I know what is expected of me. First Break All of The Rules, Marcus Buckingham and Curt Coffman

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1 Employee Performance Management Program Did you Know? The best managers are those who build a work environment where employees respond positively to the following statement: I know what is expected of me First Break All of The Rules, Marcus Buckingham and Curt Coffman

2 Employee Performance Management Program Did you Know? "Employees join a company because of its leaders, generous benefits, salary, and training, but - "How long an employee stays and how productive he is while he is there is determined by his RELATIONSHIP with his IMMEDIATE SUPERVISOR" "First Break All of The Rules," Marcus Buckingham and Curt Coffman

3 Employee Performance Management Program Successful Supervisors Take time to get to know their employees Teach employees what they know Remain positive and calm under stressful situations Develop win-win relationships with others Set reasonable expectations Are consistent in approach and attitude from day-to-day and person-to-person

4 Successful Supervisors Establish and maintain high standards for performance, yours and the employees you supervise Model the behaviors they ask other to display Delegate effectively Build cooperation and teamwork Are flexible and adaptable to change situations

5 Objectives Upon completion of this training, you will be able to: Describe the 3 phases of performance management Complete a planning stage document Identify 2-3 methods to communicate performance expectations with employees Complete a performance evaluation Identify the steps of the substandard performance process

6 (EPMP ) Three Components of Performance Management

7 Planning Stage On-Going Communication Evaluation Stage Three Components of EPMS

8 Planning Stage What happens during the planning stage? Supervisor and employee identify the goals and objectives for the rating period Preliminary and actual planning stage preparation Interview and discussion of performance expectations

9 On-going Communication What happens during the on-going communication? Continuous supervisor/employee communication Informal mid-year review Management of substandard performance

10 Evaluation Stage What happens during the evaluation stage? Preliminary and actual appraisal preparation End of review cycle - discussion of actual performance Continuation of goal setting for future

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12 Three Levels of Performance Exceptional Performance Work that is above the criteria of the job function throughout the rating period. Successful Performance Work that meets the criteria of the job function Unsuccessful Performance Work that fails to meet the criteria of the job function

13 Objectives Planning Stage Identify the three components of a planning stage Write effective job functions Complete a planning document

14 First Component of Performance Management Planning Stage Preliminary and actual planning stage preparation Interview and discussion of performance expectations with employees

15 Job functions Components of the Planning Stage Objectives Performance characteristics Success criteria

16 Job functions Components of the Planning Stage Should include approximately 80% of responsibilities from position description Have no more than 6-8 job functions Must have success criteria for each job function Example of a job function: Conducts performance appraisals prior to May 31 due date.

17 Objectives Components of the Planning Stage Can be job-related, special or non-recurring projects, training, or assignments Require success criteria for each objective Include job function score Example of an objective: Develop an Employee Performance Management Program that includes training material for training supervisors.

18 Components of the Planning Stage Performance Characteristics/Competencies Related to employee job functions Each characteristic must be defined Provide feedback in comment section Examples of performance characteristics/competencies: team player, customer focused, initiative, judgment, etc.

19 Success Criteria Components of the Planning Stage Identify the level of performance a supervisor expects an employee to attain in order to meet the performance requirements of a job function or objective. Required for each job function and objective, but not for performance characteristics May be combined with job functions or objectives into a statement that reflects the performance expectations of the job. Example of a success criteria statement: Conducts performance appraisals according to PSC policy. Ensures that position descriptions are kept up-to-date on all employees. Completes performance appraisal one week prior to the employee's review date.

20 Setting Goals with the Planning Document Good Goals are SMART Specific: Able to be clearly stated and direct Measurable: Able to tell when completed Attainable: Appears realistic to the employee Relevant: Has a bearing on the overall direction of the organization Timebound: Have a sense of the scope and likely timeframe for completion

21 Example: Duty - Responds to requests from the public for information both verbally and in writing Success Criteria - Provide accurate information with not more than 3 instances of negative feedback during period; provide information requested within same working day

22 Case Study Joe is a procurement specialist at Department ABC. His primary job duties are to pickup mail at the main post office on a daily basis and deliver the mail to the appropriate division. He is also responsible for the inventory of office supplies for the entire department and delivering supplies as requested. From the information provided on Joe, the procurement specialist, please develop the following: Three job functions including success criteria One objective including success criteria Three performance characteristics selected from the list below Accuracy Punctuality Friendliness Cooperation Team player

23 Case Study Your answer should look similar to the following: Job functions: 1. Pick up mail at the main post office. Success criteria - Mail is picked up by 9 AM everyday. Mail is sorted and delivered to the appropriate office by noon on a daily basis. 2. Keeps a current inventory listing of all department supplies. Success criteria Inventory is kept current updating inventory list on the computer by the first day of each month. 3. Delivers supplies to requesting divisions. Success criteria - Reviews supply requests on a daily basis. Delivers requested supplies within two days of the request. Objective - Attends a computer training class in Excel. Success criteria - training class is completed. All inventory information is accurately keyed into an Excel spreadsheet.

