reading 2 - managing for performance guide for managers

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Performance DevelopmenFramework

NSW Public Secor

GUIDE FOR MANAGERS

Managing for

Performance


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II MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS

Using his guide

Publicaion and conac deails

Managing or perormance: Guide or managers

Sae o New Souh Wales hrough heNSW Public Service Commission, 2014

This work is copyrigh. Apar rom any usepermited under Copyrigh Ac 1968, no par maybe reproduced wihou prior writen permissionrom he NSW Public Service Commission.

March 2014

NSW Public Service Commission

Level 14, Bligh House4-6 Bligh SreeSydney NSW 2000Ausralia

Telephone: +61 2 9272 6000

Email: [email protected]

www.psc.nsw.gov.au

While here is no one-size-fis-all approach o

managing people and heir work perormance,here is a range o core managemen pracices

ha can help you maximise individual and

eam perormance. This guide aims o help you

do his.

Par 1 inroduces you o he NSW Public Secor

Perormance Developmen Framework, is six

componens and essenial elemens, which

he Public Service Commission (PSC) has

esablished as mandaed pracices or everyone

in he secor.

Par 2describes how he six componens ohe Framework are applied, each represening

a suie o good perormance managemen

pracices and processes ocused on aligning

individual and eam effor wih business

oucomes. These pracices are currenly no

mandaory.

Each componen is srucured around wha

is involved and when i should be applied,

ollowed by links o he how in Par 3.

Par 3 liss a range o pracical ips and ools

you can use o manage employee perormance.

Par 4aims o bus some o he myhs and

perceived barriers o managing perormance.

This is no inended o be a comprehensive

guide or managing employees and eams, or

a subsiue or agency policies or specialis

advice rom HR eams.


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MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS 1

Foreword 2

Inroducion 3Par 1: NSW Public Secor Performance Developmen Framework 4

Managing or perormance 5

Par 2: Componens of he Framework and good performance managemen pracices 7

Componens and essenial elemens o he NSW Public Secor 8

Perormance Developmen Framework

Se and clarify expecaions 9

Whas involved 9

When o se or clariy expecaions 9

Seting expecaions or your eam 10

Useul ools and reerences 10

Monior 11

Whas involved 11

When o monior perormance 12

Monioring eam perormance 12


Plan and review 13

Whas involved 13

Reviewing objecives 13

When o plan and review 14

Seting and reviewing eam objecives 14 Useul ools and reerences 14

Develop 15

Whas involved 15

When o develop 16

Team developmen 16


Recognise 17

Whas involved 17

When o recognise 17

Recognising eams 18


Resolve unsaisfcory performance 19

Whas involved 19

When o deal wih unsaisacory perormance 20

Resolving unsaisacory eam perormance 20


Par 3: Reference guide o suppor good managemen pracice 21

Par 4: Myhs abou managing for performance 38

References 41Appendix A: Mandaory performance objecives of execuives managing budges 42

Appendix B: Mandaory performance objecives for everyone managing people 44

Conens


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2 MANAGING FOR PERFORMANCE: GUIDE FOR MANAGERS

The new NSW Public Secor Perormance

Developmen Framework provides a pracicalguide wih six core componens, each o which

are mandaory. There is no one-size fis all

approach o managing people; his guide is a

reerence o help you apply good managemen

pracices or each o hese six componens.

While annual reviews are cerainly no he be

all and end all o perormance developmen,

we know rom our recen People Mater Survey

ha no everyone in he secor is having hese

conversaions. These are an absolue mus and

we are now racking his o make sure heseconversaions happen universally across he

secor. Bu as his guide makes clear, annual

reviews are jus a building block or more

regular and effecive perormance developmen.

I hope his guide helps you in your role as a

manager. Beter perormance developmen will

help us achieve our commimen o creaing a

highly perorming and engaged public secor.

Graeme Head

Commissioner

As a manager, your role involves

managing he mos undamenal resourcewihin he NSW public secor: our people.

Perormance developmen is no abou once-

yearly reviews, ollowing a rigid process, or

ocusing only on unsaisacory perormance;

he large majoriy o public secor employees

wan o and do perorm well.

We know ha we all work bes when we:

have clear goals and undersand wha is

expeced o us receive air and regular eedback abou how

we are perorming

have he capabiliies o do our job

are recognised or a job well done

receive eedback abou how we can improve.

You have a criical role in making sure his

happens or your eam.

Bu i is no a one-way processeedback

should go boh ways. Regardless o role orlevel, every employee is responsible or

managing heir own perormance and career

developmen, bu you need o suppor

everyone you manage o perorm o he bes

o heir abiliy.

Foreword


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The NSW Governmen is commited o

creaing a high-perormance public secor.To achieve his, i is crucial o improve he

perormance o he secors workorce.

As a manager, you should work wih

employees o:

se and clariy expecaions, by ensuring

employees undersand heir roles and wha

is expeced o hem

monior employees perormance and

engage in ongoing wo-way discussions oconinuously develop heir perormance

plan and review employees work objecives,

and help hem undersand how heir

achievemens link o agency and secor

objecives

Inroducion

develop he capabiliies employees need o

effecively ulfil heir roles and perorm a ahigh level

recognise employees or good perormance

resolve unsaisacory perormance promply

and effecively.


