Embed Size (px)
Citation preview
1
MANAGING EMPLOYEE PERFORMANCE
SUPERVISOR TRAINING
2
WHY IS THIS IMPORTANT TO YOU?Upon completion of this class, you should be able to:
Set clear expectations with positive communication
Initiate proactive coaching and counseling
Implement the Performance Management Process
Learn to document corrective action
Mitigate Legal Exposure to GMF
3
SESSION GUIDELINES
• Silence your phones • Contribute to activities
• Ask questions
• Respect all opinions
• Provide appropriate
feedback
• Let me know if you
have concerns
ATTENDANCE PARTICIPATION FEEDBACK
4
OUR MISSION
Our mission is to create value for our stakeholders by constantly improving services, investing in
innovative solutions and information-based strategies, and promoting a culture of teamwork,
excellence and integrity.
GM Financial is committed to achieving superior financial and operating results while adhering to
the highest standards of business conduct. The standards by which GM Financial operates provide
the basis for our commitments to those with whom we interact: our customers, employees,
business partners and community.
5
A place where all
concerns are welcomed
and addressed properly
A place where all
employees are treated
consistently,
professionally and legally
A place where everyday
behaviors align with
organizational values and
supports positive business
outcomes
A place where business decisions
are based on business criteria
rather than on personal
characteristics (e.g., race, sex, age,
etc.)
WHAT IS A GREAT WORKPLACE?
What does it mean to you?
6
ILLEGAL/ABUSIVE/BULLYING
Outcomes
RUDE/UNPROFESSIONAL
Outcomes
DISMISSIVE/UNWELCOMING
Outcomes
7
PERFORMANCE MANAGEMENT
PROCESS
8
ILLEGAL/ABUSIVE/BULLYING
Outcomes
RUDE/UNPROFESSIONAL
Outcomes
DISMISSIVE/UNWELCOMING
Outcomes
9
PERFORMANCE MANAGEMENT
Designed to deliver results
Focuses on developing and enhancing skills and capabilities
Enforces ongoing communication
Mitigates legal exposure for GMF
WHAT IS IT?
HOW DOES IT
AFFECT YOU?
WHY DO WE USE
IT?
Provides clear and constructive feedback through
a series of formal steps
Performance Management is defined as a process or
method that attempts to address and correct an employee's
work performance or inappropriate workplace behavior
10
PERFORMANCE MANAGEMENT
Provides a clear explanation of the consequences of
not following GMF policies or not meeting
expectations
Advantages
Provides the opportunity for consistency and fairness in
disciplinary procedures for all employees
Gives GMF the chance to explain to the employee what
actions can be taken to improve the situation; this is a
chance for coaching and mentoring
Enhance employee morale when the employees know the
employer will explore alternatives to termination
CLEAR
EXPLANATION
CONSISTENCY
MORALE
COACHING
11
Actions that are within the employee’s control
Employee makes conscious decision to do or not to do
Failing to meet performance standards (KPIs,
business metrics)
May not be within the employee’s span of control
BEHAVIOR
PERFORMANCE
BEHAVIOR VS. PERFORMANCE
12
DOCUMENTATION
13
▪ Coaching
▪ Counseling
▪ Performance
▪ Medical information
▪ Opinions
▪ Confidential information
DOCUMENT
DON’T
DOCUMENT
WHY DO WE DOCUMENT?
Documentation creates reliable and consistent records, provides feedback and mitigates litigation.
All documentation is discoverable so you must be cautious of what you document
▪ Projects
▪ Employee concerns
▪ Disciplinary action
▪ Meetings
▪ Training
▪ Recognition
14
TYPES OF HR DOCUMENTATION
▪ Communicate expectations
▪ Employee accountability
▪ Three levels of corrective action
▪ Housed in Oracle
▪ Separate file folder for each employee
▪ Record development
▪ Recognize accomplishments
▪ Write performance appraisals
▪ Specific and detailed account
▪ Housed in SharePoint
▪ Separate file folder for each employee
▪ Excel / Spreadsheet format
PERFORMANCE
IMPROVEMENT
PLAN
SUPERVISOR
JOURNAL
NOTES
NOTICE OF
CORRECTIVE
ACTION
▪ Supervisor provides additional resources
▪ Revisit in timely intervals
15
COACHING AND
COUNSELING FOR IMPROVEMENT
16
EFFECTIVE COACHING & COUNSELING
COMMUNICATION
COACHING
COUNSELING
Be aware of verbal and non-verbal communication
Establish preferred communication methods
Describe the behavior or problem
Create an action plan moving forward
Maintain an open door policy
Actively listen and seek to understand
17
PROACTIVE COACHING
COACHING
HELPS IDENTIFY
WHEN TO COACH
▪ Provides specific, constructive guidance
regarding employee behavior or performance
▪ Details each employee’s responsibilities
▪ Is a skill to learn and practice
▪ Should be documented
▪ Differentiates successful teams and
organizations
18
PROACTIVE COACHING
HELPS IDENTIFY
COACHING
WHEN TO COACH
▪ Specific goals
▪ Ways to achieve the goals
▪ What is working and what needs to be improved
▪ A plan of action
19
PROACTIVE COACHING
WHEN TO COACH
COACHING
HELPS IDENTIFY
▪ Performance development
▪ Identify goals
▪ New responsibility
▪ Learn a new skill
▪ Handling change
20
COUNSELING
GOALS OF COUNSELING
EXAMPLES
▪ Addresses performance and behavior issues
▪ Occurs before disciplinary actions are taken
▪ Early intervention
▪ Should be conducted promptly
▪ Addresses red flag conversations
COUNSELING FOR IMPROVEMENT
21
GOALS OF COUNSELING
COUNSELING
EXAMPLES
COUNSELING FOR IMPROVEMENT
▪ To communicate specific concern
▪ Determine the cause of the employee's
actions
▪ Identify avenues for improvement and/or
development
▪ Improve the employee’s performance
22
EXAMPLES
COUNSELING
GOALS OF COUNSELING
▪ Mildly disruptive behavior
▪ Incorrectly documenting calls
▪ Not meeting required quality of work standards
▪ Attendance infractions
COUNSELING FOR IMPROVEMENT
Counseling is a constructive supervisory tool used to address improvement in performance
and/or behavior
23
DID YOU KNOW?