24 Module II On-Going Communication

25 Identify the advantages of on-going communication List 2-3 ways to improve communication with employees List 2-3 tools that you can use at your job to improve counseling sessions with employees

26 Allows Supervisors and Managers to: Monitor activities Clarify expectations Communicate and train Correct performance problems Compliment and thank employees for positive performance

27 On Going Communications When an employee is performing well tell them! Benefits of Positive Feedback Employees are usually motivated to repeat the good performance "good" performance Employees are usually motivated to perform other duties in a a similar manner Builds trust between supervisor and employee Future discussions are easier Employees are less likely to be defensive

28 On-Going Communication When an employee is NOT meeting expectations: Give employee feedback as soon as the performance deficiency occurs Discuss in private Keep discussions informal Document repeated performance discrepancies

29 Providing Constructive Feedback Be specific about the job performance Be specific about the effects the performance is having on you or your departments work Describe your personal feelings about the performance issue and its effect on your work

30 Reasons Feedback (Counseling) Sessions Fail The Supervisor: Begins session with statement based on rumors, assumptions and hearsay. "Wings it." Conducts the session based on "feel" rather than following a planned, sequential process. Criticizes the person instead of the performance. Counters each employee statement with "yes, but..."

31 Reasons Feedback (Counseling) Sessions Fail Deals in generalities. Don't specifically identify the performance or behavior that needs to be different. Allows employees to blame others for their problems. Makes the session a final event. Don't follow-up the corrective action or check for improvement

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33 Improving Your Feedback Sessions Schedule a time for the session Plan your opening statement Listen Reach consensus on problem and its solution Show appreciation Keep notes

34 Dealing with Defensive Employees in Feedback Sessions Acknowledge the employee's behavior Explain the effect of the behavior on you Determine if the discussion should continue Refocus on solving the issue or problem Provide support and review points

35 Module IV Evaluation Stage

36 Objectives Identify information used in evaluation interviews Describe potential rater errors in performance evaluations Complete an evaluation document

37 Three Components of Performance Management Evaluation Stage Preliminary and actual appraisal preparation End of review cycle - discussion of actual performance Continuation of goal setting for future

38 Performance Appraisal Checklist Test your concept of performance appraisal by completing this checklist. On a sheet of paper, indicate whether you believe the statement is true or false 1. Every supervisor has the responsibility for the growth and development of all their employees. 2. Agreement between the supervisor and the employee on job duties and success criteria is an important pre-requisite to the appraisal of job performance. 3. An agency can be assured that an effective appraisal interview has been conducted if the employee is required to sign the form. 4. Specific steps for improving performance are not necessary as long as an agreement exists.

39 Performance Appraisal Checklist Answers 1. Every supervisor has the responsibility for the growth and development of all their employees. TRUE 2. Agreement on job duties and success criteria is an important pre-requisite to the appraisal of job performance. TRUE 3. An agency can be assured that an effective appraisal interview has been conducted if the employee is required to sign the form. FALSE 4. Specific steps for improving performance are not necessary as long as an agreement exists. FALSE

40 Completing the Evaluation Document Steps in preparing for the interview: Gather essential information and documents The planning document The position description All supervisory notes Prepare the evaluation document Be specific Be factual Be objective Use job related information Use job related behaviors

41 Schedule the interview Complete the Evaluation Allow for sufficient time Ensure privacy Consider possible questions and reactions

42 Potential Rater Errors Contrast effect - evaluating an employee in relation to other employees' performances rather than on the job requirements. Halo effect - allowing employees' success or failure on one job function to affect how you rate their performance on other functions. Similar-to-me effect - favorably evaluating employees because they mirror the rater's self image.