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Figure 1: Componens of he Performance Developmen Framework

1 Secion 67 o he Governmen Secor Employmen Ac 2013

NSW Public Secor PerformanceDevelopmen Framework

According o legislaion1, all public secor

agencies mus have a perormance

managemen sysem ha mees essenial

elemens and guidelines se by he Public

Service Commissioner.

The NSW Public Secor PerormanceDevelopmen Framework conains hese

guidelines and ses he approach or managing

all aspecs o employee perormance in he

NSW public secor.

As depiced in Figure 1, he Framework consiss

o six componens. Each componen has

essenial elemens ha define he mandaory

benchmarks or agency perormance

managemen sysems. These are se ou on

page 8 o his guide.

The Frameworks componens are no designed

o be applied sequenially. I is imporan o

undersand he purpose o each componen

and apply hem appropriaely, wheher

individually or in combinaion, depending on

he circumsances.

The PSC will review he Framework regularly osuppor ongoing improvemens in perormance

managemen across he secor and o ensure i

is aligned wih urher workorce managemen

reorms.

PART 1:


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2 Corporae Leadership Council (2005),Managing for high performance and reenion, Corporae Execuive Board, Washingon DC.

Figure 2: Individual objecives feed ino sae-wide sraegies

Managing for performance

Managing or perormance describes

managemen pracices and aciviies o improve

perormance and align individual and eam

effors wih he organisaions objecives.

Perormance in he conex o his Framework

comprises no only wha an employee does in

heir role, bu also how hey go abou doing i

heir behaviour.

Effecively managing an employees

perormance is a hallmark o a successul

manager. Research shows ha employees workbes when hey have clear goals and undersand

wha is expeced o hem and heir work;

receive air and regular eedback abou how

hey are perorming; are recognised or a job

well done; and ge consrucive advice abou

areas o unsaisacory perormance and how

hey may improve2.

An organisaions perormance is he resul o

he combined effors o he individuals wihini. Figure 2 illusraes how every employee

plays an imporan role in achieving divisional,

deparmenal and sae-wide objecives. As a

manager, you play a criical role in aligning

employee capabiliies and effors wih

organisaional oucomes.

This involves ensuring your employees clearly

undersand wha hey need o achieve; wha

capabiliies hey need o be successul in heir

role; any processes and procedures hey are

expeced o ollow; and he sandards and

behaviour expeced o hem. Managers also

need o work wih employees o ideniy

heir capabiliies, leverage heir srenghs and

provide developmen opporuniies o close

any gaps beween heir capabiliies and wha is

expeced o hem.


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Perormance managemen isn abou

once-yearly reviews or ocusing only onunsaisacory perormance. Nor is i abou

filling in orms and icking boxes over he year

as you complee each aciviy. Raher, i is an

ongoing process involving regular discussions

wih employees abou coninuously improving

heir perormance. These discussions are an

opporuniy or you o se and manage your

employees expecaions; acknowledge good

perormance hrough posiive eedback; provide

consrucive advice o realign expecaions

and perormance; help hem develop key

capabiliies; and, i necessary, addressunsaisacory perormance. A large majoriy

o employees wan o, and do, perorm well.

Unsaisacory perormance is only an issue or

less han 5 or 10% o employees3.

Good perormance developmen is abou

managing all aspecs o employee perormance

consisenly, equiably and ransparenly.

This enables you o:

build and mainain open and consrucive

working relaionships wih your employees help hem undersand he link beween

heir everyday work, your role and he

organisaions objecives

allocae work asks more effecively

beter arge learning and developmen o

mee individuals and he organisaions

needs

recognise and develop alen

improve employee engagemen4.

According o research by he Corporae

Leadership Council, an employeesundersanding o expecaions and sandards

and how hey relae o heir work and he

organisaion is he bigges driver o

employee and organisaional perormance.

When employees undersand his, heir

perormance can improve by as much as 36%5.

As a manager, here is a range o acions you

can ake o effecively suppor and build he

perormance o individuals and your whole

eam. These are se ou in he nex par o

his guide.

3 US Office o Personnel Managemen (1999), Repor of a special sudy Poor performers in Governmen: A ques for he rue sory.The Officeo Meri Sysems, Oversigh and Effeciveness ound ha, conrary o he popular percepion ha poor perormance was a problem in heederal public service, poor perormers represened only approximaely 3.7% o he workorce.

4

The concep o employee engagemen is generally recognised as an employees connecion and commimen o heir organisaion, is goalsand values as a whole. For urher inormaion, reer o page 4 1 o How i is: The Sae of he NSW Public Secor Repor 2012.5 Corporae Leadership Council (2002), Building he High-Performance Workforce a quaniaive analysis of he effeciveness of performance

managemen sraegies,Corporae Execuive Board, Washingon DC.


