Cnversatins f Perfrmance Management Perfrmance Management at Ohi State The Secnd Cnversatin ~ Develpment 2011 The Ohi State University Office f Human Resurces
Cntents Intrductin Welcme t Develping Emplyees... 3 Develp What?... 4 BENEFITS OF EMPLOYEE DEVELOPMENT... 4 Chapter One The Develpment Cnversatin... 5 TWO-WAY COMMUNICATION... 5 TWO-WAY COMMUNICATION, CONTINUED... 6 Chapter Tw - Emplyee Develpment Mdel... 7 Emplyee Develpment Mdel... 8 Sample Resurces t attain r enhance skills... 8 Develpment Wrksheet... 9 Manager Assessment: Prviding Develpment Opprtunities and Supprt 1... 10 The Ohi State University Page 2 f 10 Perfrmance Management Develpment Issued 05/01/11
Intrductin Welcme t Develping Emplyees One f the mst imprtant qualities f a leader is the ability and desire t develp emplyees. Taking an active rle in the develpment f yur team demnstrates cncern fr the future f the rganizatin and cmmitment and engagement with the gals and values f Ohi State. Emplyees need t d their daily wrk, achieve their annual gals and participate in develpment pprtunities that will build their strengths. A partnership is needed. Emplyees have a finite amunt f time t dedicate t develpment and managers can play a key rle in helping an emplyee grw. In this cnversatin we will discuss hw t develp a fcused partnership that cnnects each emplyee s talents and skills with the gals and values f ur rganizatin. The Ohi State University Page 3 f 10 Perfrmance Management Develpment Issued 05/01/11
Develp What? The secnd cnversatin in the perfrmance management prcess is the develpment cnversatin. During this cnversatin, emplyees shuld be asking, Based n ur planning cnversatin, what d I need t develp? During this cnversatin, managers and emplyees shuld fcus n the expectatins and gals as well as the emplyees skills and behavirs. Bth the manager and the emplyee shuld be cnsidering what is needed t supprt the emplyee s success in their rle. Benefits f Emplyee Develpment There is a well-established case fr develping emplyees. It makes sense fr the university, it makes sense fr the team, and it makes sense fr the individuals cncerned. Frm the rganizatinal perspective, it is clearly beneficial t make the best f the talent held in yur emplyee base; there is huge cmpetitive advantage in their creativity and imaginatin. The university als gains in cmmitment and lyalty frm emplyees. Frm the team perspective, harnessing the team s cllective talent maximizes its effectiveness. It als mtivates everyne invlved t learn, develp, and increase their cntributin. Frm the individual perspective, develpment brings new pssibilities fr career prgressin as well as persnal rewards and recgnitin fr the value that is cntributed. Individuals gain a satisfying sense f persnal achievement frm expanding their wn skills and increasing their value t the university. That sme achieve great success is prf t all that thers can achieve it as well ~ Abraham Lincln The Ohi State University Page 4 f 10 Perfrmance Management Develpment Issued 05/01/11
Chapter One The Develpment Cnversatin T develp an emplyee is t help an emplyee grw. It invlves building n an emplyee s strengths as well as identifying strategies t imprve areas f pprtunity. It cncentrates n the shrt-term, with a fcus n the skills and knwledge necessary fr the jb the emplyee hlds. Emplyee develpment can happen infrmally thrugh a caring, explratry cnversatin. Develpment can als be mre frmal and structured including a planned series f tasks, assignments and training sessins that will enhance an emplyee s level f skill and knwledge. When dne effectively, develpment will: Upgrade skills Bst cnfidence Enhance knwledge Prmte willingness t take risks Engage and Mtivate Build trust Tw-Way Cmmunicatin Emplyee develpment begins with tw-way cmmunicatin. Sme questins t cnsider fr managers and emplyees during a planning r develpment cnversatin are: What skills and/r knwledge des the emplyee need t enhance their current perfrmance? What tasks and/r knwledge wuld the emplyee like t btain t psitin them fr the future? In what new ways wuld the emplyee like t see himself/herself cntributing t this unit? Hw can we make that happen? Hw can this emplyee s ptential be develped? What new knwledge r skills d yu think I may need t develp? What develpment pprtunities d yu see fr smene with my backgrund? Outside f my regular duties are there ther things I can d (e.g. jin a prfessinal rganizatin, lead a new prject, etc.) Yu ve said I need t imprve my skills. Can yu prvide me with sme resurces t help me develp thse skills? I m interested in attending this training class r prfessinal develpment pprtunity. Can the university pay fr this? Yu ve prvided me with sme feedback but I feel like we need t meet mre regularly. Can we plan t meet mnthly? The Ohi State University Page 5 f 10 Perfrmance Management Develpment Issued 05/01/11
