performance management - the smith way
TRANSCRIPT
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Performance Management
Presented by Office of Human Resources
Smith CollegeFebruary 5, 2008
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Performance ManagementWhat we will cover today:
• Performance Management Defined• Goals of performance management• Components of performance management• Performance management tools• Performance Review• Creating performance goals and development
plans
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Performance management’s definition can include:
• Achieving goals• Continual review of performance• Annual performance salary increase• Feedback and coaching• Two way communication• Career and professional development• Enhanced work performance
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Goals of Performance Management
• Ties individual performance objectives to the college’s goal
• Promotes partnership between supervisor and employee
• Promotes ongoing open communication• Promotes professional development• Establishes framework for future growth• Provides employee with ongoing written feedback
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Components of performance management
• Performance and development planning
• Coaching and progress reviews
• Performance and development review
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Components of Performance Management
Performance and Development
Planning
Coaching and Progress Reviews
Performance and Development
Review
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Performance Management Tools for Performance and Development Planning
• Identify the goals/expectations• Establish measurement criteria• Identify “gaps” in knowledge or skills required to
achieve objectives• Describe specific development activities
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Performance Management Tools for Performance and Development Planning:
Identify the goals/expectations
• Good goals are: SMART– Specific– Measurable– Achievable– Results-oriented– Time-oriented
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Performance Management Tools for Performance and Development Planning:
Establish measurement criteria
• Quantity: specifies how much work must be completed within a certain period of time
• Quality: describes how well the work must be accomplished, specifies accuracy, precision, appearance or effectiveness, sensitivity to diversity and culture
• Timeliness: answers the questions, By when? How soon? or Within what period?
• Effective use of resources: used when performance can be assessed in terms of utilization: budget savings
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Performance Management Tools for Performance and Development Planning:
Identify“gaps” to achieve objectives
By evaluating employee’s current job skills to those needed for the performance objective(s), training and
development needs will be identified.
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Performance Management Tools for Performance and Development Planning:Describe specific development activities
• Identify areas needing improvement
• Provide specific and realistic suggestions
• Give advanced thought to amount of supervisory time required
• Consider employee’s key interests and/or developmental needs, and alignment with departmental goals
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Components of Performance Management
Performance and Development Planning
Coaching and Progress Reviews
Performance and Development
Review
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Performance Management Tools for Coaching and Progress Reviews
• When• Conduct ongoing feedback and coaching
sessions throughout the year
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Performance Management Tools for Coaching and Progress Reviews
• How• Let employees knows what is expected of them
• Allow employees sufficient opportunity to perform their job
• Let employees know how they are doing
• Seek the employee’s opinion
• Ask the employee to identify specific ways to enhance performance and take ownership
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Performance Management Tools for Coaching and Progress Reviews
• How - cont’d
• Give feedback on employee’s ideas and give your own.
• Summarize meeting outcomes and set a follow-up date
• Express confidence and support
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Performance Management Tools for Coaching and Progress Reviews
• Feedback should be:– Behavioral: Focus feedback on employee’s behavior
– Specific: Give specific examples of observations; avoid exaggerations, e.g. “always” “never”
– Job-related: feedback must be about behaviors exhibited on the job
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Performance Management Tools for Coaching and Progress Reviews
• Feedback should be:– Timely: feedback should be given as soon as possible;
time lapse allows inappropriate behavior to be repeated
– Balance: the “sandwich” method; deliver positive feedback, followed by constructive feedback, then positive again
– Respectful: feedback is more easily accepted if the employee’s dignity and self-worth are kept intact
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Performance Management Tools for Coaching and Progress Reviews
• Verbal Formal - set up formal meeting time to hear a progress report from your employees
• Verbal Informal - a simple “how’s it going” conversation
• Written Formal - letter or memo• Written Informal - a note giving a quick update or
input
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Performance Management Tools for Coaching and Progress Reviews
• Some reasons for Non-Performance– Employees don’t know what they are supposed to do
– They don’t know how to do it
– They don’t know why they should do it
– There are obstacles beyond their control
– They don’t think it will work
– Not motivated - poor attitude
– Not enough time for them to complete it
– They don’t know what the priority is
– They think they are doing it (no feedback)
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Components of Performance Management
Performance and Development Planning
Coaching and Progress Reviews
Performance and
Development Review
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Performance Management Tools for Performance and Development Review
• Performance Reviews - Why do them?– To review employee performance vs. expectations
– To clarify job responsibilities and understanding
– To help plan developmental needs
– To provide honest and constructive feedback
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Performance Management Tools for Performance and Development Review
• Preparation for Review– Review past 12 month’s performance record
– Gather input from others
– Review documents from coaching/feedback sessions
– Review written notes or communications
– Compare performance objectives to results
– Examine results against their impact on the College’s goal
– Encourage employee’s to submit their list of accomplishments
– Review employee’s development objectives
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Performance Management Tools for Performance and Development Review
• During the meeting:
– State purpose of discussion
– Give recognition for each objective, accomplishments,
areas of strength
– Specify areas for each objective where performance can
be improved
– Summarize overall performance
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Performance Management Tools for Performance and Development Review
• During the meeting:
– Ask employee to give comments
– Review employee’s progress with development
– End on a positive note
– Plan a meeting to create a new performance and
development plan
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Performance Management Tools for Performance and Development Review
• Supervisors - Keep in mind:– Listen carefully
– Ask for examples, questions, solutions
– Summarize or restate your understanding of the feedback
– Try not to act defensively or make excuses
– Acknowledge the feedback and offer thanks
– Be open to change -- nobody’s perfect
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Performance Management - Roles and Responsibilities
• Employee– Responsible for development of
self
– Life-long employability focus
– Maintain skills required for current job
– Define career interests and goals
– Complete individual development plan
• Supervisor– Create a learning/development
environment
– Provide support for acquisition of new skills
– Discuss development needs for current job
– Discuss career development with employees
– Provide opportunities consistent with plan
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Legal Considerations
• Job related focus• Comments free of bias or discrimination• All written documents are part of the employee’s
permanent record