managing performance with confidence
DESCRIPTION
Learn how to handle the 'dreaded' performance review with finesse and confidence.TRANSCRIPT
Managing Performance
Topics
Define performance and the performance development cycle
Discuss how to improve performance
Handle performance challenges
Why Focus on Performance?
Employees are clear about expectations
Builds stronger working relationships
Helps people focus Specific feedback is
possible Better results for
the organization
Ideal Performance Management System
PM Cycle - 4 Steps
1. Planning2. On-Going Dialogue3. Formal Review4. Development
Performance Planning
Explain the results you want
Set realistic goals, standards and measures
Create support plans Establish evaluation
points
On-going Dialogue
Giving on-the fly feedback
Finding out what’s going on
Learning what support is required
Performance Review
It’s a combination of…
Informal progress reviews
Formal final review
Action Planning
It’s about getting better, which could be more confident, more competent or moving towards the perfect career
Step OnePerformance Planning
Review the organization’s needs Describe high priority areas first Consider the results expected What are realistic standards
Manager and employee should both engage in this activity
At the Planning Meeting
Compare viewpoints Discuss expectations & listen carefully Negotiate if
necessary Agree on the plan
Why didn’t you say so…
Clear NOT Fuzzy - Specific NOT Vague
Erase these fuzzy terms…
Soon, promptly, regularly, frequently, often, quickly, carefully,
Say what you mean…
Regularly = every MondayPromptly = before the phone rings three timesFrequently = every two weeksAccurately = less than one errorCirculate = include all staffProfessional = shirt, tie and jacketQuickly – before noon
Trying is NOT a result!
Structures Influence Performance
Policies – Sign off authority Procedures - chain of command Physical environment – desks, space,
line of sight, lighting
Teller, Weigh Scales, Court House
Conversations are key
Daily, weekly, check in Progress review Problem analysis Course correct or change plans
Conversations should
Balance work with personal interestGet to know them and what makes them tick
On-going Communication Observe employee’s actions Catch them doing something right Pay attention to the steady,
reliable consistent performers Give feedback - quickly Talk about problems - as they arise Follow up - if a change is needed
When supervisors change
Make sure a review record is available
Talk with the new supervisor about the goals that were set
Discuss the support plans agreed to
Make sure the new supervisor knows the goals and promises so they can keep them.
Keeping Great Employees
Motivation is key Know their career
goals Give praise and
challenges Help them build skills
and knowledge Develop short and
long term game plans
Common Performance Problems
Showing up late Missing days at work Missing deadlines Inappropriate language Poor customer service Incomplete work or errors
Ask yourself… How might I
help them become capable?
How might I help them become confident?
What do I know about their learning style?
We need to talk…
Important Conversations
Explain the problem and (if appropriate) how it’s different from their normal work
Ask for insight Check your understanding Ask for solutions Listen for ideas Help them make a choice Set a time for the change Agree on a review time Record commitments (you may have made some too) Follow up
Formal Performance Review
How did we do?
The Discussion
Create a pleasant atmosphere
Make it a learning process
Talking about Results NO surprises! Look back and re-visit the highs, lows and routine work Discuss great successes or problems corrected Revisit problems currently being addressed Get the employee’s perspective – first – listen carefully Share your own viewpoint Talk about what was learned:
What was planned? What got in the way? What helped? Use that to guide the future
Action Planning
Based on results…
What do we need to focus on?What are the future priorities?Did we identify knowledge or skill
needs? (to achieve a high standard or learn something new)
What about development ideas? (to build and expand areas of
expertise)What is the employee going to do?
Get people talking together and they create amazing results!
Contact us…
For a workshop on this topic that will build confidence and skills contact: Heather Hughes at