welcome to the performance management workshop june 2012

Welcome to the Performance Management Workshop

June 2012

Performance Management Workshop

In This Session Discover the value of effective performance

management Examine two common challenges in Performance

Management:– Objective setting– Providing feedback and handling difficult conversations


Why conduct performance reviews? Enhance organizational effectiveness Motivate/engage employees –empower employees to take ownership

for results Promote employee growth and support learning and development Opportunity for clear communication and ongoing performance

dialogues between employee and manager Provide on-going constructive feedback on performance, identify

areas for improvement and establish a plan to meet expected performance levels

Provide an inventory of skills and abilities of each employee Provide data to assist in succession planning Provide legal documentation and assist in documenting performance

matters


What do performance reviews do? Define performance expectations to make certain

that job duties and standards are clear to everyone Appraise performance by comparing individual

performance with standards that have been determined using a uniform rating form

Provide a feedback opportunity where an employee’s performance and progress are discussed and plans made for any needed development

Performance Management WorkshopPerformance Management Cycle

Plan

MonitorReview

Performance Management WorkshopStage 1 - Planning

Planning stage provides both managers and employees the opportunity to work together to identify performance objectives that are aligned with and contribute to the achievement of department and overall organizational objectives. Successful approach is a collaborative approach where employees feel they have input into the work that they do.

Objectives detail what is to be accomplished by listing expected results, how it is to be done and the measures that will be used to determine success.

A goal or objective is an action statement of a desired outcome

Effective objectives are SMART objectives.

S=SpecificM=MeasurableA=AttainableR=RelevantT=Timely


Exercise: Started in 1960, the Dalmatian Humane Society is a non profit

animal welfare organization dedicated to the enhancement of animal welfare by preventing animal cruelty, providing adoption services, and educating the public on treating animals with respect and compassion. In 2012, The Dalmatian Humane Society has decided to re-group and create organization wide objectives to be carried out within all areas and levels of the association:

Finance - The Dalmatian Humane Society will increase revenue by 14% by 2014 in order to enhance services and reach more animals in need

Community - Foster a sense of community by connecting people to

the Dalmatian Humane Society and collaborating with community partners

Customer Service – Enhance and exceed expectations of customer

service to all clients and members of the public

Lets create a S.M.A.R.T goal for an Adoptions Coordinator based on the following objective

Finance - The Dalmatian Humane Society will increase revenue by 14% by 2014 in order to enhance services and reach more animals in need

Keep in mind the Adoptions coordinator role is to be Responsible for the day-to-day operations in the shelter including customer service, telephone reception, merchandise sales and promotion, adoption procedures and cash. Provides customers service to the public and ensures policies and procedures are adhered to.

Increase the number of cat adoptions within the shelter from 40 cats adopted a month to 50 cats adopted a month by September 2012 by developing a cat adoption campaign within the shelter.

S.M.A.R.T Goal Example

Goal-Setting: S.M.A.R.T Activity

Read the job description you have been provided and create 3 S.M.A.R.T goals for the position which reflect the 3 organization-wide objectives. Remember to use the S.M.A.R.T Approach to create goals which could be used on a performance review


Performance objectives should be: Individual, but tied to the employee’s key job

responsibilities, departmental objectives and organizational objectives

Jointly determined by the employee and their manager

Precise and clear Within an employee’s control, realistic Accompanied by a measure of success and time

frame Easily reviewed and assessed by the employee and

the supervisor

Performance Management WorkshopStage 1 – Planning Con’t

Planning Steps: Prepare the employee for the planning meeting by explaining meeting

expectations and outcomes. i.e. performance objectives. Jointly identify three to five areas in which you will set performance

objectives for the year. Prepare a draft of the performance objectives (utilizing SMART approach)

and come to an agreement about what success for each objective will look like.

Identify learning objectives that will help the employee grow in their skills, knowledge, and competencies.

Ask the employee if they see any barriers to accomplishing the objectives and, if so, determine what needs to be done to address them.

Performance Management WorkshopOngoing Feedback

Suggestions to provide feedback throughout the year:

Show interest in the employee’s performance and create a positive and open environment.

Listen and be open to the employee’s thoughts and suggestions.

Encourage self-appraisal from your employee. Be clear about what can and should be changed. Make your feedback practical. Describe the facts with concrete examples. Be specific. Give the conversation enough time so both you and the

employee feel that you have contributed.

