Maximizing Employee Performance

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1 Maximizing Employee Performance MN Council of Nonprofits Annual Conference November 6, 2014 Ellen McVeigh BAM Law Office Sandy Robinson MACC CommonWealth Karl Starr MACC CommonWealth

2 Agenda & Learning Goals 2 1. The Right Track 2. Goal Setting & Alignment 3. SMARTER Goals 4. Case Study 5. Professional Development 6. 9-Block 7. Performance Management 8. Small Group Discussion 9. Wrap Up Links to resources

3 The Right Start 3 Research and conventional wisdom both suggest that employees get about 90 days to prove themselves in a new job. The faster new hires feel welcome and prepared for their jobs, the faster they will be able to successfully contribute to the firm s mission. Talya N. Bauer, Ph.D Originally published as Onboarding New Employees: Maximizing Success by Talya N. Bauer. 2010, the SHRM Foundation, Alexandria, VA. Used with permission. All rights reserved.

4 The Four Cs Onboarding New Employees: Maximizing Success 4 Compliance Hiring practices Employment laws Culture Formal / informal networks Organization norms Clarification Role/Responsibilities Goal Setting Connection Establishing relationships Mentoring Hiring Practices Checklist New Hire Checklist 90 Day Plan Template

5 New Employee Onboarding Best Practices 5 Prepare for day one Make day one special Use formal/written orientation plans Monitor and update orientation plans Create 30, 60, 90, 120, etc. days goals Make onboarding participatory Implement consistently Technology facilitates the process Set clear objectives, timelines, roles, responsibilities The First 90 Days By Michael D. Watkins

6 Goal Setting & Alignment 6 Organizational strategy Long-term Major organizational initiatives 1 2 years Departmental Goals Annual Individual Goals Quarterly, Semi-Annual or Annual

7 Goal Alignment, continued 7 Goal alignment: Maximize employee performance by helping them understand: The strategic direction and priorities of the organization The purpose of and goals for each department, and how department goals align and intersect How each employee s goals will achieve department & strategic goals

8 SMARTER Goals 8 Department and employee goals should be SMARTER: Specific Who, What, When and Where? Measurable How is success measured? Attainable Is the goal realistic given resources? Relevant Does goal alignment exist? Time-bound What s the due date? Engaging Do goals motivate commitment? Rewarding Do goals fuel your passions? Tips for SMARTER Goals

9 Case Study Overview 9 Key Facts: Staff performance issues Inability to define and align goals Ineffective supervision

10 Goal Alignment & CH case study 10 Community Helpers Vision & Mission: Support low-income Minnesotans in achieving self-sufficiency Strategic Goals: Tailor services to the client s needs Implement collaborative model Department Goals: Strengthen knowledge of community resources to facilitate referrals Strengthen staff s ability to engage with client collaboratively Develop framework for assessing client needs What SMARTER goals do you recommend for employees of Community Helpers?

11 Professional Development Experiential Learning: Learning through on-the-job experiences and stretch assignments 11 Learning Theory: I Hear and I forget I See and I remember I Do and I understand Examples: MCN courses Projects Cohort Participation Job Shadowing Job Rotations Job Shadowing Guidelines

12 More Professional Development Examples 12 Peer Learning Professional Organizations Networking Sharing Success Stories Case Studies SWOT Analysis* Strategic Planning Process *Strengths, Weaknesses, Opportunities and Threats

13 Behaviors (how) 9-Block Grid: Performance Management Needs Improvement High Behaviors Does Not Achieve Goals Exceeds High Behaviors Achieves Goals 9 ROLE MODEL High Behaviors Exceeds Goals Needs Improvement Meets Behaviors Does Not Achieve Goals Meets Expectation Meets Behaviors Achieves Goals Exceeds Meets Behaviors Exceeds Goals 1 UNACCEPTABLE Does Not Meet Behaviors Does Not Meet Goals 2 Needs Improvement Does Not Meet Behaviors Achieves Goals 3 Needs Improvement Does Not Meet Behaviors Exceeds Goals Goal Results (what)

14 Behaviors (how) 9-Block: Compensation Planning Needs Improvement Exceeds Expectations ROLE MODEL Exceeds Expectations 0-1.5% 2.75% 3.5% Needs Improvement Meets Expectations 0-1.0% 2.0%. Exceeds Expectations 2.75% 1 UNACCEPTABLE Does Not Meet Expectations 0% 2 Needs Improvement 0-1.0% 3 Needs Improvement 0-1.5% Goal Results (what)

15 Performance Management and Discharge 15 Performance Improvement Plan = Time Provided To Improve Verbal / Written / Final Warning = Correct Behaviors Immediately Discharge = HR File: Evidence and Documentation Termination Letter and Final Paycheck Communicate to Stakeholders Exit Respectfully Potential Unemployment Claim Records Retention Termination checklist PIP Template Warning template

16 Case Study Discussion 16 Question 1 What improvements to new hire onboarding do you recommend? What professional development do you recommend for each employee? Question 2 What are examples of the employee s specific performance gaps? Are the performance gaps due to their behaviors and/or results? How would you address the performance gaps? 9-Block What box would you place the employees in on the 9-Block Grid, and why? Performance Management Documentation tip-sheet

17 Accessing the toolkit 17 Toolkit available until : mcwmn.org/hrtoolkit Contact for Questions/Problems: Karl Starr VP Human Resource Services MACC CommonWealth

18 Q/A and Wrap Up 18 Thank you!!

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