Tw-Way Cmmunicatin, cntinued Emplyee develpment helping emplyees t stay challenged and keep grwing is an imprtant part f every manager s jb. Develpment is a tw-way cmmitment that emplyees and emplyers make t each ther. The manager is cmmitted t supprt the emplyee t help them reach their gals and bjectives. The emplyee is cmmitted t cntinue t grw and develp skills, knwledge and ability. Make time fr develpment cnversatins with emplyees and during these cnversatins: Help the emplyee think abut steps he r she can take t achieve their persnal r prfessinal gals and bjectives that were shared in the planning cnversatin. Ask explratry questins such as: Describe hw yu best like t learn What d peple say yu d best? What talents are yu mst prud f? What d yu wish yu had mre time t d? What things are yu ding that yu wuld like t stp ding r delegate t smene else? What skills, experiences, and/r knwledge wuld yu like t btain t psitin yurself fr the future? What d yu hpe t accmplish in the next 6-12 mnths? This questin is a fllw-up questin t the planning cnversatin. What aspects f the jb interest yu mst? Least? What wuld yu like t learn abut? What tasks and assignments wuld yu like t be invlved in t increase yur skills? In what new ways wuld yu like t see yurself cntributing t this unit? Give nging caching and feedback in terms f what they are ding well and where they can be mre effective. Suggest and supprt attendance at trainings, cnferences, etc. Ask emplyees abut lessns learned frm frmal and infrmal prfessinal develpment experiences. Reinfrce and supprt the knwledge and skills gained at a wrkshp r cnference. The Ohi State University Page 6 f 10 Perfrmance Management Develpment Issued 05/01/11
Chapter Tw - Emplyee Develpment Mdel Develpment shuld nt be an indiscriminate activity that generates randm skills, but rather a fcused apprach that cnnects each emplyee s talents and skills with the university visin and values. As yu think abut emplyee develpment, this mdel can help yu identify the level f skill expected that an emplyee needs in a particular psitin r that an emplyee might be striving fr. Cre Skills Develpment Opprtunities University Values University Values are an integral part f every emplyee s rle at Ohi State. Our values (Excellence, Cllabratin, Integrity and Persnal Accuntability, Openness and Trust, Diversity in Peple and Ideas, Change and Innvatin and Simplicity in ur Wrk) describe ur expected behavirs. Cre Skills are the skills every emplyee f The Ohi State University and in individual units must be skilled in t cntinue t be successful. These skills are largely determined by the university s visin and gals; the individual unit s visin and gals and the specific expectatins and specificatins f the psitin. Develpment Opprtunities are the general knwledge and skills needed t remain current, prfessinally aware and highly cntributing within a specific field r rle. In rder t cntinue t be successful, emplyees must further develp their skills, knwledge and abilities. The Ohi State University Page 7 f 10 Perfrmance Management Develpment Issued 05/01/11
Emplyee Develpment Mdel Sample Resurces t attain r enhance skills Values: New Emplyee Orientatin Excellence t Eminence website Culture Unfreezing Retreats Observing psitive rle mdels Office f Human Resurces Quarterly Training Curses, Online Curses, Tip Sheets and Pdcasts University Faculty and Staff Assistance Prgram Cre Skills: On-the-jb training Jb Aids Onging caching and feedback Jb Shadwing Stretch Assignments Office f Human Resurces Quarterly Training Curses, Online Curses, Tip Sheets and Pdcasts Office f Cntinuing Educatin Jhn Glenn Schl f Public Affairs Fisher Cllege f Business Wellness Prgrams OSU Leadership Center The Wmen s Place Develpment Opprtunities: Prfessinal Organizatins Caching Mentring Special Prjects Cntinuing Educatin thrugh Tuitin Assistance Prgram University Cmmittees Jb Shadwing Jb Rtatin Stretch Assignments Netwrking The Ohi State University Page 8 f 10 Perfrmance Management Develpment Issued 05/01/11
Develpment Wrksheet This wrksheet can help managers and emplyees narrw dwn the skills, knwledge and abilities necessary fr each psitin. Once the wrksheet is cmpleted, the manager and emplyee shuld have a cnversatin t discuss specific develpment needs. Jb Title: University Values: Excellence Cllabratin Integrity and Persnal Accuntability Openness and Trust Values Cre Skills Diversity in Peple and Ideas Change and Innvatin Simplicity in ur Wrk Skills, knwledge and abilities that the individual emplyee must have t be successful in their current psitin. Examples: Jb Knwledge Specific Technlgy Custmer Service Develpment Opprtunities General knwledge, skills and abilities needed t remain current, prfessinally aware and highly cntributing within a specific field r rle. Examples: Experience wrking n a cmmittee Experience leading a small prject Experience leading a wrk team Experience presenting at a cnference Date: The Ohi State University Page 9 f 10 Perfrmance Management Develpment Issued 05/01/11
Manager Assessment: Prviding Develpment Opprtunities and Supprt 1 Assess yur use f these best practices fr creating plans and prviding develpmental pprtunities and supprt. T what extent d yu: T n extent 1 T a small extent 2 T a mderate extent 3 T a great extent 4 Knw yur emplyees individual strengths, areas f pprtunity and interest? Prvide training pprtunities fr staff members t develp new skills? Allw emplyees t take risks and learn frm mistakes? Encurage team members t use their wn judgment in making decisins and slving prblems? Prvide time and resurces fr emplyees t enhance their current skills, learn new skills and take n new respnsibilities? Seek alternative methds fr develpment, nt just sending emplyees t training classes? Build n emplyee s strengths by giving assignments related t their areas f interest? Include prfessinal develpment in perfrmance planning cnversatins with emplyees? Encurage staff members t initiate tasks r prjects they think are imprtant? Invlve emplyees in creating a partnership fr develping their skills, knwledge and abilities? Transfer respnsibility fr new assignments gradually s that emplyees d nt feel verwhelmed? 1 Adapted frm Caching fr Develpment by M. Minr. Scring: 30-40: Cngratulatins! Yu are implementing many f the best practices. 20-29: Gd Wrk! Ask yu emplyees which f these yu shuld d mre f. Belw 20: Include the implementatin f these practices in yur wn perfrmance plan fr this year. The Ohi State University Page 10 f 10 Perfrmance Management Develpment Issued 05/01/11