80%$450-500
Billion
The price that US
companies pay
for disengaged
employees & lost
productivity every year
(Gallup)
80% of people who were
dissatisfied with their managers
are disengaged at work
(Dale Carnegie Institute)
24
PERFORMANCE IMPROVEMENT
PLAN
25
PERFORMANCE IMPROVEMENT PLAN
Use the plan in conjunction with coaching or
counseling for improvement discussions
Tied to monthly performance results
Meant to track performance and is not considered
disciplinary action
Outlines required actions, defines clear guidelines
and clarifies expectations to get the desired results
May lead to corrective action if performance has not
improved to the level of expectation
Employee should receive a copy and keep the
original in your files
The Performance Improvement Plan (PIP) template is designed
to assist leaders in developing a plan to monitor and measure
identified behavior(s), conduct and/or performance
PIP FACTS
26
Define the Problem
Identify Changes
Establish Required Actions
Evaluate
PERFORMANCE IMPROVEMENT PLAN
Define the behavior(s), conduct and/or
performance that does not meet expectations.
Include specific occurrences, dates, number of
incidents, and appropriate supporting details
Identify the desired behavior(s), conduct and/or
performance prior to conducting your coaching
or counseling for improvement discussions
Determine how progress will be measured, what
support will be needed, and identify deadlines
During the reviews, determine if
appropriate actions were taken and
expectations were met then establish
follow up dates to review progress and
results
27
PERFORMANCE IMPROVEMENT PLANPerformance Improvement Plan template
28
PERFORMANCE IMPROVEMENT PLAN
FORMAL NOTIFICATION
DOCUMENT
▪ Signed by both Employee
and Supervisor
▪ Reinforces commitment and
accountability
▪ Communicate the concerns
▪ Gives constructive guidance
and feedback
▪ Encourages employee to be
successful
29
PERFORMANCE IMPROVEMENT PLAN
Use the SMART model
Specific, Measurable, Action Oriented, Realistic & Time bound
Conduct the discussion with the employee privately and away from others
Adhere to the follow up commitments you outlined in the PIP
The employee’s perception of being assessed fairly and objectively is
important
You should also ensure the employee understands the required actions,
expectations and potential next steps
30
DID YOU KNOW?
33%15%
Only 15% of the world's
one billion full-time workers
are engaged at work
(Gallup)
Since 2000, around
33% of the U.S. workers
are engaged
(Gallup)
21%
21% of employees feel
managed in a way that
motivates them
(Gallup)
31
NOTICE OF CORRECTIVE ACTION
32
LEVELS OF CORRECTIVE ACTION
LEVEL 1
VERBAL
LEVEL 2
WRITTEN
LEVEL 3
FINAL
33
33
Corrective Action is designed to
document and correct unacceptable
and/or undesirable behavior that is
detrimental to the job, employee and
GM Financial
NOTICE OF CORRECTIVE ACTION (NOCA)
Behavioural issues
Performance and work issues
Policy/procedure violations
Repeated misconduct
VIOLATIONS OF COMPANY STANDARDS
34
CORRECTIVE ACTION DOCUMENTATION34
The policy that has been violated
Provide specific examples that focus on specific actions
and performance
Requested next steps and desired results
Focus on specific behaviors, actions and performance
Objective facts only
Provide specific dates of occurrence(s)
CORRECTIVE ACTION DOCUMENTATIONKey Points
FOCUS
FACTS
DATES
VIOLATION
DETAILS
NEXT STEPS
35
Leave of Absence
Job-protected situations
Notice of Corrective Action
Skipping a step
Unusual situations
CONSULT YOUR HRBP
36
NOTICE OF CORRECTIVE ACTION STEPS
Title 03
DELIVER – May have a witness in attendance if
applicable
DOCUMENT – The supervisor’s documentation
is factual and complete, including the next level
of supervisor (or above) for approvals
COPY – If requested, provide employee with
a copy
MANAGER SELF SERVICE – Complete
Oracle workflow within one business day
SUBMIT NOCA – Scan or fax the original
Notice of Corrective Action with supporting
documentation and send to HRIS (U.S.
