mastering the art of performance feedback workshop | for ...€¦ · mastering the art of...

Mastering the Art of Performance Feedback Workshop | For Leaders

Measure Each Employee’s Performance Effectiveness

Use a visually based model to gain instant visibility and metrics

into each employee’s performance level. Measure individuals

against the job’s key success factors and expected behaviors.

Use this quick method to “see” your stars, high potentials mid-

level with more potential, developing and on the right track,

problem performers and talented yet behaviorally disruptive

employees. This first step greatly simplifies a topic that can

seem mysterious and complex. Use this model to summarize

and report on your team’s performance.

Know Your Team and Choose the Most Relevant

Performance Conversation Talking Points :

One size doesn’t fit all. Meaning that the content of your con-

versations should vary based on the employee’s overall per-

formance effectiveness level. After assessing your team, use

our easy to follow Performance Level Scripts to help guide your

conversations.

Uncover the Key Area for Development or Improvement:

Use a method to sort through complex issues to uncover the

“one-thing” that if the individual started, stopped, did more of

or did less of would result in the greatest impact on overall per-

formance effectiveness.

Give Direct Yet Non-Critical Feedback:

Understand the brain-based defensive reaction we all have to

he conventional “constructive criticism” approach. Use this

knowledge to realign your messaging. Find the right words to

address disruptive or unproductive behaviors, particularly for

those who are technically competent, but negatively affect oth-

ers with “bad apple” type behaviors. Depersonalize feedback

by anchoring it alongside the business rationale for change.

Give High Quality Positive Feedback:

Most of the individuals in the organization are likely adding

value and doing things we appreciate. Yet most employees will

say they don’t receive enough reinforcing feedback. Learn

three easy steps for crafting high impact positive messages to

let people know what they do well and should continue with.

Manage the Conversation:

Anticipate and respond effectively to the ten most common

reactions to feedback, including typical objections.

Modernize Your Performance Management Practices:

Learn how to run an effective performance review meeting.

Supplement the annual review with small informal yet struc-

tured check-in conversations. Learn how to implement the “

5-minute” feedback model into one

-on-one meetings using our per-

formance conversation guides.

WHO IS THIS PROGRAM FOR?

FOR LEADERS at ALL LEVELS For leaders who are expected to manage employee performance, engage in performance conversations or coach others to do so.

This workshop provides real-world skills to assess your talent and engage in the right performance management ac-tivities and conversations. From your stars to your low performers: learn the elements that should be part of “performance managing” your team. Identify key areas for development and initiate conversations that bring about the change you are seeking (without feeling difficult or confrontational).

LEARNING OBJECTIVES

Self Assessment:

Think about performance effectiveness within the con-text of your career: Where are you now? Where do you have more potential? How will you get there?

Assess your potential through a visual model which demonstrates that performance is comprised of Behaviors (how one conducts themselves on the job) and Job Competence (results).

Identify and discuss the expected behaviors within your organization.

Examine how behavior impacts others (discover the three types of bad apple behaviors that hurt a team’s performance).

Giving Feedback: Learn to channel your frustrations into requests. The steps for clearing up a likely misunderstanding. How to recognize contributions you appreciate (and

would like to have continue).

Receiving Feedback:

Our brains on feedback and why we all have a tendency to get defensive and what to do about it.

Learn how to avoid triggering defensiveness in others.

Asking feedback: (well before performance review season)

Identifying your trusted advisor network; who to ask for feedback.

Three easy ways to ask for feedback designed to: Leverage your strengths: Uncover what you’re doing

well and should continue with. Really find out what needs more attention and focus. Ask questions in a way that prompts an answer that

feels helpful versus critical.

