Performance Management: Leading Workplace Performance For Management Personnel

GONZAGA UNIVERSITY

Performance Management: Leading Workplace Performance

For Management Personnel

Session Agenda Management’s Roles and Responsibilities Setting Goals and Expectations Performance Coaching Guidelines for Effective Performance Discussions Prepare for the Performance Discussion Conducting the Discussion Performance Review Document Enhancements and

Timeline Summary Resources

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Management’s Continued Roles & Responsibilities

Greater accountability On-going assessment and communication of

employee performance Performance reviews will be used to assist in

determining promotion, pay, annual salary increases, and overall employment status

Determine employee annual salary increases as part of the new compensation system

Prepare to enter into potentially difficult discussions as we move forward

Assess knowledge, skills and abilities (KSA’s) of yourself and your supervisory team

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Vision/Values

Strategic Plan:

Organizational goals/objectives

Tactical Plansgoals/objectives

Departmentalgoals/objectives

Individual and/or Teamgoals/objectives

Defining Organizational Success

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Defining Management Success

What does success as a manager look like?

What does success as a manager look like in your organization?

How do you distinguish between good and poor performance with your employees?

To whom and when do you provide performance feedback?

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Defining Management Success

All organizations must be wise about their choice of strategies to remain competitive

Everyone and everything in the organization must be doing their part to ensure strategies are implemented effectively

Managers are responsible for the results accomplished by their employees

Simply put, effective performance management ensures that goals are consistently being met in an effective and efficient manner

“Being busy is not the same as producing results”

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Performance Management Cycle

Setting Goals & Expectations

• Define job criteria by which performance will be measured based on job description

• Establish goals and objectives

• Communicate expectations to employees

• Rework objectives or performance standards, if necessary

Performance Coaching• Define coaching

• Give effective feedback

• Recognize employees’ area of development

• Coach for better performance

• Document

Annual Performance Review• GU Performance Review

• Mistakes to Avoid

• Behavior Based Statements

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Setting Goals and Expectations

Module Objectives

Understand the importance of setting goals/expectations

Learn to set SMART goals

Discuss performance standards

Practice setting goals and standards

Be open to reworking goals/expectations when necessary

Goals are an essential part of successfully conducting business. Goals provide the motivation and direction necessary for growth and success in every area of an organization

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Criteria for Effective Goals

An effective goal statement provides an excellent basis for setting and

monitoring progress toward strategically aligned goals

Effective goal statements ensure objectivity in measurement


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Benefits of Effective Goals Establish strategic DIRECTION Set TARGETS Identify EXPECTED results Improve TEAMWORK through a common

sense of PURPOSE Provide a FAIR basis for appraising

performance


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SMART Formula Specific – goals need to be specific in order to be achieved.

“Improving customer service” vs. “Reduce customer drop-out rate to less than 20%”.

Measurable – goals need to be quantifiable and measurable in a way that leaves no doubt that the goal has been achieved. Employee should know how progress will be measured.

Agreed Upon – goals should take into account the knowledge and needs of the people involved in accomplishing them. When there is buy-in, people are more willing to make efforts toward achievement of goals.

Relevant– A relevant goal aligns with existing plans and priorities of the organization. It reflects the results which must be improved or maintained to successfully accomplish the mission.

Timed – goals exist within the context of a schedule. There needs to be an agreed upon timetable that incorporates regular, structured review and assessment of progress toward the goal.


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Example SMART Goal

Train all supervisors on the revised Performance

Management and Compensation Systems by March to ensure that they can:

understand the university compensation system

understand the university performance review forms and procedures

set SMART goals effectively manage the performance of

their employees throughout the year


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Obstacles to Goal Achievement

It is important to note that in today’s world change happens suddenly and without notice. Objectives may change based on the organization’s needs. Be sure to adjust employee goals and objectives accordingly.

It makes no difference if the barrier is tangible or solely in one’s own mind (psychological) - the barrier is real. Therefore, it is very important to:

Identify and remove the obstacles OR adjust objectives accordingly


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• Establish goals and objectives

• Communicate expectations to employees






• Document




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Performance Coaching The role of the coach is to clearly communicate

performance expectations and standards, give regular performance feedback and develop the skills of the employees. The best coaches, by their mere presence, improve performance and uplift energy, morale, and focus.