43 Potential Rater Errors (continued) First impression effect - allowing initial evaluations of employees to overshadow their actual performance. Central tendency effect - placing every employee's performance "safely" in the middle of the rating scale. Negative/positive leniency effect - assigning extremely low or high ratings across the evaluation form.

44 What if the Employee Refuses to Sign the Evaluation If an employee refuses to sign the evaluation document, the supervisor should consider the following: Bring another supervisor into the meeting to witness that the employee actually received the evaluation Bring the reviewing officer into the meeting to witness that the employee actually received the evaluation Have the employee sign a statement that they received the evaluation; however, they do not agree with the evaluation

45 Case Study Complete a performance appraisal document for Joe, the Procurement Specialist, using the following job functions,objectives, competencies: 1) Pick up mail at the main post office. Success criteria - Mail is picked up by 9 AM everyday. Mail is sorted and delivered to the appropriate office by noon on a daily basis. 2) Keeps a current inventory listing of all department supplies. Success criteria - Inventory is kept current updating inventory list on the computer by the first day of each month. 3) Delivers supplies to requesting divisions. Success criteria - Reviews supply requests on a daily basis. Delivers requested supplies within two days of the request. Objective - Attends a computer training class in Excel. Success criteria - training class is completed. All inventory information is accurately keyed into an Excel spreadsheet. Performance Characteristics/Competencies - Accuracy of Work and Self-Management

46 Facts about Joe's performance: Case Study Joe is a long-term state employee with 20 years of state service. Joe has worked for the same supervisor for the past 10 years, and has consistently received a meets requirements ratings. Joe has not always been timely in distributing the mail to the divisions. The mail is always distributed before the workday ends; however, Joe sometimes visits with employees causing a delay in the mail distribution. Joe's supervisor has discussed his concerns with Joe and noted them on the last evaluation. Joe can be depended on to pick the mail up from the post office. Joe maintains the inventory of supplies in a very timely and organized manner.

47 Case Study Job Duties Ratings Score 1) Mail has been picked up daily and in a timely fashion. All departments have received their mail by noon as indicated in the mail log. Successful 2 2) The inventory list has been kept current by the first of the month during this review period Successful 2 3) All divisions have received requested supplies within 24 hours of their request. You have surpassed the 2 day turnaround time. Exceptional 3 Objective 1) Computer course in field was completed at State Tech. All inventory has been entered into Excel spreadsheet Successful 2 Performance Characteristic/Competency 1) Accuracy of Work Exceptional 2 2) Self-Management Successful 2 Overall Total : 13/6 = 2.17

48 Case Study Overall Total 13/6=2.67 Exceptional Performance Requirements (E) and above Successful Performance Requirements (S) to 1.5 Unsuccessful Performance Requirements (U) and below

49 Potential Pitfalls of the Interview Arguing/becoming defensive Dwelling on past deficiencies Discussing personality traits Comparing employees Interrupting employees

50 Module V Substandard Performance

51 Objectives Outline the procedure for dealing with substandard performance Identify the components of a warning notice

52 Substandard Performance Prioritize duties and responsibilities for employees Salvage a good employee Provide additional training opportunities Maintains on-going communication between the supervisor and the employee Provide supervisor with required paperwork to proceed with termination if necessary

53 Testing the Climate Are my expectations clear? What make me think so? Are my expectations reasonable and fair? Why do I think so? Have they received adequate training to do the job properly? How do I know? Do they understand why it is important to do the job correctly? How do I know?

54 Addressing Performance Discrepancies SCHEDULE APPROPRIATE TIME AND PLACE: Always discuss performance problems in private. Make sure you will not be interrupted and have plenty of time to discuss the problem. Make the employee comfortable and tell him why you asked to talk him.

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56 Addressing Performance Discrepancies Plan your Opening Statement: Think about the problem before you meet with your employee. Prepare in your mind an opening statement that includes the following points: The employee s specific performance that caused the problem The specific negative effect(s) the performance had or could have on you or the organization The feeling you have about the problem and its effect(s) If you are unable to deliver all of your opening statement before being interrupted, listen to what the employee has to say. You can finish your statement anytime during the discussion.

57 Addressing Performance Discrepancies LISTEN: If your employee becomes defensive, upset, or disagree with your viewpoint, practice active listening by: Restate in your own words what you think your employee is saying and feeling about the problem. Don t correct him or argue with him. Ask only questions that clarify content and feeling. Don t get off the subject. Clarify issues relating to the problem to be sure you understand the employee s concerns.