Supervising Your Team II

• Evaluating and Reporting Performance

• Delegating Responsibility/Authority• Empowering Your Employees• So You’re In Charge – Now What?

- Larry Frevert

Learning Objectives

Evaluating Performance Know the key objectives of

managing employee performance Understand the key elements of

employee evaluations Understand how to improve

performance

Performance Management

Establishing Evaluating Performance

Performance Expectations

Monitoring Performance (Includes Providing Feedback)

Performance Management

Goals Standards Measures

against which an employee’s performance is

evaluated. Performance expectations provide a

means to communicate work priorities

and measure how well the employee is doing.

Performance Management Vision

Idealistic Inspirational

Values Core beliefs or principles

Goals Statements that guide how to achieve

vision

Employee Performance:SMART Goals

Specific

Measurable

Attainable

Relevant

Time-bound

Employee Performance

Effective Systems Job Analysis Defined purpose Standards Ongoing Training Feedback + Action Plan Link to reward system

Employee Evaluations

The most important key to achieving great success is to decide upon your goal and launch, get started, take action, move.

—John Wooden

John Wooden’s Pyramid of Success

Employee Evaluations

What are we trying to accomplish? Output Behavior

Employee Evaluation Tools Graphic/Numerical Rating

Narrative

MBO

360

Employee Evaluations:Overcoming the Dread

Supervisor Its not once a year, it’s year round! Be prepared Provide consistent input

Employee Be prepared Conduct self-appraisal

12

How to Improve Employee Performance Look forward, not backwards

Establish SMART goals

Link success to reward

Provide support

13

EMPLOYEE EVALUATION

EFFECTIVE SYSTEMS Job Analysis Defined purpose Standards Ongoing Training Feedback + Action Plan Link to reward system

PERFORMANCE REPORTING

Theory of Performance Evaluations

Goals & Objectives 8 Plan 8 Inputs (Staffing) 8 Outputs 8

Measurement 8 Reporting 8 Improvement

A CommentOutputs vs. Outcomes:

Outputs are Measures of Work Done(Example: Sq. Ft. of Potholes

Patched)

Outcomes are Results Seen by Stakeholders (Citizens)

(Example: Safe and Smooth Roadways)

PERFORMANCE TERMS Performance Review Performance Audit GAO Standards Performance

Budgeting Self Assessment Efficiency Study Workload Analysis

17

WHAT IS THE QUESTION? Are you accomplishing your goals

and objectives? What are the outcomes?

Could you plan and organize your work better?

Are you over staffed or under staffed?

What should you measure? Inputs are Defined Outputs are Measurable Outcomes (results) are Observed

18

WHAT TO MEASURE?

19

VISIONVALUESGOALS

OUTCOMES

OUTCOMEMEASURES

WORKOUTPUTS

WORKINPUTS

WHO CARES?

DEPT HEAD SUPERVISORS

COUNCIL

WHAT PERFORMANCE MEASUREMENT SHOULD BE

How can we improve?

Not…

Gotcha

20

Delegation & Empowerment

Session Learning Objectives: Delegation &

Empowerment Analyze the

difference between delegation and empowerment.

Identify the key principles of delegation.

Identify the essential elements of empowerment.

Definitions

Delegation:A division of

labor~ Assignment of

specific duties or responsibilities to an individual

Empowerment:Instilling a sense of

power~ Granting decision-

making authority, and/or

Creating opportunities to influence decisions

Providing ability to make choices

DELEGATION & EMPOWERMENT

Delegation Requires:

Defined expectations

Communication Coaching Monitoring Feedback Trust

Empowerment Requires:

Shared values Shared power Defined

boundaries Communication Feedback Recognition Trust

DELEGATION PRINCIPLES OF DELEGATION

Assign duties to the right people Grant authority to do the job Minimize yo-yo delegation Make due date specific Don’t delegate the critical thing you do

Reasons To Delegate (Group Benefits)

Members become more involved and committed

More projects and activities are undertaken

A greater chance that projects will be completed

Increased opportunities for members to develop leadership skills

Chance to fill leadership roles with qualified, experienced people

The organization operates more effectively

Reasons to Delegate (Leader Benefits)

Not being spread too thin and therefore is less likely to burn out

Gaining satisfaction from seeing members grow and develop

Acquiring more experience in executive and administrative functions

When to Delegate? There is a lot of work A member has particular

qualifications for or interest in a task

Someone can benefit from the responsibility

Routine matters need attention Details take up too much time and

have to be divided

When Not to Delegate? The task is something you would not

want to do (menial work) Someone is under qualified or

overqualified for the task The work is your own specified

responsibility The area is big or is an unsolved

problem, issue or matter dealing with the personal feelings of another or with confidentiality - the "hot potato"

How to Delegate Ask for volunteers by a show of

hands or pass a sign-up sheet for a particular project.

Appoint or suggest someone. Assign through a committee. The "best fit" of person with the

task is the most effective.

Guidelines for Effective Delegation

Choose the appropriate people by interviewing and placing your members carefully.

Explain why they were selected for this task.

Delegate segments that make sense; not bits and pieces of a task, but share the "big picture".

Guidelines for Effective Delegation (Cont.)

Discuss the task at hand. Discuss ideas; mutually set goals and objectives.

