performance planning

Performance Planning

WHERE TO GO ? HOW TO GO ??

ROLE OF SUPERVISOR & EES


1. Thorough understanding of the work involved – the critical functions & KRA’s.2. Review the job description (accurate & up to date information)3. Know what constitutes “successful performance” in the core competencies & effectively communicate this to ees.4. Identify priority areas & communicate to the ees.5. Communicate: employee’s work → unit’s goals6. Ask the ees what kind of support needed (in terms of information, resources, tools, training and supervision).7. Provide the needed support.


Supervisor’s Role

Employee’s Role

1. Have a thorough understanding of the work involved – the critical functions & the key tasks.2. Make a cross check through the job description to ensure that information is accurate and up to date.3. Understand what constitutes “successful performance” of the core competencies.4. Understand: employee’s work → unit’s go.5. Ask questions to clarify information.6. Ask for needed support.7. Do the things in committed manner.


…..WHO ARE INVOLVED IN PP

WHO ARE INVOLVED IN PP


What is the PPT? The PPT enables you to chart & monitor your progress towards meeting your local performance targets against the right time performance indicator (PI) and other Key Management Indicators (KMIs) on a monthly, quarterly and yearly basis.

….How to use the PPT


PERFORMANCE PLANNING TOOL

How to use the PPT PI & KMI - You will need to enter actual data against each month of those listed. Security Key Management Indicators – For each security KMI you will need to enter your own caseload details in the ‘caseload’ field and the local target in the field underneath.

Local Target Column - Enter a performance target for the PI and each KMI that you want to achieve for the year.


PPT conti…

Quarterly information columns - Depending on what performance target you have entered against the PI and each of the KMIs in the Performance Target column, the ‘minimum target’ will automatically display the minimum target you will need to achieve monthly in order to achieve your overall performance targets for the year. This will be in terms of days or percentages.

Annual Performance column - This gives you your cumulative and total annual performance so far.

Please note the ‘Percentage of new claims outstanding over 50 days’ field is not cumulative due to the nature of the KMI.


PPT conti…

..APPROACHES TO PERFORMANCE PLANNING

APPROACHES TO PERFORMANCE PLANNING

Two Approaches: 2 basic approaches to conducting a performance planning discussion.


Tips &Tricks for Performance Planning

Undertake PP in PARTNERSHIP with the employee.

Mgmt/ supervisor role in the meeting with the employee is to guide the discussion, NOT control the discussion.

The employee should end up doing most of the talking, since s/he is likely to know the job and his/her needs best.


conti…

Make sure you discuss what YOU will do to help the employee succeed.

Even if it feels like the planning process is overly time consuming, consider it a wise business decision and a good investment.


…..ADVANTAGES OF PP

ADVANTAGES OF PP

To Employees Have clear performance expectations See how their work contributes to the agency's success Know where they stand throughout the year Stay on track toward achievement of their goals Develop job-related skills Receive honest and accurate appraisals of their performance Obtain rewards and recognition consistent with their performance


ADVANTAGES OF PP conti…

To Supervisors Orchestrate the talent in their work units toward achievement of the unit's goals Monitor progress toward achieving those goals Capitalize on employees' strengths and address their weaknesses Provide feedback Keep employees' efforts focused on accomplishing the work of the unit Accurately appraise individual performance Fairly distribute rewards and recognition


ADVANTAGES OF PP conti…

To Agencies

Get the work done — Achieve their missions through the collective efforts of their ees Grow talent — Cultivate a highly engaged & results-focused workforce Hold on to talent — Retain top performers


Performance Management


Phase II: Check-In

• Observe an employee’s performance & check-in with them regularly, providing feedback.• Recognize & reinforce strong performance, and identify & encourage improvement where it is needed.•Built-in feedback very effective because it is immediateGuiding PrinciplesCoaching - An Effective Feedback Tool


Phase II: Check-In conti…

Guiding PrinciplesEffective observation and feedback can:Strengthen communication between you and the employeeHelp the employee attain performance objectives and meet standardsIncrease employee motivation and commitmentMaintain and increase the employee's self-esteemProvide support