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Componen Essenial elemens

CYCLICAL

CONTINUOUS

Se and clariyexpecaions

Collaboraive processbeween manager andemployee o se perormanceexpecaions and clariy hemon an ongoing basis.

Each employee has an up-o-dae descripion o heir role,including required capabiliies and responsibiliies, linkedo he organisaions sraegy.

All employees undersand he public secor values, hecapabiliies required o hem in heir roles, and hedeliverables or which hey are accounable.

All employees are aware o he codes o conduc, policies,procedures and sandards hey are expeced o observe.

All new employees (in he secor or he eam) undergo areview process ha includes inormal and ormal reviews.

Monior

Ongoing join evaluaion oprogress owards achievingwork goals and expecaions,involving regular wo-wayeedback.

All employees have regular opporuniies o discuss heir

work wih heir manager and receive inormal eedback onheir perormance (eiher individually or as a eam).

All employees have he opporuniy o provide inormal andormal eedback (hrough a srucured assessmen mehod)o heir manager.

Plan and review

Collaboraive processbeween managerand employee o planperormance, linked ocorporae objecives, wihperiodic reviews o progress

owards achieving work goals.

All employees have an annual ormal perormance agreemenwih heir manager ha ses ou individual perormanceobjecives linked o corporae objecives as well as hecapabiliies hey are required o demonsrae in heir role.

Perormance agreemens or all execuives who havefinancial accounabiliy include mandaory perormanceobjecives se ou in Appendix A.

Perormance agreemens or all employees who haveresponsibiliy or managing people include mandaoryperormance objecives se ou in Appendix B.

All employees have a ormal perormance review a leasonce a year.

Formal perormance reviews are o inorm all assessmensor incremenal salary progression; paymen o increasesdeermined by he Sauory and Oher Officers RemuneraionTribunal (SOORT); and any conrac renewal.

Develop

Collaboraive process

o ideniy and developemployees capabiliies wihperiodic reviews o progress.

Developmen plans are based on he capabiliies requiredin he role, he employees exising capabiliies, and his/herperormance objecives and/or career goals.

Progress agains developmen plans is ormally reviewed aleas once a year.

Recognise

Regular pracice orecognising employee efforsand excellen perormanceoucomes and achievemens.

Agencies have guidelines in place o help managersappropriaely recognise employees a he local level.

EV

ENT-

DR

IVEN

Resolve unsaisacoryperormance

Process o addressing

employee unsaisacoryperormance.

Managers promply work wih he employee o undersandand resolve insances or paterns o unsaisacoryperormance.

Componens and essenial elemensof he NSW Public Secor

Performance Developmen Framework


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When o se or clarifyexpecaions

You should se and clariy expecaions on an

ongoing basis, bu paricularly when a new

employee sars work, an exising employee

akes on a new role or heir responsibiliies

change, and when you ake on a new eam or

he eams responsibiliies change. Doing his

will help employees clariy heir responsibiliies

and realign heir perormance.Failing o se clear sandards o perormance

and behaviour can cause employee conusion

or misundersanding, leaving employees unable

o perorm heir role even i hey are capable o

doing so.

While i is imporan o se and clariy

expecaions or employees individually, i is

equally imporan o do his or he whole eam.

Se and clarify expecaions

Good perormance sars wih employees

having a clear undersanding o goalsand expecaions. This firs criical sep

esablishes he requiremens or hem o

perorm heir role.

Whas involved

An employee needs o know:

heir role, required capabiliies,

responsibiliies and conribuion wihin he

eam and he organisaion

wha hey are accounable or and expeced

o deliver o heir eam and organisaions

mission and goals

expecaions around ehics, values and

behaviour

how heir perormance will be measured

and assessed.

You should discuss hese expecaions clearly

and openly wih each employee, making sure

ha you boh have a shared undersandingo each ohers responsibiliies and

accounabiliies.

Perormance expecaions should be based

on he capabiliies employees need o carry

ou heir role effecively. They should also be

derived rom he public secor core values and

direcly relae o your agencys mission and

goals. Perormance expecaions mus describe

accepable behaviours and acions expeced and

define work oupus required.

You should develop hese expecaionscollaboraively wih each employee (excep or

legislaed or mandaory corporae requiremens

or objecives) o ensure you boh undersand

wha is required.

Once you have esablished expecaions, you

should coninuously monior your employees

perormance, provide eedback o reinorce

heir perormance and clariy expecaions on

an ongoing basis.


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Seting expecaions foryour eam

Teams are diverse, wih differen dynamics,

culures and people. Change wheher

wihin he eam or in he environmen i

operaes in can creae uncerainy.

One o he mos imporan seps in building

a high-perorming eam is o se or clariy

expecaions. This gives he eam an

opporuniy o discuss heir expecaions

beore working ogeher.

Whas involved

When seting and clariying expecaions

or your eam, discuss shared goals and

values, and how hey relae o hose o he

organisaion and he public secor. Ask

your eam o consider is role wihin he

organisaion and wha i is expeced o deliver.

