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Managing

Coaching

When is coaching not appropriate?

What is the employee’s role when being coached?

What if the employee shares personal information?

Special situations

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Managing -- Coaching

Valuing Diversity

Introverts and

Extraverts

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Managing -- Coaching

Defensive Behavior

Listen actively

Verify understanding

Restate the point

Acknowledge feelings and respond with understanding

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Managing -- Coaching

Defensive Behavior

Check perception directly

Change topics or end conversation

Maintaining control by asking questions

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ManagingTime Management Ideas

Allocate some of the responsibility for coordinating the process to your employees

Use computer and/or paper files effectively

Use “tickler” strategies

Spread your effort throughout the entire review cycle

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Managing -- Coaching

Some Fallacies

Coaching Fallacies . . .

People with good performance don’t need feedback

Positive feedback will just inflate the employee’s ego

Constructive feedback just makes people angry

People don’t like to be challenged

Coaching Fallacies . . .

People with good performance don’t need feedback

Positive feedback will just inflate the employee’s ego

Constructive feedback just makes people angry

People don’t like to be challenged

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Planning March – July

Linkage to business plan Expectations established Commitment

Reviewing

April - June Compare actual to expected Feedback Recalibrate

Managing July – January January - April

Tracking Coaching Reinforcing

Reviewing CycleReviewing Cycle

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Reviewing

What It Means and Why

Looking back on past performance

Setting the stage for the next cycle

Discussing the employee’s performance with him or her

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Reviewing

Preparing for the discussion

1. Review the division

and department vision,

mission and goals and

staff member’s PDF.

2. ID key areas of

the staff member’s

job as related to

achievement of divisional

and departmental goals

and key competencies

for the position.

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Reviewing

Preparing for the discussion

3. Review agreed upon individual performance expectations

4. Prepare open-ended questions focused on the individual’s strengths and opportunities for improvement

5. Prepare a list of performance expectations

6. ID developmental opportunities

7. Establish new performance expectations

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Reviewing

Setting the stage for success

Physical setting considerationsno interruptions

length-timeline

Your communication styleencouraging and pragmatic

Schedule the meeting with the employee in advance

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Reviewing

Common Evaluation Errors

First impression response

Central tendency

Halo/horns effect

Recency effect

Leniency

Evaluator bias

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Reviewing

Conducting the Review

Introduction

Listening and Interacting

Common understanding/give and take

Conclusion

After the Meeting

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Characteristics of the Performance Management Cycle

Includes Planning, Managing and Reviewing

Ongoing process and not an event

Dynamic

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A process of letting people know...

What’s expected

How they’re doing

That what they do matters to you

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Workshop Objectives

To highlight the linkage between Carnegie Mellon’s strategic plan and managing performance

To give you information about Carnegie Mellon’s performance management framework

To provide tools for you to use with the employees you supervise

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Stay for role-play . . .

Thank you for attendingManaging For Success!