Performance Management WorkshopOngoing FeedbackSuggestions to provide feedback throughout the year:Be direct, descriptive and talk about the factsBe timelyEffective feedback is not adviceStart good news or positive feedback with “you” and

constructive feedback with “I”Main purpose of feedback is to help employees

understand where they stand in relation to performance expectations

Remember reinforcing the positive encourages more of the same behaviour

Performance Management WorkshopOngoing FeedbackEffective feedback discusses what or how something is done – not why

Conversation Starters: “I have some feedback I’d like to share with you. When would be a good time

to meet?” “I need your help with what just happened. Do you have a few minutes to

talk?” ”I have something I’d like to discuss with you that I think will help us to work

together more effectively.” “I’d like to see if we might reach a better understanding about (topic/issue). I

really want to hear your feelings about this and share my perspective as well.” “I’d like to discuss….” “I have some thoughts about…..” “I need to provide feedback that is difficult to share….”

Performance Management WorkshopOngoing Feedback

Four step process for providing feedback:1. Describe the behaviour you’ve observed and wish to

change –be specific2. Explain why it needs to change. 3. Describe the results you are looking for4. Get feedback from them on next steps and what

needs to be done to resolve the issue

Performance Management WorkshopStage 3 – Review

Tips for Conducting Effective Performance Review Meetings

Be prepared. Book a meeting room away from day to day distractions and ensure that there

will be no interruptions Be direct and specific but be tactful. Provide objective factual work examples ie. number of errors, absences Do not get personal. Compare employee’s performance with a recognized

standard. (ie. These reports should normally be done within ten days.) Never compare an employee to another employee.

Encourage two-way communication. Ask open ended questions. Do not make any notes on the review form that you would not want the employee

to see. Document only issues that have already been discussed with the employee –no

surprises. Make certain the employee understands how you would like them to improve their

performance, and develop an action plan that shows steps to achieving specified goals with expected results and timelines

When problems are identified with performance, provide support (training, coaching, etc.) and adequate time for the performance to improve.


What if the employee disagrees with the feedback you are providing?

Probe and ask questions to understand the feedback from their perspective. Ask the employee:

Can you provide examples that will show me what is not accurate about my assessment of your performance?

What do you think that I am misunderstanding about the performance that I have observed over the past year?

In the end if no resolution is sought, agree to disagree but as the Manager you can advise that the review will remain unchanged.


Typical employee reactions and how to deal with them Denial Anger or aggression Retreating into a shell Showing their emotions by crying

Suggestion to deal with these reactions Recognize that defensive behaviour is normal. Do not try to explain a person’s behaviour to them. Provide more examples to support your evaluation.


Suggestion to deal with these reactions – con’t Say the same thing in a different way. Provide an example

of what the opposite would be to help illustrate your point. Explain how this aspect of their performance affects the

success of the team and/or department. When anger strikes, remain calm and avoid getting into an

argument. Let the employee have a say then explain your position again calmly.

If the employee starts to cry stay calm and be empathetic. If the employee retreats into a shell try to draw them out by

using open ended questions and ask them for their suggestions on how improvements can be made.

What are the Most DifficultConversations??

1. Read the following difficult Employee Conversations2. Rank the Conversations from 1 to 10 (1 being the most difficult to 10 being the least difficult)

What are the Most Difficult Conversations??

Results from HR News Survey Top 10 Most Difficult Conversations

1. Telling an employee he/she has a hygiene problem2. Telling an employee your location is downsizing and he or she will no longer

have a job3. Informing an employee he/she is being demoted4. Telling a hard working employee that he/she isn’t likely to rise any higher in

theorganization5. Informing an employee his/her spouse’s behaviour was unacceptable at a

company event 6. Confronting someone who has stolen from the organization7. Confronting an employee who has been job searching at work 8. Talking to an employee about being late or missing work9. Confronting an employee who is spending too much time on facebook10. Confronting an employee who has pornography on their computer

What are the Most Difficult Conversations?? Reflection What makes some conversations more

difficult than others?

Do the results of the survey or your own results surprise you?

What difficult conversations have you had with employee’s and how did you deal with them?


http://www.youtube.com/watch?v=BqVBDXqf2vk&feature=related

Performance Management Workshop Comments to share or questions….

Additional information will be available on the Ontario SPCA Conference Website

Contact Information: Ontario SPCA, Human Resources, 1-888-

668-7722 Debbie Schepens, Ontario SPCA, ext 341 Jennifer Jordan, Ontario SPCA, ext 338


Thank You For Attending!

welcome to the performance management workshop june 2012

Documents

employees performance

performance expectations

individual performance

performance review slide

expected performance

conduct performance

ongoing performance

organizational objectives