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Performance Management Training Presentation

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Performance Management Training Presentation

  1. 1. <ul><li>Performance Management </li></ul><ul><li>Leader Dogs for the Blind </li></ul><ul><li>Management Training </li></ul><ul><li>Jim Watson, SPHR </li></ul><ul><li>July, 2009 </li></ul>
  2. 2. Introductions <ul><li>Your name </li></ul><ul><li>Your position/responsibilities </li></ul><ul><li>How long with the organization </li></ul><ul><li>How long as a supervisor </li></ul><ul><li>What you would like to get answered/get out of this training </li></ul>
  3. 3. Ground Rules <ul><li>Participate </li></ul><ul><li>Respect other opinions </li></ul><ul><li>Have fun!!!! </li></ul>
  4. 4. Objectives <ul><li>Improving communication and performance feedback </li></ul><ul><li>Planning & conducting annual performance review </li></ul><ul><li>Understanding performance management process </li></ul><ul><li>Managing problem performance </li></ul><ul><li>Documenting performance objectively and accurately </li></ul><ul><li>How to manage/continue to stimulate high performers </li></ul>
  5. 5. Mission and Values <ul><li>The mission of Leader Dogs for the Blind is to </li></ul><ul><li>enhance the lives of people who are blind and </li></ul><ul><li>visually impaired. </li></ul><ul><li>In support of this mission, our actions are guided, </li></ul><ul><li>supported and measured by our values: </li></ul><ul><li>Respect and compassion for people and dogs </li></ul><ul><li>Passion for the work </li></ul><ul><li>Safety in all we do </li></ul><ul><li>Do what is right </li></ul><ul><li>Innovation in our field </li></ul>
  6. 6. Why Is Performance Management Needed? <ul><li>Team member and management work relationship growth/survival </li></ul><ul><li>Enhances team member development and sustains sound team member relations </li></ul><ul><li>Accountability </li></ul><ul><li>Performance Appraisal - employer’s valid defense in litigation </li></ul>
  7. 7. Why Conduct Performance Appraisals? <ul><li>Promotions/Advancement </li></ul><ul><li>Training </li></ul><ul><li>Salary Administration </li></ul><ul><li>Discipline </li></ul><ul><li>Termination </li></ul>
  8. 8. Performance Appraisal Defined <ul><li>Judgment of: </li></ul><ul><li>quality </li></ul><ul><li>value </li></ul><ul><li>How did I do? </li></ul>
  9. 9. Elements of a Good Performance Management System <ul><li>Periodic meetings </li></ul><ul><li>Participative </li></ul><ul><li>Appraisal criteria are job-related </li></ul><ul><li>Systematic measurement </li></ul><ul><li>Essential information written/recorded </li></ul>
  10. 10. Improving Performance Communication & Providing Feedback <ul><li>Maintain open communication channels </li></ul><ul><li>Coach, assist, and work with team members </li></ul>
  11. 11. Goal Setting/Setting Standards <ul><li>Establish mutually agreed-upon and specific team member goals and behavior that are aligned with organizational business plans </li></ul><ul><li>Establish milestone review dates- mutually agreed time lines of break out data for progress reports on goals and objectives </li></ul><ul><li>Communicate changes or redirection of goals and objectives in a timely manner </li></ul>
  12. 12. Goal Setting/Setting Standards <ul><li>Develop S.M.A.R.T. goals </li></ul><ul><li>S pecific </li></ul><ul><li>M easurable </li></ul><ul><li>A chievable </li></ul><ul><li>R elevant </li></ul><ul><li>T ime-bound </li></ul>
  13. 13. Annual Appraisal Review <ul><li>All appraisals should be completed, reviewed with and approved by second-level reviewer prior to team member meeting </li></ul><ul><li>Plan for open dialogue - opportunity to review performance, consider lessons learned, progress made and establish goals and objectives for next period </li></ul><ul><li>Lay out plan for performance discussions - collect and review notes, statistics, citations and performance based examples </li></ul><ul><li>Schedule sufficient time to meet with team member </li></ul>