Is imporan o deermine he key roles

and responsibiliies wihin he eam and

how decisions will be made. To ensure good

working relaionships, esablish how eammembers are expeced o behave and

conduc hemselves a work, and wih

oher eam members; and wha behaviours

will no be acceped, such as bullying or

harassmen. Lasly, se he perormance

sandards hey are expeced o mee, and

how hese will be measured and assessed.

When o se or clarify expecaions

You should se, or clariy and discuss

expecaions wih a eam when: you sar o lead a new eam or a new

employee joins he eam

he eams responsibiliies change or eam

member responsibiliies need o be clarified

workplace or organisaional policies ha

guide employee conduc and behaviours

are inroduced or changed.

Seting expecaions and regularly clariying

and reinorcing hem on an ongoing basis

will avoid misundersandings, conflic anddisagreemens wihin he eam.

Useful ools and references

Reer o Par 3 o his guide or more

inormaion on:

Capabiliy rameworks (page 23)

Codes o conduc, and workplace policies

and procedures (page 24)

Developing senior execuive services (SES)

perormance agreemens (page 32 )

Prevening bullying in he workplace

(page 23)

Probaion review, which allows you o

suppor a new employees progress and

learning in heir new role (page 34)

Role definiion (page 35)

Values saemens (See also: codes o

conduc, and workplace policies and

procedures) ha ariculae an organisaions

values and expeced behaviours (page 37)


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When o monior

performance

Perormance monioring shouldn be lef unil

he six-monhly ormal perormance reviews.

By proacively monioring perormance on an

ongoing basis, you can recognise progress and

achievemens, clariy he uure direcion, and

ideniy and effecively address a perormance

issue when i happens and beore i worsens.

In such insances, give clear advice on

improving perormance. Regular eedback and

suppor resolves he majoriy o insances ounsaisacory perormance. Reer o he secion

on resolving unsaisacory perormance on

page 19 or more inormaion.

Employees who regularly mee and exceed

expecaions sill require monioring and

should be recognised or heir effors and

achievemens. Wihou goal clarificaion and

help wih prioriising work demands, high-

achieving employees can be underuilised and

become demoivaed.

Where operaional circumsances make i

possible, you should provide eedback o

employees hroughou he workday and deal

wih problems as hey arise.

On some occasions, here is a greaer need o

monior perormance, such as when:

a new employee sars work or when

an employee is in a new role and needs

addiional suppor

somehing changes ha is affecing he

employees perormance

he employees responsibiliies change.

The principles or monioring individual

perormance apply equally o eams. Team

discussions should cenre on he work, how i

is achieved, achievemens and he uure o he

eams work.

Monioring eamperformance

Once you have se eam expecaions and

objecives and when he eam sars o

ge resuls you need o monior he eam

o ensure i says on course. This includes

recognising he eams achievemens,

making any necessary correcions o

preven small problems rom becoming

major disasers and aking he seps needed

o ge he bes perormance possible romhe eam.

Team meeings are one way o help you

manage perormance. These meeings are

an opporuniy o periodically clariy and

reinorce he eams purpose, and o build

and srenghen eamwork. They are an ideal

way or he whole eam o communicae

and share inormaion and ideas, and o

monior is progress agains is objecives.

While you may provide general eedback

on he eams perormance o he groupas a whole, you should also hold regular

shor meeings wih each eam member o

discuss heir work, provide specific eedback

on heir perormance and discuss heir

developmen. Any discussion abou an

individuals perormance should be done

privaely, no during a eam discussion.

Useful ools and referencesReer o Par 3 o his guide or more

inormaion on:

Capabiliy rameworks (page 23)

Coaching o enhance perormance (page 24)

Engaging in difficul conversaions(page 26)

Giving and receiving eedback (page 30)

Ongoing monioring (page 31)

Perormance agreemens (page 32)

Prevening bullying in he workplace (page 23)


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Plan and review

To help employees undersand heir

role wihin he organisaion, youshould provide a coheren perormance

agreemen wih specific work objecives

linked o he corporae sraegy. Planning

and reviewing perormance objecives

wih your employees is an essenial par

o your responsibiliies.

Whas involved

When planning perormance objecives wih

employees:

ideniy he objecives and required

capabiliies, ensuring hey are clearly linked

o business plans and corporae sraegies

discuss and confirm how perormance will

be assessed and measured, and how progress

owards heir arges will be moniored

documen he key elemens discussed and

agreed o beween you and he employee in

heir perormance agreemen.

A simple way o align employee objecives o

he corporae sraegy is o se perormance

objecives in a cascading manner. You should

give employees a copy o your objecives and

ask hem o draf heir perormance objecives

based on wha you need hem o achieve.

Employees can also add oher objecives

ha may be criical o heir role, bu are no

necessarily included in your perormance

agreemen. Then you and your employeesdiscuss and agree on which objecives will be

included in heir perormance agreemen.

Some objecives or arges are non-negoiable,

including mandaory governmen or corporae

objecives. You should discuss hese wih your

employees so hey clearly undersand which

arges are no negoiable and why.

There are wo mandaory objecives currenly in

place across he secor.