Whenever possible, give those who will be responsible for carrying out a program a voice in the decision-making.

Define clearly the responsibilities being delegated to each person.

Guidelines for Effective Delegation (Cont.)

Find out how you will know when they need help.

Give accurate and honest feedback.

Support your subordinates by sharing information, knowledge and plans with them. Share in their failures as well as their successes.

Guidelines for Effective Delegation (Cont.)

Delegate. Most responsible people do not appreciate someone looking over their shoulder, or taking back parts of their assignment before they have a chance to do it.

Follow up. Check periodically to see if people have any questions regarding how a project is supposed to be done.

Evaluate.

DELEGATIONKnow Your People

Stages of Employee Development:

I. Unconscious Incompetent

II. Conscious Incompetent

III. Unconscious Competent

IV. Conscious Competent

I II

III IV

Com

pete

ncy

Understanding

DELEGATING

1. TELL THEM WHAT TO DO2. SHOW THEM WHAT TO DO3. LET THEM TRY - OBSERVE4. PRAISE PROGRESS/INSTRUCT

WHERE DEFICIENT5. REPEAT UNTIL COMPETENT6. TRANSFER THE RESPONSIBILITY7. MONITOR PERIODICALLY

CONCERN

INFLUENCE

EMPOWERMENTEXPANDS THE CIRCLE OF

INFLUENCE

DELEGATION & EMPOWERMENT

CLASS EXERCISE Best & worst delegation done

to you Take turns sharing in groups of

4 Report out

CREATIVITY AND INNOVATION

Employee involvement

Re-engineering

Networking APWA self-

assessment

Employee Involvement The person doing the actual

work often has the answer to how to do it better. As a supervisor, your job is to get that person to think creatively and to share his/her thoughts with you.

Empowerment comes through trust, respect and honesty.

Everything we do involves people. Innovation and creativity are created through successful and meaningful interaction with others.

Re-engineering When to consider that the work

process may need re-engineering: When the organization has grown and

the process no longer fits the new size

When the process was created as a reaction to a specific incident and is no longer relevant

When new technology is available to make an existing process more efficient

Re-engineering (cont.) When to consider that the work

process may need re-engineering (cont’d): When attitudes have changed over

time (e.g., the generation gap) When new laws or new $$$ create

new opportunities

Re-engineering (cont.) When not to mess with existing

process: To solve personnel problems To increase productivity – if

productivity is a problem, then it is most likely a personnel issue rather than a process issue

Re-engineering

Networking

You are not alone. Your peer group organizations provide a great opportunity to develop creative and innovative solutions through exchange of ideas.

If you think going to meetings is a lark and you’re too busy, either you’re going to the wrong meetings or you need to change the tone of the meeting to be more of a learning experience.

APWA Self Assessment Benefits

Improve effectiveness Promote staff and community pride Clarify budget needs Identify operation and management needs Enhance professional image Promote team work and staff development Encourage interdepartmental coordination Identify duplication and wasted effort Promote public awareness Improve communication Prepare for agency accreditation

APWA Accredited KC Metro Cities

Belton Grain Valley Lee’s Summit Lenexa Olathe Overland Park

Summary and Food For Thought

Budgeting – an opportunity or a nuisance?

Productivity – management vs. workers or cooperative teamwork?

Purchasing and inventory – are these systems in place to make finance happy or are they systems that insure good management?

Creativity and innovation – whose idea is it? Management or employees or both?

Larry’s Dozen Tips for Supervisors

Treat the Public and Your Team Respectfully and

Fairly

Care For and Maintain Your Equipment (Like It’s

Your Mother’s)

Develop A Seasonal Schedule of

ResponsibilitiesMonth Task Task Task Task

January S&I Bldg. Maint. Furnace Filters

Cut Brush

February S&I Potholes Cut Brush Drain. Maint.

March Potholes Herbicides Sweeping Drain. Maint.

April Landscaping Potholes S&I Equip Conc Repairs

May Mowing Order S&I Mtls

Sign Maint. Conc Repairs

June Crack Sealing

Mowing Sign Maint. Pvmt. Marks.

July Overlays Crack Sealing

Furnace Filters

Pvmt. Marks.

August Overlays Crack Sealing

Pvmt. Marks. Shldr. Maint.

September Overlays Mowing Shldr. Maint. Shldr. Maint.

October Train S&I Winterize Mowing Equip

Conc Repairs

November Store S&I Mtls

S&I Leaf Disp. Holiday Decs.

December S&I Bldg. Maint. Cut Brush Mow. Equip.

Plan Ahead For the Supplies and Commodities

Your Team Will Need

Make Sure Your Directions Are Understood

No Safety Glasses!

No Hearing Protection!

No Gloves!

No Hard Hat!

Use “We” Frequently and “I” Rarely

Take More Than Your Share of the Blame When Things Go Wrong and Less

Than Your Share of the Credit When Things Go

Right

“A good leader is a person who takes a little more than his share of the blame and a little less than his share of the credit.”

- John Maxwell

Don’t Be Afraid to Get Your Hands Dirty

Give It Your Best and Enjoy Your Work

Believe in People, The Vast Majority Want To Do A

Good Job

Do The Right Thing and Do It Right

Don’t Just Talk the Talk, Walk the Talk

Thanks for Your Attention

Questions?