  14. 14. Annual Appraisal Review <ul><li>Prior to the Review </li></ul><ul><li>Know the objectives and goals of the meeting </li></ul><ul><li>Time and Place </li></ul><ul><li>Conducting the review </li></ul><ul><li>• Create a positive environment </li></ul><ul><li>• Give balanced feedback </li></ul><ul><li>• Focus on the job, not the person </li></ul><ul><li>• Ask questions; allow feedback </li></ul><ul><li>• When discussing areas for improvement, discuss methods and objectives for improving </li></ul><ul><li>• Review self-appraisal </li></ul>
  15. 15. <ul><li>Discuss the full range of issues </li></ul><ul><li>Don’t exhibit defensiveness </li></ul><ul><li>Respect confidentiality of the review discussion when possible </li></ul><ul><li>Job description/addendums should tie together with performance management </li></ul><ul><li>Handle disagreement professionally </li></ul>Annual Appraisal Review
  16. 16. Annual Appraisal Review <ul><li>Conclusion of Performance Review </li></ul><ul><li>Summarize and review the important points of the discussion </li></ul><ul><li>Restate the action steps and provide a time frame for completion </li></ul><ul><li>Make sure team member reviews the appraisal - allow team member to write comments </li></ul><ul><li>Have team member sign it to acknowledge that he or she has read it </li></ul>
  17. 17. Annual Appraisal Review <ul><li>Follow-up After the Performance Review </li></ul><ul><li>Follow-up with the team member with regular meetings </li></ul><ul><li>Offer the team member support/assistance and encouragement </li></ul>
  18. 18. Rating Perils <ul><li>Halo/Horn Effect – rate team members the same on every trait </li></ul><ul><li>Central Tendency – lack of rating differentiation between team members </li></ul><ul><li>Leniency – avoids honest/accurate ratings to avoid conflict </li></ul><ul><li>Recency – narrow focus on recent events </li></ul><ul><li>Similarity/Like me – favorable rating to team members who have similar values or interests to the rater </li></ul><ul><li>Constancy – rate team members via rank order </li></ul>
  19. 19. Avoiding Other Rating Perils <ul><li>Consider entire performance cycle </li></ul><ul><li>Keep adequate record keeping; specific examples </li></ul><ul><li>Establish milestones </li></ul><ul><li>Discuss specific performance issues and behaviors objectively </li></ul><ul><li>Don’t inflate performance ratings (legal impact) </li></ul><ul><li>Maintain clear and open communication channels </li></ul><ul><li>Do not make comments about age, race, sex, religion, national origin, veteran status, disability, height, weight, marital status, other protected characteristics </li></ul>
  20. 20. Addressing and Managing Performance Issues <ul><li>Diagnose Issue: </li></ul><ul><li>Performance Discussion </li></ul><ul><li>Describe unsatisfactory performance/behavior </li></ul><ul><li>Cite specific observed examples </li></ul><ul><li>Solicit constructive team member action plan to resolve or address the performance or behavioral issue </li></ul><ul><li>Review action plan and establish milestone date(s) to review progress </li></ul><ul><li>Offer support, encouragement, resources </li></ul><ul><li>Follow-up (often and timely) </li></ul>
  21. 21. Addressing and Managing Performance Issues <ul><li>Verbal Warning </li></ul><ul><li>Written Warning </li></ul><ul><li>Performance Improvement Plan </li></ul><ul><li>Dated and contemporaneous </li></ul><ul><li>Legible and signed </li></ul><ul><li>3. Violations of rules, policies or standards </li></ul><ul><li>Fully describe the misconduct </li></ul><ul><li>5. Be consistent </li></ul><ul><li>6. Document your discussion </li></ul>
  22. 22. Documenting Performance Objectively <ul><li>Why Documentation is Important </li></ul><ul><li>Creates a Record </li></ul><ul><li>Allows others (other supervisors, judges, juries) to understand performance issues that have arisen with a particular team member </li></ul><ul><li>Reduces Employer Liability </li></ul><ul><li>Less likely to engage in legal action by the team member if discharged </li></ul><ul><li>Discourages lawsuits/administrative charges </li></ul>
  23. 23. Summary Performance reviews are important and necessary Goal is to increase job satisfaction/team member engagement Be fair/objective and cover the entire rating period Watch for rating biases Document, Document, Document Consult With Human Resources!!!
  24. 24. Questions? Comments? Concerns?
  25. 25. <ul><li>Jim Watson, SPHR </li></ul><ul><li>[email_address] </li></ul>

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