Perormance agreemens or all execuives whohave financial accounabiliy mus include

mandaory perormance objecives se ou in

Appendix A. These objecives are par o a

range o measures approved by Governmen o

significanly improve financial managemen in

he NSW public secor.

Perormance agreemens or all employees who

have responsibiliy or managing people mus

include mandaory perormance objecives se

ou in Appendix B. These objecives, ocused

on people and capabiliy managemen, are one

o a number o public secor reorm iniiaives

aimed a improving workorce managemen

across he secor.

Afer seting he perormance objecives, you

and your employees can discuss sraegies or

meeing hem. This discussion should cover

he capabiliies he employee needs o be

successul, any capabiliy gaps hey will need

o address, possible approaches hey migh ake

and anyhing ha migh affec heir abiliy o

mee heir objecives. Reer o he nex secion

on developing capabiliies on page 15 or more

inormaion.

Reviewing objecives

Annual or oher periodic perormance reviews

are he bes ime o ormally assess employees

progress owards meeing heir objecives.

Execuives should review heir objecives

inormally a leas every quarer, wih one

ormal annual review. All oher employees

should have one inormal and one ormal

annual review. The review process is supporedby ongoing monioring and regular wo-way

eedback beween reviews.


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PART 3:

o supporgood managemen

pracice

Reference

guide


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BBullying in he workplaceBullying is repeaed unreasonable behaviour

direced owards an employee or group o

employees ha creaes a risk o healh and

saey7. Wheher inenional or uninenional, i

is a workplace healh and saey issue ha you

mus swifly address and resolve.

Direc bullying can include verbal abuse,

puting someone down, spreading rumours

or innuendo, or inerering wih someones

personal propery or work equipmen.

Indirec bullying can include:

unjusified criicism or complains

deliberaely excluding someone rom

workplace aciviies

deliberaely denying access o inormaion

or oher resources

wihholding inormaion ha is vial or a

worker or workers o perorm effecively

seting asks ha are unreasonably above or

below a workers abiliy

deliberaely changing work arrangemens,

such as rosers and leave, o inconvenience a

paricular worker or workers

seting imelines ha are very difficul o

achieve

excessive scruiny a work.

A single inciden o unreasonable behaviour

can poenially escalae ino bullying and

should no be ignored. Single incidens can sill

creae a risk o healh and saey.

As a manager, you are responsible or ensuring

your employees healh and saey a work.

Reasonable managemen acions carried ou in

a air way are no bullying. For example:

seting perormance goals, sandards and

deadlines

allocaing work and rosering work hours

ranserring workers

deciding no o selec a worker or a

promoion or developmen opporuniy

addressing unsaisacory perormance or

inorming a worker abou inappropriae

behaviour

implemening perormance managemen

processes or organisaional changes

giving consrucive eedback

downsizing.

For guidance on managing bullying in he

workplace, reer o WorkCover Auhoriy o

NSW Bullying prevenion ki.

CCapabiliy frameworks

Capabiliies are he knowledge, skills, and

abiliies ha public secor employees musdemonsrae o perorm heir roles effecively.

They are cenral o esablishing a clear shared

undersanding o he behaviours expeced o

each employee.

The capabiliies required or a role should be

idenified when i is firs creaed and reviewed

i i is updaed. Taken in combinaion wih

he roles broad objecives and he deliverables

relevan o he review period, he idenified

capabiliies provide managers and employees

wih a good saring poin or assessingperormance and planning developmen.

A capabiliy ramework is a descripion o he

range o capabiliies an organisaion needs

o achieve is goals. A capabiliy ramework

provides a sysemaic basis or creaing roles;

recruiing o roles; managing perormance;

capabiliy developmen and career planning;

and, more broadly, workorce planning.

7 WorkCover NSW (2009), Prevening and responding o bullying a work, Ediion 3. NSW Governmen


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Provide a range of learning and

developmen opionsThe mos effecive growh and developmen

sraegies allow employees o learn and developa new skill or behaviour by applying and

pracising i in real-lie workplace siuaions.

Proessional developmen should be a 70:20:10blend 70% on-he-job experience, asks and

problem solving; 20% peer-based learning or

examples; and 10% ormal courses suppored

by reading and lisening. The ollowing ableprovides examples o learning and developmen

opions.

On he job (70%) Peer-based learning(20%)

