Performance Management - the Smith Way

Performance Management

Presented by Office of Human Resources

Smith CollegeFebruary 5, 2008

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 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 college’s goal

• 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


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


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


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


Performance and Development Planning



Review

Performance Management Tools for Coaching and Progress Reviews

• When• Conduct ongoing feedback and coaching

sessions throughout the year


• 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


• 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


• 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


• 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


• 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


• 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)


Performance and Development Planning


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


• 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


• 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


• 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


• Supervisors - Keep in mind:– Listen carefully

– Ask for examples, questions, solutions

– Summarize or restate your understanding of the feedback

– Try not to act defensively or make excuses

– Acknowledge the feedback and offer thanks

– Be open to change -- nobody’s perfect

Performance Management - Roles and Responsibilities

• Employee– Responsible for development of

self

– Life-long employability focus

– Maintain skills required for current job

– Define career interests and goals

– Complete individual development plan

• Supervisor– Create a learning/development

environment

– Provide support for acquisition of new skills

– Discuss development needs for current job

– Discuss career development with employees

– Provide opportunities consistent with plan

Legal Considerations

• Job related focus• Comments free of bias or discrimination• All written documents are part of the employee’s

permanent record

Technology

Performance Management - the Smith Way