| 206.906.9203 | ©2011. all rights reserved. amazon’s management books category

www.libbywagner.com | 206.906.9203 | ©2011. All Rights Reserved.

Amazon’s Management Books category


WHAT IS PERFORMANCE MANAGMENT?

• getting results• getting work done through

others• making sure goals are met• having on-going

conversations about work, projects,tasks or programs


PRIMARYRESPONSIBILITIES

1. Make sure everyone on your team is consistently performing to standard, or above!

2. Ensure a strong, vibrant workplace where people can contribute, learn & grow.


BIGGESTCHALLENGES

QUESTION


COREFOUNDATIONS


COREDIMENSIONS


CASELAW

1. Did you set clear, written performance expectations?

2. Did you give the person an opportunity to learn and develop in the job skills/tasks required and clearly stated?

3. Did you give the person feedback so they knew how to improve performance and how to change behaviors?


EMPLOYEECONVERSATIONS

1. DAY-TO-DAY2. PERFORMANCE3. CAREER

DEVELOPMENT


ESSENTIALS FOR YOUR ONE-ON-ONE


JOBDESCRIPTION

Description of the actual position, often used for recruiting, which states both minimum and desired qualifications and credentials. Lists general job duties and any special circumstances, etc.


EMPLOYEEHANDBOOK

Collection of applicable policies, procedures and information of a personnel nature: benefits, insurance, absenteeism, leave and vacation, etc. Or reference to where this information can be accessed.


SUPERVISORGUIDELINES

List of your specific guidelines (10 items max) that outline specific guidelines or preference for working with you. For example, if an employee is going to be absent, do you prefer an email, phone call or text? If something comes up that is an urgent client or customer issue, do you want to be notified regardless, or wait until you are back in the office?


PERFORMANCEEXPECTATIONS

Specific, clear description of performance results desired, including criteria for good ( or excellent) work. May reference other documents or written standards.


TEAMAGREEMENT

Agreement created by you and your team specifically identifying the best way you will conduct your work together. Focuses on behaviors and is meant to be the ideal with how you want your team (and they've agreed) to communicate and behave.


ANNUALREVIEW

If appropriate, a copy or access to the most recent annual review, which identifies a summary report of overall performance, accomplishments, training and growth plans, and any improvements or corrections to be made in the coming months or year.


THEONE-ON-ONE


SPECIFIC POSITIVE

FEEDBACK


1. A FEELING USING AN “I” MESSAGE

2. SPECIFICS ABOUT THE BEHAVIORS OR ACTIONS

3. THE RESULTS OF THEIR BEHAVIORS OR ACTIONS

SPECIFIC POSITIVE

FEEDBACK


ACTIVITY

SPECIFIC POSITIVE

FEEDBACK

Write a specific, positive feedback statement for at least 2 employees on your team.

Remember to include the following elements:1. a feeling using an “I” statement2. specifics about the behaviors or

actions 3. the results of their behaviors or

actions

Share two of your specific positive feedback statements with your partner. Offer feedback. Switch.


BEHAVIORREQUEST


FINISHING THECONVERSATION

AND NEXT STEPS…


QA&


SUGGESTEDRESOURCES

• The Influencing Option (book)• Performance Conversations

(workshop)• Managing High Performing

Groups and Teams (workshop)• Special Reports

libbywagner.com/articles/special-reports.php

| 206.906.9203 | ©2011. all rights reserved. amazon’s management books category

Documents