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How Am I Doing?
Raising the Bar onPerformance Management
Lynn Hoffman
Library Operations ManagerBrown County Library
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Act 10 was the catalyst for our look at
performance management, along with
other personnel policies.
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Ground Rules
No eye-rolling
One conversation at a timeBe on time
Treat each other with respect
Don't interrupt let others express themselves
In this room, we're all on the same levelleaveyour title at the door
Every idea is a good ideatalking about otherpeople's ideas makes them even better ideas
Speak clearly and distinctly for conference calls
Identify yourself when you speak for thoseparticipating remotely
Have RESPECT for ideas, people, and time
Listen to what other people are sayingpayattention
WORK RULESCOMMITTEE
We put together a system-wide
staff committee to make themost of having a clean slate.Our Ground Rules set the tone
for our conversations.
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Grievance processComplaint processHarassment policyExistence of unions
AttendancePersonal appearanceUse of library services by staffEmployee conduct (including
confidentiality, prohibited conduct)Pay, including overtime/comp timeWork hours and schedules, including flex
timeWork breaks/meal breaksSeniorityHealth/Dental/Life Insurance
Pro-rated benefits for part-time staffVacation timeCasual leave or Sick timeLong-term and short-term disabilityRetirement contributions
Holidays
Other leave (bereavement, jury duty,etc.)
Uniform allowanceMileage reimbursement
Applying for internal positionsProbationJob descriptions and classificationsVolunteersPerformance appraisalsDisciplinary actionSeparation from
employment/terminationRehiring staff membersEmergency closure of the LibraryEmergency call-back
Staff developmentCulture of positive work environment --
staff are respected & valued --expectations both ways
Employee Assistance Program
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Performance reviews have a bad
reputation for a reason.
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Bad review forms are a big part of the
problem.
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Annual reviews lead to one-a-year feedback.
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9
6.36.8
47%
17% 18%
0
1
2
3
4
5
6
7
8
910
Acknowledged Shredded Ignored
AverageWorksheetsCompleted
Percent WhoCompleted 10or More
If supervisor work on reviews just sits in a drawer, youd belittle better than if you shredded it without looking.
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What are performance appraisals for?
Meeting expectations
Constructive criticism
Positive feedback Training needs
Promotion
Pay raise, bonus
Face-to-face
Reviewaccomplishments
Set goals
Personal growth
Writtendocumentation
Brainstorming Big picture
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What are performanceappraisals for?
The ultimate purpose ofperformance appraisal inany organization is toimprove the performanceof the organization.
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Performance Management
Aligns employee performance toorganizational objectives
Communicates performance expectations to
employees for shared understanding Recognizes and acknowledges good
performance
Identifies areas where employee developmentwould improve performance
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Its more than a form!
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10.0 8.5
RATINGS
Supervisors are human. As much as rating systems try to be unbiased and consistent, the
people who use them cant help but be subjective.
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RATINGS
Picking categories for rating leads to one-
size-fits-all forms that dont end up fitting
anyones job.
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RATINGS
Even if you include thoughtful narrative comments, people zero in on the ratings, especially
the scores that stand out.
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FEEDBACK
Feedback should be constant and on-going. When its time for the review, there shouldnt be
any surprises.
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FEEDBACK
Feedback should be a two-way conversation, not a one-way delivery from the top down.
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FEEDBACK
Beware the Feedback Sandwich! Putting negative feedback between two compliments
conditions people to be suspicious of praise.
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REVIEW DISCIPLINE
Keep discipline, merit pay and promotion out of the performance management process.
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FeedbackShould Be:
Descriptive rather than evaluative
Specific rather than general
Focused on things the employee can control
Well-timed
Checked to ensure it is understood
Owned by the giver
Based on observed behavior
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BRAT/BRET
For Something Positive For Something NegativeWhy? Business reason Business reasonWhen? Often / Immediately ImmediatelyWhere? Publicly or privately PrivatelyHow? BRET BRAT
Behavior: Be specific. Behavior: Be specific.Reactions: Ask for theirs, then give
yours.Reactions: Ask for theirs, then give
yours.Effects: Describe the effects of the
behavior on you, the team, the
organization.Alternatives: Ask for theirs, then give
yours.Thanks. Thanks and Tracking.
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Tracking Feedback
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PERFORMANCE MANAGEMENT
As much as possible, make the performance management process collaborative. People are
more likely to follow-through with goals they had a hand in setting.
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Our old job descriptions were very
general, and didnt include anyinformation about expectations or
standards of performance.
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Essential Duties:
Duties are grouped by major area
Each area includes a time estimate
We overhauled job descriptions and
made them the basis for performancemanagement.
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Knowledge, Skills and Abilities:
Use consistent language from job
to job
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Expectations:
Identify standards for performance
Describe the how of the job
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The Basics of Performance
Management Performance and Development Planning
Clarify responsibilities and expectations
Establish objectives for the year
Interim Coaching
Formal Performance Appraisal andDevelopment Review
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Plan
Coach
Review
The Brown County Library
PERFORMANCE MANAGEMENTMODEL
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Our process starts with a worksheet to help employees think about their jobs and their
performance as they get ready to plan. They trade sheets with supervisors a couple daysbefore their review meetings.
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The Performance Plan walks the employee and supervisor through the conversation. After
coaching and feedback through the plan period, the Performance Review recaps the result ofthe plan, and then looks forward to the next plan period.
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We continue to gather feedback and update our process.
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CULTURE CHANGES
Creating our performance management process using the Work Rules Committee, and going
through the process, has helped to build trust and raised the profile of feedback.
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Their form + Your form?
Your form + parts of Their form?
Their job description +Your expectations?
WHAT CAN YOU DO?
Ask whats most important in yourcurrent form or job descriptions, and seeif theres a compromise that will meetthat need while addressing yours.
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WHAT CAN I DO?
Focus on feedback. The act of
making on-going feedback part
of your culture will improve
employee engagement.
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WHAT CAN I DO?
Focus on those aspects of peoples jobsand performance that has the most direct
impact on quality
service.
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www.browncountylibrary.org
Lynn Hoffman
Library Operations Manager
Brown County Library515 Pine St.Green Bay, WI 54301
[email protected](920) 448-5808