Formal raining (10%) Reading and lisening

On-he-job

experience and asks,and sharing bespracice examples

Observing and

working wih rolemodels; receiving andgiving eedback

e-learning, ineracive

uorials

Reading proessional

aricles, books orjournals

Modelling a behaviouror demonsraing askill or colleagues

Menoring colleagues,reverse menoring

Sel-paced learning Researching or aworkplace ask

Shadowing a moreexperienced colleague

Coaching or beingcoached

Formal shor rainingcourses

Paricipaing inwebinars

Underaking a newask or projec

Joining proessionalneworks orcommuniies o

pracice

Seminars, conerencesor lecures

Lisening o podcassand wachingvodcass

Acing in anoher role,underaking higherduies

Paricipaing inlearning circles andorums

Proessionalassociaion aciviies

Lisening oinerviews wihexperiencedproessionals

Pursuing careerdevelopmenopporuniies

Ineracing wih peerso underake a ask ordiscuss issues

Leadershipdevelopmenprograms

Reading discussionpapers andproessionalmagazines

Acceping emporary

appoinmens

Designing or

delivering a rainingsession or ohers

Managemen

developmenprograms

Paricipaing in aask orce, eam orcommitee

Sharing learning Teriary courses

Preparing orpresening a repor

Insrucing ohersin proessionaldevelopmen

Underaking jobroaions

Ineracing wih peerso complee a projecor solve a problem


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Figure 5: Seps for dealing wih disagreemens

Disagreemens

Your employees may disagree wih aspecs

o he perormance managemen process. Iis imporan ha he process is air and open

and ha you manage any issues ha arise

appropriaely.

When dealing wih a conflic during a

perormance discussion, be clear ha you

wan o work oward a resoluion. Lisen o he

employee and seek o undersand heir poin oview. Be open o valid explanaions, bu ocus

on he soluion raher han on atribuing blame.

You should rerame he issue, or express issuesand soluions in a way ha ensures employees

clearly undersand hem. Focus on he win

win impac o he proposed soluion, such ashe posiive effec he change will have or he

employees career and or he oupu o he

eam or organisaion.

Above all, be resolue. Remain calm and

objecive. As a manager, you can allocae andsupervise work, give your employees reasonable

work-relaed direcions and provide eedback.

Figure 5 summarises and illusraes he seps

or dealing disagreemens during perormance

discussions.

I he employee reuses o ake acion o resolve

an idenified problem, or reuses o ollow a

lawul direcion you have given hem, you mayneed o ake a more srucured approach. Begin

by asking your HR eam or advice abou urher

seps you should ake.


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I you receive eedback ha is no clear or

specific enough, ask he person o providesome specific examples o help you ideniyhe relevan acion or behaviour. This shouldbe a wo-way, open discussion so ha bohparies have a clear view o wha he eedbackwas, wha behaviour or acion has led o heeedback, and wha needs o be reinorced ordone differenly.

Receiving eedback helps you succeed in yourrole and here is no need o eel hreaened by i.

MMeasuring performance

Once you have esablished perormanceagreemens, you and your employees shouldagree on how heir perormance will beevaluaed and how heir progress owardsachieving goals will be measured.

Measuring perormance sars wih comparinghe resuls he employee has achieved agains

he objecives in heir perormance agreemen,which should include well-defined goals andperormance indicaors.

Key perormance indicaors define howperormance may be measured. They may be:

Quaniaive indicaors. These are measureso quaniy, such as How many?, Howofen? and How much?

Qualiaive indicaors. These measure hequaliy o he resul agains he sandard, or

example, Wha was he resul? or How does

he resul compare o he planned resul?

Misconduc

Misconduc involves improper, wrong or

poenially unlawul conduc ha is ouside opolicy, direcions or he law. I usually involvesan allegaion o an employees ac or omission

arising rom negligence or wih inen. Seriousallegaions or incidens where he acs areunclear are more likely o be consideredas allegaions o misconduc. Examples

include assaul, hef, blaan disregard orpolicies, or oher serious acions ha mayrequire invesigaion. Misconduc is deal

wih in secion 69 o he Governmen SecorEmploymen Ac 2013.

Where an allegaion o misconduc by an

employee is made you should consul Clause37 o 41 o he Governmen Secor EmploymenRules 2014.

Monioring

Employees mus be able o pu heir perormanceagreemens ino acion, solve problems

independenly and srech heir abiliies omee challenges. However, hey may need yoursuppor and inpu o achieve hese goals.

I is a good idea o have a ormal perormancemonioring process. One-o-one meeings workbes, where you can discuss work in progress

and any help he employee needs, and findsoluions or problems hey have.

Ongoing perormance monioring

Observe andevaluaeprogress

Observe your employees progress owards achieving heir goals. Review plansand recognise i here is any slip in employee achievemen, i he perormanceagreemen needs o be adjused o reflec changing circumsances, or i hey needraining, coaching, assisance or your guidance o mee heir goals.

Lisen Acively lisen, paricularly o any issues hey have wih heir work, and provideadvice and direcion where appropriae.

Quesion Mainain an acive ineres in heir work and find ou how hey are doing.

Giveeedback

Give posiive eedback o oser good perormance, enhusiasm and moivaion.When necessary, give consrucive eedback so he employee can adjus heirbehaviour or modiy heir curren work oupus o help hem reach heir goals.

Receiveeedback

Be open o receiving eedback in reurn, especially around how you can help youremployees do heir job beter.


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Wha o discuss in a formal performance

reviewPerormance reviews should involve open and

acual discussions beween you and youremployees abou wha hey have achievedand how; wha has no been achieved and why;developmen aciviies and heir oucomes;and he employees career aspiraions.You should also discuss how he employeesaciviies and behaviour have conribued ohe organisaion meeing is goals, services andvalues. The sample quesions below may helpyou guide he conversaion.

