Convince Your Skeptics Modernize

PERFORMANCE MANAGEMENT

Convince Your Skeptics

Modernize

Jamie Resker

Founder & Practice Leader

Let’s get this over with…

Forms and Process

Conversation ““

What Should PERFORMANCE MANAGEMENT ACHIEVE?

Performance Management

THE “ARMS” OF PERFORMANCE MANAGEMENT

Anticipating and Preparing for Common Objections

HOW TO GET READY FOR THE MOST COMMON OBJECTIONS

WHAT OBJECTIONS DO

YOU ANTICIPATE?

On-Target

Work Results

Job ResponsibilitiesGoalsSkills

Employee Performance Continuum

Off-Target

On-Target

Observable Behaviors

Low Growing

Instructions

• Plot as many people as you can think of: past and present

Where I see others: Applying your experience to the Continuum

5-Minutes pg 5

Instructions

• Pair up with another participant and take turns explaining your thinking behind your plotting (choose 2 plots per person to explain)

Connect with another workshop participant and

explain your thinking…

where are the employees in

your organization?

WHERE DO YOU NEEDTHEM TO BE?

how will theyget there?

TEAM PLOTTING PROCESS

Team Lead Plotting

ApproachManager’s view followed

by the team’s input

Step 1:

Manager lists alldirect reports

on white board

Step 2:

Non-direct managers (team)

plot *all employees on their personal

Employee Performance

Continuum grids

Step 3:

Non-direct managers plot

“Sam” at the white board (1 person

per time is plotted)

Step 5

Group agreement on final plotting coordinate

Now return to Step 3 to plot the Morgan, the

next employee

Step 4

Manager plots “Sam”

2-minutes describing the plotting rationale

Non-Direct Managers:

1-minute for questions/discussion

Employee Performance Continuum Coordinate Plotting Steps

Employee Performance Solutions 2017

RATINGSPRURPOSE AND EFFECTIVENESSHow to determine if traditional performance ratings schemes work

●How do ratings help improve performance?

How do I get to be a 6?

“I don’t want to be a B, I want to be an A”

“How do I get Outstanding instead of Meets Expectations for “Communication”?

“”

●Can managers answer these questions in a way that is clear and actionable?

REAL EMPLOYEE RESPONSES TO RATINGS

●Who benefits from ratings?

●Do ratings strengthen manager and employee partnerships?

●Are traditional performance ratings an accurate reflection of performance?

APPLY THE TRADITIONAL “CATEGORY” RATINGSAssign Rating Categories to the Employees Plotted Below:•Outstanding (indicate with the number “5”)•Exceeds (indicate with the number “4”)•Meets Expectations (indicate with the number “3”)•Below Expectations (indicate with the number “2”)•Unacceptable (indicate with the number “1”)

Assign Dual Rating Categories to the Employees Plotted Below:•Outstanding (indicate with the number “5”)•Exceeds (indicate with the number “4”)•Meets Expectations (indicate with the number “3”)•Below Expectations (indicate with the number “2”)•Unacceptable (indicate with the number “1”)

DUAL RATINGS

1 2 3 4 5

THE EFFECT OF RATINGS CONNECTED TO PAY DECISIONS

“Ratings were inflated to indicate everyone was a superstar and deserved the maximum pay increase”

Highest Pay Increase

Rating = 5

Outstanding Exceeds

SALARY ADMINISTRATION FACTORS

Pay Decisions

Market Data

Budget

Performance

PAY FOR PERFORMANCE PHILOSPHY: WHERE WILL YOU ALLOCATE A 3% MERIT BUDGET

Budget Dimension

PERFORMANCE AND SALARY RANGE PAY DECISION DIMENSIONS

EXAMPLE PAY MODEL #1

Budget Dimension

EXAMPLE PAY MODEL

Observable Behaviors

On-TargetOff-Target

On-Target

Off-TargetOr New to Role/Growing

Adopting the New Conversation ModelHOW TO MOVE INTO A MODEL OF ONGOING CONVERSATIONS TO DRIVE AND ALIGN PERFORMANCE

Everyday Work Conversations Versus 10-Minute Questions Conversation

10-Minute Questions

Conversation

Tasks, Projects, Goals

Manager Asks

• What’s one thing you want to highlight from this month that you accomplished [or one thing that has gone well]?

Manager Asks

• What’s one skill you’d like to work on, or one thing you’d like to get better at, learn about, or be involved in?

Employee Asks

• What’s one thing I’m doing well and should continue?

Employee Asks

• What’s the one thing I could do to make even more progress in my role [or what’s the next thing for me to focus on]?

Manager Asks

• What’s one thing I’m doing to support you that’s working well?

Manager Asks

• What’s one way I could work better with you or one thing I could do to support you more?

>Requesting Informationthe questions we askInfluence the answerswe receive

How amI doing?

>You’re doing great

What can I do better?

>I can’t think of anything

>It was really good

What can I do differently?

>Nothing. Just keep doing what you’re doing.

