9/30/2013. Performance Management that Drives Results! Amy Shoemaker, PHR, CMC

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1 1 2 Performance Management that Drives Results! Amy Shoemaker, PHR, CMC 3 Components of an Effective Performance Management System Documenting and Delivering Feedback Coaching (ongoing process) Performance Evaluation discussion Performance Development Plans 4 Learning Objectives Identify performance gaps and how to close them Understand the importance of documenting behavior Conducting effective Performance Evaluations Delivering developing feedback Resolving unproductive behavior in performance reviews 5 6 Objectives of Performance Reviews Let employees know: How well they are doing Desired changes in behavior Clarifies expectations Develop employees & identify training needs Generates information for short-term actions: Salary decisions Promotions Transfers Generates information for long-term actions: Succession planning Talent development planning Eight Barriers to Performance Evaluations Lack of time Lack of documentation Lack of communication of performance expectations Poor evaluation forms Lack of training Poor communication skills Lack of preparation Employee fear and intimidation 1

2 7 Reasons Employees Don t Perform They don t know what is expected They don t know how to do it They don t know why they should do it They think your way won t work They are not rewarded for the behavior There are no consequences They think they are doing it They are rewarded for not doing it 8 Identifying Performance Gaps 9 10 Observations Versus Opinions: What s the Difference? Observations are documentation of facts and behaviors that you actually see or hear Opinions are not based on observations, but are conclusions, assessments or value statements Why is documentation so important? Helps the employee understand your concerns and how to resolve the problem Memory alone is not a sufficient defense Helps ensure consistency in dealing with issues Critical part of an effective defense against employee lawsuits 11 Key Ingredients Define the problem Explore with the employee options to resolve the problem Action steps that can help the employee reach the objectives Results or consequences if the problem is not corrected ABC s of Documentation Documenting the Facts Facts vs. Conclusions What happened? When did it happen? Where did it happen? Who was involved? What were the consequences? Clear and easy to read, complete information Objective with nothing subject to interpretation Complete with all the facts 2

3 14 Objectives of Documentation Give the employee a specific behavior pattern to follow. Set a specific result for the employee to achieve. Make sure your objectives are: Specific Measurable Attainable Relevant Time specific Action Steps Coaching Training Shadow another employee Resource Person or mentor Resource Materials online information Consequences of not resolving problem Communicates the seriousness of the situation and your commitment to ensuring the employee resolves the problem. Identifies: Specific action you are taking now Action you will take if the employee s behavior or performance falls short of your objective. Legal Implications Decisions affecting compensation and human resource planning, must be based on something more solid than intuition, hunches, and gut feelings about the individual. These decisions must be supported by documented evidence. Legal Landmines in Documentation Gender Race Ethnicity Age Disability Religion Pregnancy Genetic Information Sexual Orientation 3

4 17 What s Wrong with This Documentation? His computer skills are not up to par with the younger employees. She is too domineering and upsets her coworkers. She is having a hard time getting to work since she had the baby. His speed and accuracy have really fallen, which may be due to recovering from his surgery. His unwillingness to work Sunday mornings is making it hard to schedule. Her timeliness on completing projects has occurred since her Hispanic grandmother moved into her home Documentation Example Legally Defensible Evaluation Effective Performance Evaluations How Should You Rate Performance? Read the performance description. Review the expectations for the employee as defined in the job description. Reflect on the employee s performance during the evaluation period including; Supervisor observations Documentation related to the employee s performance Customer comment cards, coworker feedback, etc. Write descriptive comments about the employee s performance on the evaluation form. Read the rating definition on the performance evaluation form & determine which most closely matches the employee s performance. Using self-evaluation feedback Should you or should you not? ABSOLUTLEY! Self-evaluation encourages employee reflection on job performance Assists in identifying and discussing performance gaps Aids in better communication Conducting an Effective Evaluation Meeting Conducting an Effective Evaluation Meeting Giving Constructive Feedback The feedback is specific The focus is on the behavior or the situation, not the person It is directed toward behavior the person can change It is developmental in nature It motivates the employee to want to change their behavior to get different results 4

5 Explain to the employee what is expected. Talk in language that employees understand. Allow time for employees to ask questions Giving Coaching Feedback Consider one employee who is struggling with a behavior or performance concern. Use the space below to concisely and tactfully script the following. What is the behavior or performance that needs to improve? How will it benefit the employee to change their behavior? Brainstorm solutions Agree on a solution Ask How can I help? Reaffirm your support & confidence. Developing Feedback for New Hires Companies expect new hires to receive developing feedback, don t be apologetic A new hire is developing foundation skills and knowledge during the first year of employment Provide specific suggestions of how the new hire can meet standards in each area of responsibility Give praise in the areas where they are currently meeting expectations Use a positive and supportive tone when delivering the feedback 27 Common Rating Traps The Halo/Horn Effect Recency Central Tendency Grouping Holding a Grudge Favoritism Leniency/Severity Problematic Behaviors During the Performance Evaluation Stop Look and Listen Approach Performance Evaluation Checklist Planning for the Future Performance Development Plan Collaboratively discuss learning needs, performance objectives, and development plans based on results of performance evaluation and the employee s developmental interests. 5

6 Identify the strategies to achieve each objective. Outline the standards to be achieved for each objective and how you will know the objective has been achieved. Provide a copy of the PDP to the employee Agree on a specified time to hold informal review/progress update meetings (30 90 days) Putting it all together Documentation and coaching is an ongoing process Complete and deliver the performance evaluation Develop a performance development plan (if necessary) No surprises! Homework Document feedback on each employee who reports to you or works in your office. Review the feedback to ensure it is objective and not your opinion. Presentation notes will be provided tomorrow on our website: Go to 2013 Symposium at Coors Field and click on the title of the lecture. 6

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