A his review here should be no surpriseshis is no he ime o able insances ounsaisacory perormance or he firs ime.You should have addressed any unsaisacoryperormance issues promply when heyoccurred. This doesn mean you can discussareas o unsaisacory perormance hahave been addressed and recified, or ha areongoing, bu his discussion is a holisic reviewo he employees pas perormance, no jusspecific insances.

Perormance review discussions are moreeffecive i boh paricipans are prepared.The employee should draf heir review

response using a perormance agreemenemplae and orward a copy o you. Thisencourages he employee o hink abou heirachievemens and gaher any maerial ha maysuppor heir assessmen o heir perormanceover he previous six or 12 monhs.

You should hen conduc your own assessmen,gahering any supporing maerial o supporyour findings and record he resuls on hesame documen. This may include he resulso ormal assessmens, 360-degree eedback,psychomeric assessmens, sel-assessmenor, in he absence o any ormal ools, hrough

observaion and discussion.

The joinly developed assessmen documenorms he basis or he review discussion.

Two-way feedback

This is also a ime when you may seek eedbackon your perormance rom your employeesperspecive. This may come rom ormalassessmen ools such as 360-degree eedbackor i may be a series o quesions you pose. Toensure you receive meaningul eedback, le

your employees know in advance ha you willbe seeking heir opinions so hey have ime o

consider he quesions beore he meeing.

Sample quesions

Siuaion Wha was he siuaion?

Wha worked well?

Wha didn work?

Wha were he challenges?

Wha resources were available?

Who was involved?Task Wha asks did you need o accomplish?

Had you perormed hese asks beore?

Wha did you learn while doing hem?

Did hey ake as long as you expeced?

Acion Wha did you do o complee he asks?

How did you manage your ime?

How did you gaher resources?

How did you deal wih challenges?

Resul Wha were he resuls?

Were you saisfied wih he resuls?

Wha effec did he resuls have on your eam or agency?

How did your resuls measure agains he benchmark?


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RRecogniionEmployees should be recognised or heireffors and achievemens. However, people

value recogniion differenly depending onheir role, moivaions, personal syle and values.

You migh like o recognise an individual or eamwhen a projec eam achieves a greaer hanexpeced resul; an employee respondsvolunarily and successully o challenging

siuaions; or an employee displays asponaneous ac o leadership ha makes aposiive difference. I may also be appropriaeo recognise consisenly ousandingperormance by an employee or eam; aproposal or process improvemen ha benefis

he eam or organisaion; or someone whohas gone he exra mile o deliver excellencusomer service.

How o give recogniion effecively

Communicaing appreciaion or a job welldone is mos effecive when i is meaningul,simple and sincere. The recogniion should beappropriae o he achievemen and given ouas close as possible o he achievemen or even.

Research has shown ha mos employees findi more meaningul o receive genuine verbalrecogniion rom heir manager, cusomers,cliens or peers, or rom a more senior managerwihin he organisaion han a financial reward.

Ge o know your employees and find ou wha

is imporan o hem. This will enable you orecognise hem in a meaningul way.

Wha moivaes your employees?

Your employees may be moivaed by:

more ineresing or challenging work

a sense o achievemen

heir colleagues

an opporuniy o show iniiaive

proessional developmen

increased responsibiliies.

Social recogniion such as morning eas,

lunches and he like also reinorce posiiveperormance and behaviour. Personally writenemails or leters are anoher way o reinorcehigh perormance.

Opions or recogniion include:

verbal acknowledgemen in meeings

escalaed recogniion, when a seniormanager provides verbal recogniion

newsleter or email recogniion copied o heeam or a senior manager

an award cerificae presened by a senior

execuive or he Direcor-General

a iered sysem o awards culminaing ina ceremony wih he Direcor-General or asenior execuive

nominaing he employee or a ormalaward program, like he Premiers Award orIndividual Excellence and Achievemen or,in he case o eam recogniion, or a PublicSecor Award.

However, be mindul ha over requenrecogniion can lead o a sense o enilemenand lose heir value. An elemen o surprise can

heighen he effeciveness o recogniion8.

Role definiion

There are many names or documens ha define

he responsibiliies o a role, or example job

descripion, posiion descripion or role profile9.

Regardless o wha i is called, an effecive role

definiion documen should:

ouline he purpose and organisaionalconex o he role

describe he requiremens, accounabiliies

and oupus o he role

ideniy he capabiliies needed o

successully carry ou he role

deail who he employee repors o and who

repors o hem (i applicable)

link he role o he agencys capabiliy

ramework

8 Wagner, R. & Harer, J (2007), The Fourh Elemen of Grea Managing,Gallup Business Journal, 9 Augus 2007, adaped rom 12: The Elemens oGrea Managing htp://businessjournal.gallup.com/conen/28270/he-ourh-elemen-o-grea-managing.aspx#3. Downloaded 15 April 2013.