Employees – Burnett) within 3 business days
1
2
3
4
5
37
ZERO TO TERM
How long has the problem existed?
What scores did the employee receive recently
during Review My Success?
Has the employee been recently promoted or
received a full merit increase?
Have other employees received discipline for
similar behavior?
Questions to consider if a decision is made to terminate employment without any
previous Performance Management
38
Time: 20 minutes
Directions:
1. Break into groups
2. Review each scenario with
your group
3. Identify all scenarios that would
result in a Notice of Corrective
action
4. Complete a NOCA form based
on the information in one of the
NOCA scenarios
NOTICE OF
CORRECTIVE ACTION
ACTIVITY
DEFINING YOUR PERFORMANCE
MANAGEMENT CONVERSATIONS
39
THE RIGHT CONVERSATION
It is important to clearly understand the
difference between coaching, counseling for
improvement and corrective action before
deciding next steps to take.
Read the following scenarios
Circle the type of Performance Management
conversation you should have and then note
reasoning behind your decision.
40
SEPARATION
41
PROCESS
SECURITY
APPROVALS
SEPARATION PROCESS
▪ Partner with HRBP on all voluntary and involuntary terms
▪ Complete Separation Notice and Oracle Workflow
▪ SVP and HR Approval are required for all involuntary terminations
▪ SVP Approval required to Pay-In-Lieu
▪ HR will notify Global Security Operations Center (GSOC) as far in
advance as possible
▪ Security team will be present for terminations and assist with escorting
employees out of the building
42
SEPARATION
Collect company equipment (including parking pass & badge)
from separating employee before they leave the office
Immediately submit a Service Now ticket to shut down all
systems and email access
Supervisors should never discuss separation information
Supervisors should not provide information to former employees
Supervisors should tell employees they are not allowed to
disclose separation information
BEST
PRACTICES
Any questions or concerns from terminated employees should be
sent to HR
43
VOLUNTARY SEPARATION PROCESS
Notify HR immediately upon notification
Complete the separation notice checklist/form and sign section A/B
Request a resignation letter from separating employee
Send completed forms/documents to HRIS at 877-578-7222
Access Oracle ERP and complete online termination workflow request
Provide third page of separation notice to employee notice to exiting
employee
Remind employee to complete online exit interview or to schedule an
in-person Exit Interview with HR
HR may contact employee for exit interview
PROCESS
44
INVOLUNTARY SEPARATION PROCESS
Supervisor file on employee
All Corrective Actions and Performance Improvement Plans (PIP)
All documented counseling conversations via email or journal
notes for NOCAs
Attendance timecard printout from Kronos of infractions leading to
termination
Coordinate with HR
Complete the Separation Notice checklist/form – section C
Send completed forms to HR for signature along with all original
documentation
Partner with HR to return employee equipment, CVO if necessary,
manual expense report, and personal items
ACTIONS AFTER
APPROVAL
DOCUMENTATION NEEDED
FOR APPROVAL
45
TERMINATION PROCESS - ORACLE
46
RESOURCES
▪ Additional resources (pre-work or post-work)
▪ Get Abstract Book Summary
• Employee Relations
• Coaching for Performance
• Frontline HR
• Communicating Change
• Coaching and Feedback for
Performance
▪ Skillsoft Online Courses
• Developing a Code of Ethical Conduct
• Communicating Vision
• Leading Change
▪ The materials can be accessed through:
• Inside GMF
• Business Tools
• Success Factors
• Learning
47
FORMSClick to access forms
HR > US Benefits > Forms
Notice of Corrective Action
Performance Improvement Plan
Separation Notice
(Checklist & Information for Separating Employees)
48
Managing Employee Performance
Supervisor Training
49
CANADA ONLY
50
PROCESS
SECURITY
APPROVALS
SEPARATION PROCESS - CANADA
▪ Partner with HRBP on all voluntary and involuntary terms
▪ Complete Oracle Workflow
▪ SVP and HR Approval are required for all involuntary terminations
▪ SVP Approval required to Pay-In-Lieu
▪ HR will notify Global Security Operations Center (GSOC) as far in advance as possible
▪ Security team will be present for terminations and assist with escorting employees
out of the building
▪ Supervisor sends the information to Canada HR
51
VOLUNTARY SEPARATION PROCESS - CANADA
▪ Notify HR immediately upon notification
▪ Request a resignation letter from separating employee
▪ Access Oracle ERP and complete online termination workflow
request
▪ Provide separating employee notice to exiting employee
▪ Remind employee to complete online exit interview or to schedule
an in-person Exit Interview with HR
▪ HR may contact employee for exit interview
BEST
PRACTICES
52
FORMS - CANADAClick to access forms
HR > Canada > Forms
Notice of Corrective Action
Performance Improvement Plan
Canada Separating Employee Info
