Effective Performance Management:
:
Welcome
to “Effective Performance Management”
This
program is meant to provide an overview of
The
state policy is available at
http://www.osp.state.nc.us/manuals/man10-11.html
Individual
agencies often use specialized forms and, in some cases, terminology. Check
with your agency’s HR Office
Or training coordinator for information specific to your work
unit.
Before
we begin, let’s look first at how performance management fits into the big
picture of effective supervision and management
Activities like hiring,
training, and managing performance should NOT be looked at as isolated,
independent events, but rather
Interrelated elements of an
effective management system:
Classification (image of
green rectangle)
An accurate position
description and understanding of duties are essential to ensuring that a
position is classified correctly,
that salary is equitable, and that the
duties assigned to the position support the goals of the work unit and the
organization.
Hiring (image of purple
rectangle)
A thoughtful, careful hiring
process can minimize performance management problems, training needs and
employee relations issues.
Training (image of blue
rectangle)
A good hiring process helps
us identify training important to the position and plan for appropriate
developmental opportunities
as the person remains employed.
Performance Management (image
of yellow rectangle)
Accurate classification and
hiring practices help in developing useful, relevant work plans. Additionally, hiring the right person
minimizes the possibility of performance problems.
Employee relations (image of
pink rectangle)
Employee relations and
discipline problems can be minimized by careful hiring and placement of
employees in appropriate positions.
Description of following
graphics: Animation shows different colored rectangles falling into place and
interlocking to form a
unified bigger rectangle—like pieces of a puzzle coming together.
Now let’s move on to the
Performance Management process.
WHY do
we have the performance management process?
WHAT are the components of effective
performance management?
HOW do we manage performance?
Part 1: WHY
WHY do we have a performance management process?
When used as intended, it:
Helps
the supervisor show the value of his/her work unit
Helps the individual employee
grow and develop
Encourages the employee and the supervisor to talk
to each other
Ensures
that work gets done
Helps the organization succeed
As a
supervisor it is YOUR JOB to:
Help
your organization succeed
Create
a climate in which employees can perform effectively
Manage
the performance of your employees and your work unit
WHY do people dislike the performance management process ?
They
feel it isn’t meaningful
It’s been allowed to become a paperwork process, not a
people process
It isn’t tied to the real work of the organization
The focus is on the final appraisal meeting, not on the work
performed throughout the year
It doesn’t seem to matter
Image: man and 2 women looking
at a project together
YOUR ROLE is COACH and
MOTIVATOR
Image: Woman wearing headphone
talking with another woman holding a clipboard
WHAT DO EMPLOYEES SAY? Images of the people
speaking the next items. Each described in context, below.
Image of young woman: “My supervisor doesn’t have a CLUE what
I do all day.”
Image: exasperated man: “I was expected to FINISH all 6 of
those projects? Nobody told me!”
Image: middle-aged woman in blue work shirt: “My supervisor
couldn’t explain how she assigned
the
ratings for the things on my work plan.”
Image: Professionally dressed woman and man standing side by
side: “My boss plays favorites.
Everybody knows Bill is the “golden child” and will always
get the highest ratings no matter what he REALLY does.”
Image: Middle aged man in hardhat:”I’m
not asked to participate in the process at all. Evaluations around here are
pretty much like getting called in to
the boss’s office and given a report card.”
As a coach and motivator,
It is up to you to make the performance management process
MEANINGFUL.
Image: Two men in ties looking at a computer terminal.
Elements of successful performance management
Images: each item below is on a different colored rectangle.
Rectangles appear and build one on top
Of the other. Impression is that of creating a
wall.
Clarifying expectations at the beginning of the work cycle
Providing performance feedback across the work cycle
Ensuring that all employees have current work plans.
Working with employees to improve performance
Balanced documentation across the work cycle.
Taking appropriate action
Ongoing conversation and communication.
FAILING TO DO THESE THINGS:
•Creates distrust
•Discourages employees
•Undermines the supervisor’s credibility
and effectiveness
Image:
sticks collapsing.
Providing performance feedback across the work cycle.
Working
with employees to improve performance
Clarifying expectations at the beginning of the work cycle.
Balanced
documentation across the work cycle
Ensuring
that all employees have current work plans
Part 2:
WHAT?