9 A role definiion may include or is someimes known as a role descripion, posiion descripion or saemen o duies.


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MyhsPART 4:

aboumanaging for

performance


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The ollowing are some o he myhs and perceived barriers ha sop some managers

rom correcly managing employee perormance. This par o he guide aims o bussome o hose myhs and break down he barriers o managing or high perormance.

Myh Bused

Performance managemen isabou managing employees

wih unsaisfacoryperformance.

Perormance managemen has been wrongly perceived as anegaive or puniive process, raher han a good managemenpracice ha helps align individual and eam effors wih heorganisaions objecives.

Perormance managemen is a holisic process involvingregular wo-way discussions beween you and your

employees, ocused on building and coninuously improvingemployee perormance. These discussions are an opporuniyo se and manage expecaions; acknowledge goodperormance hrough posiive eedback; provide consruciveeedback o realign expecaions and perormance; developkey capabiliies; and address unsaisacory perormance,where necessary.

We are doing alrigh wihou i.

Is jus more bureaucracy.

Managing he perormance o your employees is an inegralpar o your managemen role and responsibiliies.

I helps employees o:

be clear abou wha hey are supposed o do

say on rackknow wha heir work objecives and prioriies are, and no

wase effor and resources on unnecessary workaler you o any problems ha arisesugges how sysems and processes can be improvedorm a good working relaionship wih you and heir

colleaguesconinually lif heir perormance and heir value o your

eam and he agency.

Ive go 10 direc repors.How can I ge any work done

if I have o do an annualperformance agreemen and

review, drop by for chas andschedule cach-ups as well?

This is ime invesed, no los. Managing he perormance opeople is a criical par o your role and responsibiliy as amanager. Also, a eam o employees working effecively willbe more producive and achieve more han you can everdo on your own.

I have o wai unil I have aperformance discussion o

discuss work progress wihmy employees.

Beween perormance discussions, inormal meeings orcach-ups allow you o monior your employees work,praise achievemens and effors, address curren issues andconcerns, and help employees prepare or new or challengingasks, as well as explore developmen aciviies.

They may be scheduled regularly and/or occur ad hoc, such asduring a quick conversaion beore allocaing a ask.

Cach-ups avoid surprises in he ormal perormance

discussions and provide an opporuniy or you o correc anissue beore i becomes a larger problem.


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Myh Bused

My employees are professionals hey know heir job. Theyare no going o like i if I sarchecking up on hem everyoher day.

Don underesimae yoursel. You may be surprised how muchyour employees value he opporuniy o discuss heir workwih you.

The requency o your cach-ups and inormal or ormalperormance discussions wih each employee will depend ona range o acors, such as he employees level o capabiliy,he work hey are doing, and how new hey are o heorganisaion or o heir role.

Our agency is resrucuring.Performance prioriies,srucures and reporing lineswill likely change so heres

litle poin in underakingperformance planning ormanagemen.

The work o he agency and your business area sill goes on.Managemen direcion and suppor is paricularly imporanduring srucural change o help employees mainain ocus onheir work objecives.

Perormance objecives and plans don have o be or 12monhs. You can se hem or shorer periods and review hemwhen necessary.

Aligning individual performanceagreemens o business uni andcorporae plans is a grea idea,bu sign-off for agency businessplans is always delayed becausewe are waiing for he budge.

Don delay he perormance planning cycle. You can assumeha your usual work aciviies will coninue and base hem ondraf business plans Perormance agreemens can be adjusedi necessary afer hey approved.

Wha is here o discuss?Our service arges andsandards are se.

Some perormance objecives and arges may no benegoiable, bu all arges and sraegies o achieve hemshould be discussed and agreed upon.

You can sill discuss qualiaive aspecs o each employeesrole how hings are done as well as wha is done.

Wha is o sop me fromchanging arges jus becausehe employee is no going omee hem?

Plans need o be realisic and may need o change icircumsances change. Bu i he employee has perormanceissues, you need o speak wih hem, diagnose he causes andiniiae correcive acion ogeher.

We don have enoughemployees or resources ounderake developmenalaciviies.

Think beyond radiional raining courses.

Many developmenal aciviies can be done on he job,such as coaching by you or anoher senior employee, acingin a higher role or buddying wih anoher employee.

You can also give employees shor breaks o underake

online learning.

People jus have o ge onwih heir work and resolveissues you canno doeveryhing for hem.

This is rue o a cerain exen. Bu as a manager you will gebeter resuls i you share your knowledge and experience,lisen o and quesion your employees, and help hem comeup wih soluions o problems. This will also help build youremployees confidence and capabiliy so ha hey can resolveissues hemselves. I a small issue is lef unresolved, i mayescalae ino a larger problem ha is more difficul o manage.

If you are going o ge hainvolved, you migh as well dohe job yourself.

You are enabling your employees he effor you need o puin will reduce as hey develop he skills hey need o do he job.

A eam o employees working effecively will be more producive and achieve more han you ever could on your own.

Managers who ry o do i all demoivae heir employees andreduce heir skills, and end up burning ou hemselves.


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reading 2 - managing for performance guide for managers

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