Module Objectives

Explore the purpose of coaching Learn to effectively recognize employees Learn to give performance improvement

feedback through coaching Discuss how to handle poor performers Practice performance coaching Learn when and how to document performance

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NO NEWSIS

GOOD NEWS

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Preparing to Coach

The role of the coach How to use fundamental coaching

tools Expectation of performance (what to

measure) Employees’ strengths and limitations Employees’ long term goals Employees’ developmental goals

To be a great coach, capable of elevating performance, you need to know:

Performance Coaching

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Discussion: Who needs coaching? New Hire

Orientation, training, recognition, re-directed, learn the culture

Problem Performer Recognize that a problem exists and

analyze what’s causing it Coaching for improved performance

Satisfactory Performers Recognize good work, discuss ways

they can grow Development coaching

Promotable Person Development coaching


Performance Discussions Definitions

Feedback = communication regarding the effect one’s behavior is having on another person, the team, the organization, or the customer

Positive feedback = involves telling someone about behavior that meets or exceeds standards and expectations. Provide specific examples and explain how these behaviors benefit the organization

Constructive feedback = alerts an individual to behaviors which could improve. Constructive feedback is not criticism; it is descriptive and should always be directed to the action, not the person

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Effective Feedback A manager’s role is to get things done

through people. Giving and receiving feedback can strengthen the partnership between manager and employee. It also creates a positive, motivating work climate.

Useful feedback serves to: Keep the performance on track, and Get the performance back on track

One of the most productive things a manager can do is provide specific, ongoing feedback


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Effective Feedback

Feedback should be:

Specific, direct and honest Focused on the what not the who Done at the right time in the right place Consistent Solution-oriented

Most importantly, treat others with RESPECT


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Performance Coaching: Positive Feedback

Describe the behavior observed -- be specific Explain why it is important Thank the employee and express your personal

appreciation Encourage them to continue doing well Record the conversation

Example: Chris, I just saw the way you handled the situation where Derek was

using a tool improperly. You approached him in a calm and non-threatening manner. You treated him very professionally and educated him on proper usage of equipment.

Having a safe working environment is important to all employees at Gonzaga. Actions like yours help keep this a safe place to work.

Thank you for taking the initiative and helping your co-worker. It means a lot to me to know that you really care and will do what you can to maintain a healthy and safe environment.

Keep up the good work!


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Constructive Feedback Focus on the employee’s performance issues.

Describe the specific behavior and why it concerns you

Explore the causes of the employee’s poor performance by listening to the employee. Seek agreement on how to solve the problem(s)

Explore options for improvement by asking for the employee’s ideas for solving the problem

Agree on a specific plan for improvement (describe consequences if necessary)

Express confidence, set a follow-up date and document the agreement

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Chronic Performance Problem

At times, the coach is faced with an employee who demonstrates an

inability to reach standards and goals. It is important that the coach

do something about it, or the virus of “mediocrity” could infect the

entire department.

Focus on the fact that the employee has not corrected the performance problem

Explore the causes of the employee’s poor performance and seek agreement on how to solve the problem(s)

Explore options for improvement

Agree on a no-compromise plan for improvement

Document agreement and follow-up


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When Coaching is Not Enough

Coaching may not always result in a change of behavior. If this should happen, partner with Human Resources to progress to the next phase(s) of corrective action.

Sometimes coaching is not the right approach. In incidents of inappropriate conduct it may be necessary to bypass coaching and go directly to corrective action. If this should happen, partner with Human Resources to determine the most appropriate next step.

If a serious situation should occur, call Human Resources


Potential Legal Liability Issues and Guidelines to Avoid Liability

Liability Issues Disparate Treatment - Gender Equity – Discrimination –

Retaliation etc. Guidelines to Avoid Liability

Be consistent in setting expectations and performance review criteria for similar positions

Apply ratings consistently across organization Address performance concerns as soon as possible (deal

with it or live with it)o Performance Notice, Letter of Expectations, Corrective

Action Plano GU policies and procedures

Gather the facts and document year round and on each employee

Use HR as a resource26

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Correcting Performance

Below is an example of steps used for addressing unsatisfactory job performance.

Verbal Coaching (ASAP)

Performance Notice (Documenting discussion of issues)

Letter of Expectation

Corrective Action Plan

End of Employment


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ABC’s of DocumentationDocumentation includes everything you write down that concerns an employee’s

performance. It is essential that everything you write about a person’s performance be clear, accurate, and free from bias. A clear written record of

discussions about performance issues can prevent misunderstandings and provides proof that employment decisions (corrective action, promotions, review scores,

etc.) and actions were based on fair, objective, job-related criteria.

Below are key components of documenting performance:

Accurate Document as incidents occur rather than from memory Describe those actions you directly observed or heard; NOT hearsay Concentrate on job-related incidents

Behavioral Document specific behaviors about job-related facts rather than describing

employees’ personality

Consistent Balance the documentation; cite both positives and negatives Use the same format and level of detail for each employee


GUIDELINES FOR EFFECTIVE

PERFORMANCE DISCUSSIONS

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Guidelines

Minimize your role as a judge. Work for a collaborative environment. Emphasis should be on improvement

and learning for the future rather than criticism of the past

Effective feedback involves what or how something was done, not why. Asking why is asking people about their motivation and that provokes defensiveness

Guidelines

Discuss positive as well as unsatisfactory performance Provide specific examples and explain

how these behaviors benefit the organization or why they are problematic

Work for understanding, rather than complete agreement

Never compare one employee with another

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Guidelines No surprises.

