performance management 1 - shrm · documenting employee performance ensuring managers have ......

Performance Management 1.0Basics for the New HR Practioner

JAMIE RESKER

Practice Leader

DEFINE EMPLOYEE PERFORMANCE

On-Target

Work Results

Job ResponsibilitiesGoalsSkills

Off-Target

On-Target

Observable Behaviors

1. Communicates in ways that positively influence others2. Collaborates effectively at all levels3. Makes choices to behave in ways that align with organizational

values 4. Known for being approachable and supportive of others5. Self-motivated, and works with little direction

Guidelines for On and Off-Target Observed BehaviorsO

1. Demonstrates observable and unexpected behavior that detracts from performance contributions and reflects poorly on the individual

2. Behavior can lead to disruption, deplete the time and energy of others, create extra work for the manager, divert time and attention away from work, weaken team effectiveness, impair cooperation, slow progress and information flow

1. Accelerates and enhances team results2. Seen as a contributor who “gets things done”3. Consistent delivery of job responsibilities and goals4. New to the role and making expected progress

1. Despite making an earnest effort, meets some, but not all goals and job responsibilities

2. Has the ability to accomplish the work, but is not making a full or consistent effort

Guidelines for On and Off-Target Work ResultsO

On-Target

Work Results

Job ResponsibilitiesGoalsSkills

Off-Target

On-Target

Observable Behaviors

Low Growing

TRADITIONAL PERFORMANCE MANAGEMENT

Who are we designing PM for?

EXAMPLES OF HR CENTRIC NEEDS

Compensation Decisions

System for

Tracking/Reporting/

Documenting Employee

Performance

Ensuring Managers Have

at Least One Conversation

About Performance

Employment Decisions

DESIGN FOR EMPLOYEE EXPERIENCE

EMPLOYEE

EXPERIENCE

Candidate Experience

• Website

• Phone Communications

• Interviewing

• Follow-Up

• Offer

Onboarding

• Pre-Start

• Support

Performance Management

• Conversation Quality & Frequency

• Manager Skills

• Organizational Positioning

• Mid-Year Check-Ins

• Energizing Process

THE WORLDCOM

CONFIDENCE INDEXAnnual Report On The Issues CEO’s and CMO’s Think

Will Influence Business Success in 2018

Source: WorldcomPRGroupConfidenceIndexGlobal

2018The Year of the

employee

Adopting the New Conversation ModelHOW TO MOVE INTO A MODEL OF ONGOING CONVERSATIONS TO DRIVE AND ALIGN PERFORMANCE

Let’s get this over with…

Forms and Process

Conversation ““

EXAMPLES OF EMPLOYEE CENTRIC NEEDS

How am I doing?

Is my manager aware of my accomplishments?

What am I doing well that I should continue with? What

positive impact are my contributions making?

Right now, what should I do now to be even more effective

in my role?

How can I gain exposure to skills and experiences that will

help me achieve my short and longer term career goals?

Communication with my manager:

Does my manager know what I appreciate about his/her

support?

How can I let my manager know how he/she can support

me more?

Employee

Everyday Work Conversations Versus 10-Minute Questions Conversation

10-Minute Questions

Conversation

Tasks, Projects,

Manager Asks

• What’s one thing you want to highlight from this month that you accomplished [or one thing that has gone well]?

Manager Asks

• What’s one skill you’d like to work on, or one thing you’d like to get better at, learn about, or be involved in?

Employee Asks

• What’s one thing I’m doing well and should continue?

Employee Asks

• What’s the one thing I could do to make even more progress in my role [or what’s the next thing for me to focus on]?

Manager Asks

• What’s one thing I’m doing to support you that’s working well?

Manager Asks

• What’s one way I could work better with you or one thing I could do to support you more?

Why These questions?

• DO’S AND DON’T

The questions we ask Influence the answers we receive

How amI doing?

You’re doing great.

What can I do better?

I can’t think of anything.

What did you think of my presentation?

It was really good.