Phase II: Check-In

Coaching - An Effective Feedback Tool• Method of strengthening communication• Helps to shape performance & increase the likelihood(ee's results →expectations)• Provide opportunity to discuss progress toward meeting mutually established standards and objectives.• A coaching session focuses on one or two aspects of performance(NOT total review)


….Phase III: Assessment

Key Elements of Coaching• Coach when you want to focus attention on any specific aspect of the employee's performance.• Observe the employee's work and solicit feedback from others.• When performance is successful, take the time to understand what is working and the reasons behind it.• Advise the employee ahead of time on issues to be discussed.• Discuss alternative solutions.• Agree on action to be taken.• Schedule follow-up meeting(s) to measure results.• Recognize successes and improvements.• Document key elements of coaching session.


Questions to consider When Coaching1. How is the employee expected to perform?2. Does the employee understand these expectations? If not,

why not?3. Does the employee know what successful results look like?

How do you know?4. Does the employee know the performance is marginal? How

do you know?5. Are there obstacles beyond the employee's control? Can you

remove them?6. Has the employee ever performed this task satisfactorily?7. Is the employee willing and able to learn?8. Does satisfactory performance result in excessive work being

assigned?9. Does unsatisfactory performance result in positive

consequences such as an undesirable task being reassigned?


Coaching Behaviour

To make the most of coaching the employee, remember to follow these coaching guidelines: Focus on behaviour, not personality. Ask the employee for help in problem identification and resolution. Use active listening to show you understand.Set specific goals & maintain communication. Use reinforcement techniques to shape behaviour.

Performance Planning...During the Coaching Session

During the Coaching Session

A coaching session to provide positive feedback. A coaching session to improve performance. A coaching session is conducted to address poor work habits such as continued tardiness.


Follow- up Discussion

To conduct a follow-up discussion, consider the following steps:• Review the previous discussion(s).• Discuss the business reason why the situation/problem continues to be a cause for concern & ask for reasons why the situation continues.• Indicate consequence of continued lack of improvement. (No threats! This isn't an oral warning.)• Agree on action to be taken and set a follow-up date, if appropriate.• Convey your confidence in the employee.• Document key elements of the session. Give one copy to the employee & place another in the ee’s file.

Performance Planning….Phase III: Assessment

Phase III: Assessment

Guiding PrinciplesSome goals of the performance assessment process are to help the employee: Feel positive about the job Feel appreciated for specific contributions Benefit by specific, constructive feedback Keep informed about current and future performance objectives Keep motivated to do well and to develop Stay involved as a participant in the process


Phase III: Assessment conti…

Preparing for the Assessmentsuggestions to get the employee involved:1.Schedule a mutually convenient time and place for the performance assessment discussion. Allow enough time and ensure privacy.2.Explain that you would like the discussion to be a dialog, with input from both of you included in the final written document.3.Give the employee some options about how to prepare for the discussion.



Preparing for the Assessment4. Give the employee a list of questions to consider to evaluate his own performance. Sample questions might be:

• What have been your major accomplishments?• What could you have done better?• What could I do as your supervisor to help you do your job better?• Would you like to see your responsibilities change? If so, how?



Preparing for the AssessmentPrepare a draft assessment, making sure you have as much information as possible, including:• Job description• Professional development over the review period• Performance standards & objectives• Previous assessment• Letters of commendation and/or criticism• Input provided by key clients and colleagues• Samples of work• Records of disciplinary action



Preparing for the AssessmentConsider the question: “What can I do to help the employee do the job better and achieve developmental goals?”Sample Assessment Forms & Rating Scales: rating an employee’s work using a rating scale.Managers and supervisors of

non-represented staff use the Performance Evaluation and Planning (PEP) forms.represented staff use the current forms approved by their respective bargaining units.


http://hrweb.berkeley.edu/performance-management/forms


Conducting the Assessment DiscussionSteps to make an open and productive discussion as successful as possible: Create a supportive environment. Discuss key areas of responsibility. Readily acknowledge performance. Discuss what could have been done better. Focus on future performance.



Conducting the Assessment Discussion Have a common understanding of future. Discuss the employee's interests and potential new responsibilities. Conclude on a positive note.


performance planning

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