Giving, Receiving and Asking for Feedback Workshop | For All Employees

Times have changed. Traditionally we have been passive participants in the performance appraisal and feedback process; something our manager and HR is primarily responsible for. A once per year performance review is fine but it’s a flashflood of information and too infrequent. We need small bites of information that we can learn from and act upon throughout the year. But, isn’t the manager supposed to give feedback as needed? Some managers are really good at this. But most managers shy away from this task because, not surprisingly, they worry about what to say and how to say it. So that leaves the person who is most invested in your career and professional development to spearhead this process...YOU. Come Out of the Dark and into the Light. There are things others appreciate about us that we don’t see in ourselves; our strengths and contributions. There’s also usually one or two things we could do to be even more effective in our roles. Can you name those things? We’ve collected evidence to support that we are 90% more apt to receive the information we need when we give others permission to give us feedback versus passively waiting for someone else to initiate a conversation. Knowing how to ask for feedback, who to ask and how often is the very best way to manage the flow of information. We will teach you some “un-scary” simple ways to begin collecting actionable information; most of it about what you do well and should continue with. Giving Feedback. Do people sometimes frustrate us? No question! Gaps between our expectations and what others actu-ally do or deliver will always exist. When issues arise, there’s good reason for why most of us shrink from giving feedback/.We avoid conflict: in work, at home and in life. Usually, we’re afraid of how the person on the receiving end might respond. But what if giving feedback isn’t as scary as we think? What if it’s as easy and innocuous as a sixty-second conversation? It can be and we’ll teach you the formula.

LEARNING OBJECTIVES

Contact: Jamie Resker | M: 781.752.5716 | E: [email protected] | http://www.employeeperformancesolutions.com/

Contact: Jamie Resker | M: 781.752.5716 | E: [email protected] | http://www.employeeperformancesolutions.com/ Page 2

EMPLOYEES AT ALL LEVELS For employees who are expected to play an active role in

self-managing their career, performance and tactfully engage in giving and receiving feedback

to and from managers, colleagues, internal customers, vendors, clients, etc.

WHO IS THIS PROGRAM FOR?

Jamie Resker Jamie Resker, Founder and Practice Leader at Employee Performance Solutions (EPS), LLC, and is a rec-ognized thought leader in the talent management field. She is the originator of the Performance Contin-uum Feedback Method® (PCFM). This methodology provides a linear process for understanding and as-sessing performance, determining key issues, and generating the right performance management activi-ties, interventions and conversations. Workshops are experiential and include the formula for creating per-formance feedback talking points that are clear, concise, sayable and hearable (without blame or accusa-tions that are typical of the often taught “constructive criticism conversations”). The PCFM incorporates

Appreciative Inquiry, neuroscience and plain old common sense as its core foundation. The approach helps leaders to under-stand how people process performance feedback and to avoid doing and saying things that trigger defensive reactions and diminish an individual’s engagement level because of how he/she was treated and “talked to”. Having practical tools to man-age performance can help managers actively engage in what we expect them to do: manage and measure employee per-formance, developing those with more potential, making good employees into great employees, recognizing a job or task well done and knowing how to have the tough conversations as needed (versus sweeping issues under the rug and settling for sub-par performance).

Jamie found that most managers were aware when an employee’s performance missed the mark but were uncomfortable at the prospect of saying something that could cause an uncomfortable exchange. The main culprit? Fear. Fear of how some-one will react to our feedback and how we will manage that exchange prevents these important conversations from ever tak-ing place. The PCFM approach solves that problem by teaching how to convey information in ways that people can more comfortably communicate and hear. Practicing and employing her method, you’ll find yourself holding small conversations that get people doing what you really want them to do, without resentment and the drama of a “big” or “difficult” conversation. After exiting the corporate world in 2004 Jamie started EPS. Since 2004, her company, Employee Performance Solutions LLC, has taught countless managers how to remap their frustrations into requests. She is engaged by clients in the biotech, medical device, manufacturing, technology, science, higher education, banking, food services, hospitality and government sectors. Sample clients include Genzyme, The Equal Employment Opportunity Commission, Immunogen, Colgate University, Halogen Software, The Mathworks, Netscout, Sunswept Resorts, Boston College, Boston Private Bank and Trust, and many other smaller and mid-sized companies. Jamie is a sought after speaker and facilitator who has spoken on topics including Mastering the Art of Performance Feed-back, Managing Bad Apple Employees, The Business Case for Conducting Talent Reviews and and Modernizing the Per-formance Review. Her thoughts on talent management have appeared on Boston.com, AOL small business, NEHRA Insights Magazine and Inc.com. She also serves as an instructor at the Boston University Corporate Education Center and is an ac-tive member of the Northeast Human Resources Association (NEHRA). At NEHRA she is an instructor for the Talent Man-agement HR Basics program, is on the Advisory Board, co-chaired the Spring 2010 and 2011 Conferences and received the 2011 volunteer of the year award. She is also a member of the HR Institute’s Performance Management Advisory Board.

Resources We pride ourselves on being a global resource on the topic of employee performance management where over 30,000 visitors from across the globe visit the EmployeePeror-manceSolutions.com website each month. Our site is rich with open content including

papers, tools, articles and resources for next and best practices in per-formance management.