How is everything going?

>GreatorGood

What should I stop doing?

> Stop asking so many questions

I don’t know

What did you think of my presentation?

one-thing questions

What’s one tipyou picked up from the presentation?

What’s one tipyou picked up during the presentation?

how to…

How Often?

There’s No Time

how many months of performance can be freshly

remembered?

Activities and Framework

HOW TO DECIDE WHO DOES WHAT AND WHEN

Dec Jan Feb Mar Apr May

10-Minute Questions

Conversation

10-Minute Questions

Conversation

Jun Jul Aug Sep Oct Nov

Team Plotting10-Minute

Questions Conversation

Mid Year Check-In

Training

Team Plotting

10-Minute Questions Conversation

Example Activities Schedule

9/23/2018 4:59 PM61

End of Year Check-In

YOUR “MUST-DO” ACTIVITIES IN YOUR SYSTEM

PERFORMANCE CONTINUUM SNAPSHOT CONVERSATION WORKSHEET

30-MINUTE CONVERSATION WORKSHEET

Manager and EmployeeReadiness

HOW TO PREPARE MANAGERS AND EMPLOYEES TO MOVE FROM TRADITIONAL PERFORMANCE MANAGEMENT (ANNUAL REVIEWS AND RATINGS) TO PERFORMANCE DEVELOPMENT CONVERSATIONS FOR GROWTH

86% of Managers Are

Unskilled at Conducting Formal Performance Reviews

94% of Managers Are

Unskilled at Having Candid Performance Dialogue

Lack of Skills Training and ToolMost performance management training focuses on filling in the forms, guidance on applying the rating scale, and the organization’s process. Managers needs the tools and skills to assess performance to engage in ongoing conversations to drive and align performance.

ConclusionWhy perpetuate a process that’s done poorly and inconsistently 86% of the time?

PERFORMANCE THEN AND NOW

EXPLANATIONS AND INTERVENTIONS FOR

MISSED EXPECTATIONS

Doesn’t Know HowDevelop through:•Coaching•Real-time feedback•Recognize progress with reinforcing feedback•On-the-job practice opportunities•Special projects•Modeling

Can’t•Move into a more suitable role, if possible.

Watch Out FactorResist scaling back the job to create artificial successby eliminating and reassigning key job responsibilities

Won’t•Discuss the importance•Work with HR on next steps •Be candid about the consequences

UnawareClarify expectations and specific actions•Check for understanding by asking:•“So, what is your biggest take-away from our conversation?” or •“What will you do first?”

Recognize and Reinforce

Communicate Target Performance

Continue with Support

Agreement

*PerformanceNow On-Target

*Not MakingExpected Progress

Making the Right Progress

Provide Support

Can’t or Won’t

Make a DecisionIs Performance

On-Target?

Yes Not MakingExpected Progress

Recognize and Reinforce

Make a Decision

What About Performance Issues?

Off-target performance should be discussed as soon as a manager notices missed expectations. Performance issues do not need to wait for a scheduled monthly meeting between supervisor and employee and should be addressed separately. Tools are available to you to manage performance issues and are not changing. If you experience challenges with an employee, candid conversations about the lack of acceptable performance and potential consequences should occur. If performance does not improve, these issues and conversations should be documented in a Corrective Action or Performance Improvement Plan. If you need help or guidance, Human Resources can support you.

CLARIFY YOUR STANCE ON PERFORMANCE ISSUES AND DOCUMENTATION

Brandingand Communications:REPOSITIONING PERFORMANCE MANAGEMENT FOR TODAY’S WORKFORCE

BRANDING EXAMPLES

Tools and training only for managers focused on the annual (and sometimes mid-year) process

HR equipping employees at all levels with tools and training to have ongoing conversations to drive their performance and potential

Managers working in isolation to rate performance

Team lead approach to measuring employee performance effectiveness

Setting annual goals Setting priorities that are frequently revisited and updated

Assuming that managers should initiate just-in-time feedback

Putting a structure in place to ensure managers and employees converse regularly about expectations and progress

Downward feedback: manager to employee

Collaborative feedback designed to be two-way

Traditional Performance Management Performance Management Today

Tools emphasizing evaluationTools emphasizing growth and development

Annual Event Ongoing

Focus on the Past Focus on Now and Moving Forward

HR: Compliance with capturing information on forms/on-line tools

HR: Emphasis on quality and value of ongoing performance-focused dialogue

Perceived HR ownership and forced compliance system

System designed for the benefit of employees

Needing the annual review rating to make pay decisions

Making pay decisions at “salary administration” time

Aligning performance management to a calendar year

Time is rolling forward; a cadence of ongoing conversations

Traditional Performance Management Performance Management Today

jamieresker

www.employeeperformancesolutions.com/modernizeperformancemanagementPassword: Vermont SHRM State Conference

RESOURCES QUESTIONS?JAMIE RESKER

Jamie@employeeperformancesolutions.com

781-752-5716

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