Poor performance should have been addressed when it happened

The Performance Review Discussion is not the place to mention it for the first time

If poor performance has been significant, a Performance Improvement Plan should be in place

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Guidelines

Avoid common rating errors in forming your opinion of performance. The halo effect - Letting one favored trait or work factor

influence all other areas of performance, resulting in an unduly high overall performance rating

The horn effect - Allowing one disfavored trait or work factor to overwhelm other, more positive performance elements, resulting in an unfairly low overall performance rating

Most recent behavior - Failing to take into account the entire evaluation period and focusing on a recent performance episode, positively or negatively. Base your evaluation on representative information from the whole evaluation period to avoid this error

Personal bias - Allowing personal feelings toward employee to influence rating 33

Guidelines Examples of ineffective ways to give

feedback: Being personal Giving feedback in public Not being factual Giving a subjective opinion Waiting until weeks or months after the

fact Not being specific Providing feedback on issues over

which the employee has no control 34

Guidelines Examples of effective ways to give

feedback: Keeping the feedback to behavioral

issues Giving it in private Providing it with the intent for

improvement Giving it in a timely manner Being specific Keeping the content to issues the

employee can control 35

PREPARE FOR THE PERFORMANCE

DISCUSSIONAs you prepare to hold the Performance Discussion for

employees, consider several factors.

1. Review Job Description

Make sure job description is up to date from your perspective

Include a copy of job description when you provide the self-review and ask employee to assess whether it is still an accurate reflection of their job

Use job description as a starting point for performance discussion and goal setting

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2. Time and Place Choose a quiet, private, neutral place where you

will not be interrupted during the meetingGive employee your full undivided attention

(e.g. don’t answer cell phone/work on lap-top/allow others to interrupt/etc.)

Confirm the time and place of the meeting with the employee

Allot at least one hour for both you and the employee to adequately and thoroughly give input and express concerns about his or her performance. This will eliminate schedule conflicts and help set the tone for a productive discussion

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3. Performance Problems?

First, ask yourself: Do they know the performance standard? Are they able to do it (skill level)? Do they have all the resources to do it? Are they willing to do it (motivation

level)?

If not, what can YOU DO to fix the situation?

4. Data

The employee’s self-assessment Any notes you made during the year Documentation from coaching sessions Feedback you gathered from employee’s

colleagues, customers, students, etc. Any other information you have that

bears on performance

CONDUCTING THE DISCUSSION

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Conducting the Discussion

Start on a positive note Set the tone as one of communication

and feedback Discuss responsibilities, clarify

expectations and compare actual performance to performance standards

Use documentation to discuss specific instances of performance

Conducting the Discussion

Ask for the employee's assessment, comments and suggestions Listen carefully and seek to understand what is

being said Don't interrupt Ask for examples Liberally use the phrase, "Tell me more" Avoid becoming defensive Don't take it personally Be open-minded—there may be a better way Admit mistakes Don't try to fix blame on someone or something

else Thank the employee

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• Establish goals and objectives• Communicate expectations to employees






• Document




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GU Performance Review Packet

Timeline of Key Months Document - Outlines process for completing review

Overview Document - Compensation philosophy, guidelines and annual review rating definitions

Employee Self-Review Document - Contains self

assessment and employee goals

Annual Performance Review Document - Performance and behavior criteria

Performance Review Packet can be found at www.gonzaga.edu/humanresources

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Performance Review Program Guidelines

Supervisor forwards signed document to the department head, dean, or area vice president for signature

Original signed copy of the review should be sent to Human Resources to file

Supervisor should conduct on-going performance discussions, maintaining open communication, and work on the outlined goals throughout the year

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Performance Review Program Guidelines

Typically, annual salary increases spreadsheets will be distributed for approval/signature by Human Resources to the Area Vice President and should be returned to Human Resources as part of the annual budgeting process

Any employee concerns regarding performance review content should be addressed within the Area Vice President Division

Final annual increase spreadsheets are provided to Payroll for loading from Human Resources

Annual increases will be communicated by the President

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Summary Performance Management is an ongoing

feedback process designed to help employees gain greater competence and overcome barriers to improving performance.

The goal of coaching is to create a change in behavior, to move employees from where they are to where you want them to be.

Recognition is a vital component to performance coaching. Thanking employees and providing them with specific examples of good and exceptional performance encourages them to continue doing well.

Following the guidelines from this session will help improve the performance of your employees and

department, while avoiding legal liability.

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Additional Resources Performance Conversations by Christopher D.

Lee, PhD

It’s Okay to Be the Boss by Bruce Tulgan

Performance Management by Robert Bacal

Writing Performance Documentation by Janis Fisher Chan

www.gonzaga.edu/gutraining

http://www.gonzaga.edu/gutraining

Documents

Performance Management: Leading Workplace Performance For Management Personnel