Lead Facilitator Bio



http://www.employeeperformancesolutions.com/behavior-based-employee-issues/

http://www.employeeperformancesolutions.com/behavior-based-employee-issues/

Participant Comments “I saw Jamie speak at a conference during an hour-long presentation. Her approach to performance manage-

ment is so clear, crisp and modern! I went back that day to talk with my CEO and got his blessing to pilot the new approach which we’ve now launched company-wide. “

“I applied this process with an underperforming team leader who typically gets defensive about any feedback.

I tried out this approach, and to my amazement we had a productive conversation and avoided a potentially difficult, non-productive encounter. I later applied the same method with two of my top performers who needed more work/life balance. Another success!”

“I had an issue with one of the employees on my staff that related exactly to the material. Two days after the

class, I initiated a conversation with this person and the material prepared me to have a difficult performance-based discussion, which I had been secretly fearing. It actually turned out not so difficult after all.”

“This program showed managers how to more comfortably and consistently deal with performance issues early

on—when it’s not too late.”

“Everything I learned in this course was so practical. It also

became evident why past conversations had failed so miserably.”

“Great materials – really like the summary card, workbook, and

the worksheet pads.”

“Jamie’s very credible with deep knowledge. Good use of sto-

ries and humor – rich/real examples.”

“The importance of not looking back but looking forward to ex-

plain or give examples of desired behavior – great!”

“We have a lot of science and technical people here and they really appreciated the logical step by step approach to

a “squishy” type topic. We all agreed that the approach looked and felt like an algorithm!”

“I thought I was pretty good at giving positive feedback but I can’t believe I’ve been leaving out the most important ele-

ment of the message for all of these years! So simple yet I didn't realize how much more impact I could have had.”

“Whow – what great results. I used the turn around technique with an employee

who is disruptive, chatting frequently, gets involved in selling things at the work-

place, who is loud, very negative etc, but her work is done well.

She admitted to everything, apologized, promised not to do it again and be more

considerate to people working around her. The approach I learned from you helped

me soften what I needed to say yet the message came across loud and clear. I am

just still astounded to the outcome, as she is usually a person that take these things

very bad and would then be miserable the whole day telling everyone about what

happened, but not this time”.

Participant Experience



Participant Materials: Leaders Package

About EPS EPS, a talent management consulting and training firm based in the Boston, Massachusetts area, works with clients in a wide variety of industries and government organizations. EPS offers customized employee performance workshops, world-class materials, tools and consulting designed to:

Build the skills of leaders at all levels to develop their employees by: ►Using metrics to assess and measure their talent. ►Acquiring real-world skills to provide non–confrontational, impactful and motivating feedback. ►Effectively managing employee performance, issues, disruptive behaviors and manage resulting performance conversations.

Train all-employee audiences on self-assessment, giving, receiving and seeking out feedback. This is the compli-ment session to the leader’s program.

Modernize performance management (PM) practices, forms and processes. Create a simple process that works to increase the amount and quality of performance conversations between managers and employees. Keep the best parts of your PM process and minimize non-essential paperwork and low-value activities.

Program Delivery: Programs are offered across the globe, in-person, through the web and by phone. Train the trainer and program licensing are available to larger firms wanting to deliver in-house training. Learn more at http://www.employeeperformancesolutions.com/

References Barbara Emmanuel, Human Resources Director Sunswept Resorts Cariblue Beach | Cap Estate | Post Office Box 437 | Castries | St. Lucia | Tel: + 1 (758) 457 7884 | (:+ 1 305 7484 834 | [email protected]

Paula Musacchio, Human Resources Consultant Colgate University 13 Oak Drive Hamilton, NY 13346 315-228-6702 - phone [email protected] Dorrie Earl , Director HR Operations Netscout Systems, Inc. 310 Littleton Road Westford, MA 01886 978-614-4258 [email protected] Michael Shipman, VP, Talent and Organizational Development Rockland Trust135 Beaver Street Suite 202 Waltham, MA 02452 781-622-5999 Ext: 103 [email protected]

Our Commitment We will provide you with practical skills, tools and models to help you implement what you learn in the workshop back on the job. You will have a new framework for engaging in important conver-sations and performance man-agement activities. If you need to have a challenging conversa-tion tomorrow, you will have the skills to do so. Our approach will feel different from anything you may have learned in the past: it’s both in-tuitive and counterintuitive at the same time.

About EPS and Sample References



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