February 2013

Performance Management How to Make it Work

their accountability deliverables expected behaviors they should

demonstrate measures of their individual

performance future individual development connection to the business

strategy/objectives what they will be rewarded for

What’s in it for – Associates

A tool for associates to identify:

provide clear direction. align people and activities. improve performance. develop people. evaluate results and

reward performance. assist in making

promotion decisions and career development

What’s in it for – Managers

A tool for line managers to:

What is Performance Management?

Set goals

aligned to

organization’s

objectives

Achieve

goals

Provide training,

development,

coaching, support

Provide

constructive

feedback

Provide

recognition,

reward, praise

Adjust

goals

Review

progress

regularly

Provide

resources

Ensure the “How” is

aligned to

organization values

Provide

Feedback

Provide Feedback

Performance Management Cycle

Performance Planning & Objectives Setting

Year-end Performance Review

Mid-year Performance Review

Provide ongoing feedback and coaching on

performance

Jan.

Feb.

Jun. Jul.

Nov.

Dec.

Performance Appraisal –Objectives Setting

Jan. – Feb.

Great Leaders

A critical and common trait of great leaders is their vision.

Their vision is shared through well-defined and clearly communicated goals and objectives.

What are Objectives?

Clear descriptions of:

Where you want to go or what you want to achieve.

Desired results

“A clearly defined destination”

Basis for Objectives

Increased sales volume

Increased market share

Major projects

New initiatives

Increasing productivity

Improving product positioning against competitors during sales calls

Strengthening skills and competencies (Development)

Improve work process

Aligning Objectives

Become comfortable articulating the organization's vision and strategic direction.

Ask yourself what that means for you and your team.

Then help individuals develop their own goals also linked to team, function and the organization's vision and strategic direction.

Prioritize those objectives that will have the greatest impact.

SMAT?

Specific: Clearly stated

Measurable: Outputs defined

Attainable: Achievable with stretch but still realistic

Relevant: To the business needs and the goals of the department

Time-bound: Within a clear time-frame

SMART Objectives, How?

Example Objective: Reduce waste

Manage the team effectively

Innovation/challenges status quo

Better Example: Implement improvements to reduce

materials waste by 5% by end of Q3 Provide on-going, constructive feedback

& coaching and implement a development action for each associate Identify and deliver changes to improve

forecast accuracy by 10% by year end

Jan. – Feb.

Barriers to Achieving Objectives Managers excluding associates from the objectives setting process,

(not having a shared understanding of what is expected)

Ability and skills required.

Everyone scores the same.

Make Collection Of Information Ongoing

Create an incident log for each associate; achievements, incidents, reports etc.

Include good and bad examples.

Give regular feedback.

Feedback

How Much Do You Appreciate?

Research shows that 88% of people in the work environment do not feel appreciated.

Power of Appreciation

– Improves job satisfaction.

– Increases employee productivity.

– Enhances the image of the supervisor which leads to increased perceived power.

What is Performance Feedback?

Information designed to change people’s behaviour in a positive way.

Praise good performance or correct poor performance.

Always be tied to the performance standards

It may take many forms, e.g. verbally, in writing or nonverbally through body language and facial expressions.

Why Feedback?

Giving feedback is the only way to ensure behavior will change.

And it can help focus others on the most important issues.

Many people are motivated or inspired by well-delivered feedback, and will perform at a higher level because of it.

What Works and What Doesn’t?

Weak feedback is a major problem.

Weak feedback either is ambiguous and NOT helpful in clarifying desired behavioral change, or carries implications of personal failure.

Feedback that is most helpful is:

Specific

Descriptive

About issues

Neutral and Clear

Developmental

“Your presentation was weak”

How to Formulate feedback in Order to get Results?

“Your presentation was weak”

“Your presentations always include a wealth of new ideas, but you don’t sound personally excited about the things you are suggesting. Your voice is often very soft and monotone, and your rate of speaking can be very slow. Our surveys show that your audience members think you sound bored with your topic, and that makes them feel bored too. Are there some things you could do to make your enthusiasm for your topic more evident to your listeners?”.

Specific Descriptive About issues Neutral and Clear Developmental

Be generous with your appreciation

Emotional Response to Unexpected Feedback

Shock

ANGER REJECTION

ACCEPTANCE

Don’ts Feedback and

• Focus on what you see not what you believe, use specific examples.

• Focus on behaviour not on personality.

• Stick to the facts and figures; don’t make judgments, do not interpret intensions.

• Make it supportive, not threatening.

• Be prepared to receive feedback yourself.

Choose one issue at a time. Don’t be too critical or focus too heavily on the negative.

Feedback should inspire the other person to improve.

Dos

Feedback shouldn’t avoid real problems. If there’s an issue, don’t be afraid to state it.

Leave plenty of time for the recipient to ask or answer questions and respond to what you’ve said

Listening, questioning, silence. Use active listening skills (reflecting, paraphrasing, summarizing) and open-ended.

Silence is a very good tool for encouraging people to talk further about something you think needs more reflection.

Don’ts Feedback and

Dos

Barriers to effective communication

Inattention – allowing distractions to intervene

Listening only for a gap to tell your side – interrupting or part-listening while rehearsing what to say

Hearing what is expected – allowing pre-judgments or your own perspective to color what you hear

Listening for points of disagreement – looking for an opportunity to contradict instead of focusing on positives and constructive solutions

Feeling defensive – allowing your own emotions to cloud the message

Skills for Effective Communication

Non-verbal skills

supportive gestures – smiles, nods of the head

eye contact – direct but not staring

note taking – where appropriate

look interested – facing speaker, leaning slightly forward, calm manner, open facial expression and body language

use silence to prompt further exploration – don’t feel the need to fill gaps in the conversation

Feedback

Be honest with your assessment.

Be generous with your appreciation.

Be focused with your constructive feedback.

Receiving Feedback

Be open to receive feedback.

Not defensive.

Ask questions.

Paraphrase.

Seek suggestions for future action.

Thank the person

– I’m so glad you like the work I did on the supplier’ contract. If you tell me specifically what it was you liked about it, I’ll be able to do it again on the next one”

Nov - Dec

Jun - Jul

Handling Difficult Situations

Poor Example: We need to talk about your reputation and dealing with team members. It does not seem others want to work with you.

Good Example: I would like to talk with you about your interactions with the rest of the team. I would like to get your impressions on a few interactions that have come to my attention …..

Appraisee: This is just another of your attempts to get rid of me.

Manager: “We are talking about specific behaviors you demonstrate when working with other team members, nobody wants to get rid of you. When you miss key deadlines, don’t answer you email, and interrupt others during meetings, you make it difficult for the teams you are part of to meet their goals. Do you understand why other perceive you as being uncooperative?”

Performance Management

Is an evaluative process and a Communication Tool.

Focus on Conversation Rather than Process