Retention Practices: AGENDA. Hire to Retire (H2R): Program Background. 1. Hire to Retire (H2R): Program Background

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1 Retention Practices: Setting Expectations and Managing Performance Sharon Harris CIS Senior Human Resource Consultant AGENDA 1. Hire to Retire (H2R): Program Background 2. Performance Management - Benefits, Elements 3. Performance Evaluation - Common Problems - Goals, Objectives - Evaluator Bias - Evaluation Prep, Meeting Hire to Retire (H2R): Program Background 1

2 Legal hiring practices Employee handbook Job descriptions Post-offer testing Background checks Hire Orientation New Hire docs Probationary period evaluations Training on employer policies, procedures Onboarding Mission, Vision, Values, Culture Organization benefits What do I do? How do I do it? Succession planning Termination: o pre-loss services o potential severance agreements, o managing layoffs & avoiding discrimination in them Exit interviews Retirement transitions & contracting back with the employer Retire/ Transition Retention Performance management (evaluation, discipline) Skill building training Career Planning Supervisor training Ergonomics/safety Investigation, documentation of complaints Mediation of disputes Illness & injuries FMLA/OFLA, return to work, disability management, ADA accommodation, fit-forduty exams Personnel file maintenance How to Change the Claims Trend H2R webinar series H2R consultant tools HR Best Practices Review Job description Development/Analysis Employee Handbook Review Recruitment Advice Performance Management Leave Management Guidance Performance Management Setting the Expectations 2

3 Performance Management vs. Performance Evaluation Management vs. Evaluation 1 2 Performance Management Performance Evaluation Ongoing Prospective Long term Planning and goal setting Annual event Retrospective Short term Completing a form Performance Management Performance Management is a process not a thing What s your process? 3

4 Performance Management Why am I here? How does my job fit into the organization s success? Elements of Performance Management #1 Supervisor Responsibility Day to day responsibility of every supervisor 4

5 #2 Performance Criteria Criteria for job performance must be set to accurately and realistically reflect the unique requirements of different positions #3 Communication Communicate the job expectations to employees before the evaluation period begins #4 Continuous Feedback Supervisors should not wait for the evaluation day to give employees feedback 5

6 #5 Developmental Coaching The Evaluation Common Problems Lack of upper management support Lack of consistency within the organization on completing reviews some are too tough, some are too easy Little or no training on the evaluation tool to be used and the meaning behind the rating system Failure to complete on time 6

7 Performance Evaluation Setting Goals Organization Mission Organizational Goals Department Goals and Objectives Individual Goals Performance Objectives A performance objective is a statement of a specific desired end result or output. Performance Objectives Quality - How effective the work is performed Quantity - How much is performed Timeliness - How quickly or in what time frame task is completed 7

8 Specific Measurable Attainable SMART Objectives Develop specific goals and recommendations for improving employee/ department performance. Clear and understandable; specifically stated and clearly understood by employee and supervisor. Goals should be results-oriented and measurable. Challenging and motivating to the employee. Relevant Specific to the department and organization s goals and objectives. Timely Schedule follow-up milestones throughout the year. Evaluator Bias The Halo Effect Employee exceeds in one area, so rated high in all areas We like employee personally Generationally close similar interests Employee has been with the entity a long time 8

9 The Horn Effect Employee needs improvement in one area, so rated poorly in all areas. The employee s personal style A particular negative incident The Recency Effect Managers not diligent in measuring performance Provide feedback on the most recent events (last 2 weeks 2 months) 9

10 Supervisor Preparation Begin preparing minimum of 2 weeks in advance Set appointment with employee Gather information solicit relevant information from those who work with employee Review job description and current year s goals Employee Preparation Begin to prepare minimum 2 weeks in advance Give employee option to complete a selfevaluation Review their job description prior to the meeting Think about the goals you want to achieve and any supplies needed Conducting the evaluation meeting Focus on objectives Put the employee at ease Two-way communication Give constructive feedback End meeting on a positive note 10

11 Performance Evaluation Checklist Did you secure a confidential meeting place where you would not be interrupted? Have you given ongoing feedback to the employee throughout the evaluation period? Have you documented performance throughout the evaluation period? Was the job description the basis for the performance evaluation? Performance Evaluation Checklist Did you use the same criteria in evaluating this employee as you have used for other employees? How did you measure progress towards goal completion? Were you objective and specific? Did you focus on positive, constructive feedback? Performance Evaluation Checklist Was the employee given the opportunity to identify his or her needs from you as the supervisor? Did you set mutually agreed-upon goals? Did your evaluation process avoid the halo, horns and recency effects? 11

12 Performance Management Successful Organization Questions? Contact Information Sharon Harris, CIS Senior HR Consultant Next Month s Webinar H2R: Retire/Transition Tuesday, December 16 10:00-11:00 a.m. Presented by: Kurt Chapman, CIS Senior HR Consultant 12

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