Image: Man and a woman sitting side by side. He is in front of a
laptop computer.
Planning Work
At the
beginning of each work cycle the employee and supervisor should sit down
together to plan work for the coming year
Every
employee is to have an annual WORK PLAN
The work plan:
Is NOT
a static, fixed document
…But
should be adjusted as duties and priorities change
…And
should reflect organization and work unit goals
Though work plans differ from agency to
agency, most have components
such as:
Expectations
regarding tasks performed and behaviors used
Means of tracking
performance data
Development planning, for
enhancing skills
Improvement planning, for
correcting performance problems
EXPECTATIONS
Should
reflect the goals of the organization and the work unit, and should measure
what MATTERS: we don’t assess a
great singer by how many notes she sings.
EXPECTATIONS
should be
Clear, Specific, and Measurable
For instance, if the task is: “Provides Customer Service”
A good expectation might be:
Responds to calls and e-mails within one working day;
follows up with callers to ensure problem is resolved; forwards unresolved
issues to appropriate manager
While a weak expectation would be:
Provides good customer service.
If the behavior is “safety awareness”
A good
expectation is
--Follows OSHA and agency safety protocols to ensure chemicals are stored safely.
--Uses protective gear and exhaust hood when working with
unstable chemicals.
While
a weak expectation merely says:
Follows safety procedures.
Meetings
Image: Women working together. One standing looking over the other’s shoulder.
In addition to the initial work
planning discussion other required meetings are the
INTERIM review, which takes place about halfway through the work cycle
And the
FINAL appraisal, which occurs at the end of the work cycle
For MOST NC agencies the work cycle runs
from July 1 of each year to June 30 of the following year.
The Annual Work Cycle:
Required Meetings Are
the initial work planning session, the interim review, about halfway through
the work cycle, and the final appraisal meeting
Effective performance management involves MUCH more,
though
In between meetings there are approximately 120 work days
IT IS THE SUPERVISOR’S RESPONSIBILITY
TO FILL IN THESE SPACES WITH
§Meaningful feedback
Adjustments to work plan
Managing
Performance
As
supervisor it is vital for you to continually
monitor and manage performance.
Failing
to coach employees throughout the work
cycle harms both the employee and the effectiveness of your work unit.
Appraising
Performance
Image:
Older man and younger man talking; older man is looking over a document.
At the end
of the work cycle the employee and supervisor meet to discuss performance for
the past year.
There
should be no surprises at evaluation time.
There should be no surprises any other time, either.
…If you have:
•
communicated your expectations
•
provided ongoing coaching and feedback
•
established a climate of good communication
with your employees
Part 3: HOW?
The supervisor is responsible for maintaining balanced, accurate documentation and providing
meaningful
feedback about performance across the work cycle.
Image: Woman and man looking at a document together
An efficient, effective means of documenting performance is the S/TAR method:
S/TAR
Situation/Task
Action
Result
Positive S/TAR
When
the office was short-staffed (situation) , Jane took responsibility for ensuring
office coverage (action) . Her initiative and ability to
perform under pressure helped
the office present a positive image to visitors and
callers (result).
Negative S/TAR
When
the copier caught fire (situation), Jane poured water in it,(action)
causing extensive damage (result).
Using the S/TAR format will help you structure the feedback crucial to effectively managing performance
1.Provide feedback in a timely way
2.Provide feedback that will support existing
good performance
3.Provide feedback that will help improve
performance
4.Provide feedback that will help staff feel
challenged and encouraged
5.Remember: you are a coach and motivator.
Providing specific, meaningful feedback
throughout the work cycle is crucial to managing performance effectively.
Image: two men in hardhats looking
at blueprints.
It is YOUR JOB to:
Ensure
that work gets done
Help
your work unit and your organization succeed
Help
your employees succeed
Create
a climate of open communication and trust.
Treat
performance management as a daily process, not an occasional event.
Be a
catalyst and motivator for your staff.
Has specific policies, forms, and guidelines in place regarding the
performance management system. You should be receiving additional training
about the specifics of the system as it pertains to you and your staff.
Feel free,
however, to contact your agency’s training coordinator or HR office for more
information.
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completion form or go to http://www.empliant.com/survey/FD50D592B-B0D0-E1B3-41FF/