maxis2013: motivation and performance appraisal

MAX

MOTIVATION & PERFORMANCE APPRAISAL

Saturday, 16 November 13

DEFINING TALENT PRODUCTSAIESEC UK attracts the right people and sets the right expectations.

Subproduct Creation Contextualising Delivering on the Promise

Aim: To attract the people necessary to our success by de!ning concrete XPs and using targeted product packaging.

Associated actions:Analysing student market and LC needsImplementing targeted recruitment with talent capacity planningDe!ning education cycle/ideal XP for every subproduct (ties to LCD plan)

Aim: To put our member experience in context for employers and universities by exploring the external market and considering options for recognition.

Associated actions:Investigating and reporting on options for government or uni recognitionExploring and reporting on internal “certi!cation” optionsDesigning plan for TtT recognition

Aim: To deliver high-quality, impactful experiences that satisfy the expectations we set.

Associated actions:Driving culture of responsibility w.r.t. experiences, LCP→VP, VP→TL, TL→MemberDeveloping new tracking tools to support this responsibilityResponding dynamically to NPS and striving to create promoters


How does this fit in to the national TM plan?

Integrating NTT Drawing on alumni & externals

Members drive exchange

Aim: To create a training culture and structure that supports learning in the organisation.

Associated actions:Formulating a logical progression for TtT/TtAT etc. in the UKInvolving NTT in LC trainingRequiring TtT certi!cation to train at national conferences→regional conferences→local seminars/sessions

Aim: To involve alumni and externals in the success of LC members, and to demonstrate value back to these stakeholders.

Associated actions:Helping LCs design and implement an alumni mentorship model for TL/VP/LCPCoordinating external LC skill sessions with ADTProviding LCs information on alumni engagement GCPs

Aim: To increase member responsibility for and ownership over exchange results.

Associated actions:Providing hands-on functional training for membersAssisting LCVPs in tracking and performance appraisal (see LCD plan)

USING THE RIGHT RESOURCESOur exchange programmes see growth driven by member activity.


WHERE WILL THIS SESSION TAKE US?

REFLECTION UNDERSTANDING APPRAISAL: HOW-TO

IN PRACTICE


How will it work?-Reflection on own motivations-Understanding different types of motivation and how to use them-How-to of performance appraisal-Putting it into practice


What are the things that make you feel good in your work?e.g. having good relations with team, feeling accomplished, etc.


What are the things that make you feel bad in your work?e.g. feeling overworked, bad team relations, not getting paid enough (hah) - tie to misalignment of reward


Kaisen conducted this same simple survey in the course of their consulting. Some of their findings were interesting...

→ G!!" f##$%

B&" f##$% →


6 Types of Motivation

Achievement

Fear

Growth

Incentive

Power Social


Motivation according to Lifehack.Incentive: material rewards, e.g. cash bonuses/subsidies, etc. The “carrot”Fear: consequences/punishment, e.g. being fired or having privileges taken away. The “stick”Growth: need for self-improvementAchievement: achieving goals, receiving external recognition/positive feedbackSocial: connection, acceptance, desire to relate to people. Another type is passionate desire to make a difference in the lives of others (common in AIESEC + Social Impact!)Power: having choices and control over our own life, ensuring that things are done our way

ALTERNATIVE MODELS OF MOTIVATION

Gallup Q12

CIPD Employee Engagement factsheet


PERFORMANCE APPRAISAL



Who likes chemistry? Presenting...

ObObjectives

CoCompetence Level

FbFeedback

ReReinforcement

ExExchange of Views

AgAgreement

AcAction Points

WWho?

MsMeasurement

1

2 3 4

5 6 7 8 9

QuAsking Questions

LiListening

SeSelf-Assessment

10 11 12


The periodic table of performance appraisal!“Elements” of performance appraisal“Preparation” series and “Delivery” series

PREPARATION SERIES

ObObjectives

CoCompetence Level

AcAction Points

WWho?

1

2 3 4


Who? - need to answer this question in advance. Advice: line managers

Objectives - what were the objectives to be achieved? Did they happen? If not, why not?

Competence level - is member performing at, below, or above the level expected for the role? Do not confuse with competency!

Action points - make note of actions that need to be carried out by individual or appraiser. Remember to discuss these and set deadlines.

DELIVERY SERIES

FbFeedback

ReReinforcement

ExExchange of Views

AgAgreement

MsMeasurement

5 6 7 8 9

QuAsking Questions

LiListening

SeSelf-Assessment

10 11 12

Behaviours


5 elements of a performance appraisal (across top - from CIPD):Measurement – assessing performance against agreed targets and objectives, and behaviour and attitudes against espoused values. Feedback – providing information to individuals on their performance and progress and on what is required to continue to perform well in the future, particularly in view of any change programme and evolution of job roles. Positive reinforcement – emphasising what has been done well and making only constructive criticism about what might be improved, and drawing out the importance of how things are done, as well as what is done, and ensuring effort is directed at value-adding activities. Exchange of views – a frank exchange of views about what has happened, how appraisees can improve their performance, the support they need from their managers to achieve this and their aspirations for their future career. Agreement – jointly coming to an understanding by all parties about what needs to be done to improve and sustain performance generally and overcome any issues raised in the course of the discussion.

Behaviours to push - in appraisers. Ask the right questions, appraisee does most of the talking, push for self-assessment (before?)

ObObjectives

CoCompetence Level

FbFeedback

ReReinforcement

ExExchange of Views

AgAgreement

AcAction Points

WWho?

MsMeasurement

1

2 3 4

5 6 7 8 9

QuAsking Questions

LiListening

SeSelf-Assessment

10 11 12


Reminder: periodic table of performance appraisal

KEY CONSIDERATIONS...

Language matters!


Language matters - how do you frame the performance appraisal? Is it judgement, or is it assistance/guidance? Are you ready? - preparation matters. Don’t do a performance appraisal without preparing, and make sure member prepares too! Send a briefing, etc.Consider your capacity - maybe you are thinking up the plan, monitoring scheduling/content etc...but you don’t have to be the one delivering all the performance appraisals. Think of how your team can help youTiming matters - choose a strategic time to deliver performance appraisal. How often do you need it? Does content need to change? Will the member actually have time to improve after your appraisal?

CASE STUDIES

✴ Groups of 4-5

✴ Example “problem member” for each group

✴ Prepare performance appraisal using your knowledge of motivation styles


*Case study briefing for each group

6 Types of Motivation

Achievement

Fear

Growth

Incentive

Power Social


Motivation according to Lifehack.Incentive: material rewards, e.g. cash bonuses/subsidies, etc. The “carrot”Fear: consequences/punishment, e.g. being fired or having privileges taken away. The “stick”Growth: need for self-improvementAchievement: achieving goals, receiving external recognition/positive feedbackSocial: connection, acceptance, desire to relate to people. Another type is passionate desire to make a difference in the lives of others (common in AIESEC + Social Impact!)Power: having choices and control over our own life, ensuring that things are done our way


Roleplay performance appraisals

TAKING IT FORWARDREFLECTION

What makes you feel good/bad in your work?What is your motivation style?

UNDERSTANDING

Theories of motivationMotivation styles and how to use them

APPRAISAL: HOW-TO Periodic table of performance appraisalKey considerations for planning PAs

IN PRACTICE

Using motivation style in appraisalsCase study & roleplay


maxis2013: motivation and performance appraisal

Business