What can I do differently?

Nothing. Just keep doing what you’re doing.

How is everything going?

Great or Good.

What did you think of my presentation?

It was really good.

I don’t

THE QUESTION

What’s one thing that worked during the presentation?

I liked the part when you…

THE ONE-THING QUESTIONS

How Often?

how many months of performance can be freshly

remembered?

Manager and EmployeeReadiness

HOW TO PREPARE MANAGERS AND EMPLOYEES TO MOVE FROM TRADITIONAL PERFORMANCE MANAGEMENT (ANNUAL REVIEWS AND RATINGS) TO PERFORMANCE DEVELOPMENT CONVERSATIONS FOR GROWTH

86% of Managers

Are Unskilled at

Conducting Formal

Performance Reviews

94% of Managers

Are Unskilled at Having

Candid Performance

Dialogue

EXPLANATIONS AND INTERVENTIONS FOR

MISSED EXPECTATIONS

Doesn’t Know HowDevelop through:•Coaching•Real-time feedback•Recognize progress with reinforcing feedback•On-the-job practice opportunities•Special projects•Modeling

Can’t•Move into a more suitable role, if possible.

Watch Out FactorResist scaling back the job to create artificial successby eliminating and reassigning key job responsibilities

Won’t•Discuss the importance•Work with HR on next steps •Be candid about the consequences

UnawareClarify expectations and specific actions•Check for understanding by asking:•“So, what is your biggest take-away from our conversation?” or •“What will you do first?”

Recognize and Reinforce

Communicate Target Performance

Continue with Support

Agreement

*PerformanceNow On-Target

*Not MakingExpected Progress

Making the Right Progress

Provide Support

Can’t or Won’t

Make a DecisionIs Performance

On-Target?

Yes Not MakingExpected Progress

Recognize and Reinforce

Make a Decision

Source: WorldcomPRGroupConfidenceIndexGlobal

RECOMMENDATIONS TO INCREASE THE

PROBABILITY OF SUCCESS

DESIGN FOR EMPLOYEE EXPERIENCE

MANAGERS AND EMPLOYEESWILL BE SET-UP FOR SUCCESS

With A System For Ongoing, Two-way, Actionable Coaching Conversations That Enable Employees To:

1. Let your manager know what is going well.

2. Voice an interest in gaining new skills, experiences, and sharing ideas for your

growth and career development.

3. Find out what is working now (your good

work and positive impact).

4. Have clear direction from your manager about

how to be even more effective in your role.

5. Reconfirm priorities, expectations, and check-in on your

progress.

6. Provide feedback to your manager about:

Now—What is your manager doing to support you that is working and is appreciated?

Future—Share your ideas for how you and your manager can work better together or how your manager can support you even more.

Your Performance,

Potential, and Career

Activities and Framework

HOW TO DECIDE WHO DOES WHAT AND WHEN

30-MINUTE CONVERSATION WORKSHEET

Dec Jan Feb Mar Apr May

10-Minute Questions

Conversation

10-Minute Questions

Conversation

10-Minute Questions

Conversation

Jun Jul Aug Sep Oct Nov

Team Plotting10-Minute

Questions Conversation 30-Minute

Conversation with Performance

Continuum Snapshot

Training

Team Plotting

10-Minute Questions Conversation

Example Activities Schedule

9/23/2018 4:55 PM62

Brandingand Communications:REPOSITIONING PERFORMANCE MANAGEMENT FOR TODAY’S WORKFORCE

Outdated:

AppraisalReview

Evaluation

Annual Evaluation

Performance Appraisal

Mid-yearReview

Check-In

Career

Pathways

Conversations

To Connect

Engage@_

jamieresker

www.employeeperformancesolutions.com/modernizeperformancemanagementPassword: Vermont SHRM State Conference

RESOURCES QUESTIONS?JAMIE RESKER

Jamie@employeeperformancesolutions.com

781-752-5716

performance management 1 - shrm · documenting employee performance ensuring managers have ......

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