PDP Skills Practice Workshop

Beryl FajardoDec 2009

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What We Want to Accomplish Today

Set the stage for the PDP discussions

Provide some guidelines for effective performance discussions, especially the more difficult ones, i.e.. low performers

Practice skills and get feedback from others

Leave with an action plan; more confident and better prepared to conduct an effective performance discussion

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Agenda

Introductions and Challenge Activity 15 min

What is Performance Management? PDP Process/Timeline

15 min

Performance Ratings 15 min

Performance and Development Discussion Model

15 min

Skills Practice 60 min

Group Debrief 15 min

Action Planning and Summary 15 min

Total Time 2.5 hours

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Introductions

Name and current group

How long you have been in a manager role at HA?

Tell us one interesting fact about yourself

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Vegas Rules

Make it worth the trip and your time

Take a risk – try something new

What happens in Vegas…..(confidentiality)

Leave a tip – pick up a tip

Have fun!

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What Challenges Do You Face?

Discuss at your table what challenges you face as a manager during performance review time (5 min)

Identify the top two challenges from your table (post on a flipchart)

Select a spokesperson to present the challenge(s) to the class

We will come back to these at the end of the session

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PDP Guiding Principles

People have the unique ability to create value for the company

Rewards are based on performance – of the individual and HA

Developing your people is important to sustain high performance work standards

Aligned performance ratings drive desired results and consistent management practices

Managers and employees are mutually accountable for the process

Employees are responsible for their own career development, with guidance and support from their manager

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What is Performance Management?

Set goals and objectives

Provide on-going feedback and

coaching

Conduct performance

review

Assign performance

rating

Manager and Employee Partnership

Performance management is the ongoing process of aligning individual goals to organizational initiatives,

and evaluating results

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Goal Setting and Development Planning

Why is goal settingimportant?

Why is development planning important?

Drives employee performance

Establishes alignment with the business

Employee defines the goal and works with their Manager to align and prioritize

Accelerates individual performance and growth

– Align to goals and career aspirations

Increases business performance

– What skills and talents are necessary to scale quickly to current business needs?

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Write SMART Goals

Specific Does the goal explain precisely what has to be achieved?

The goal should be described as specifically as possible. A goal of attending weekly staff meetings is not specific. A goal of identifying attendees, establishing the meeting agenda, and recording action items is specific. Even better is to set a specific target aligning meeting goals with department goals.

Measurable Does the goal indicate how the results will be measured? To be effective, the goal must be measurable. Obviously, the number of meetings scheduled is measureable. The quality of the meeting can be measured by identifying some best practices that are measureable. Perhaps spending 5 minutes at the end of the meeting to seek feedback would be appropriate.

Achievable & Action Oriented Will you be able to achieve these goals you set? There's an art to goal setting that revolves around the goal's difficulty. A goal too easy is not energizing. A goal too difficult seems hopeless. Both too easy and too difficult are goal setting no-no's. Set the level of challenge somewhere in between. A good way to decide that a goal is achievable but challenging is to visualize yourself reaching the goal. Can you see yourself there? Are you energized by seeing the vision? If both of these are not present, revisit your goal.

Realistic & Relevant Do you have the knowledge, skill set, and competency to reach your goal?

Is it clear how the business and your personal development will be positively impacted by the goal?

Time-dimensioned Does the goal state an achievement schedule? When will progress be reviewed and achievement met?

Setting a deadline provides necessary positive tension to give you the energy to get on with it. The time frame you select should be realistic. Attending meetings three times a week may not be realistic, and could possibly affect other work priorities.

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Examples of SMART Goals?

Perform monthly budget accruals

Complete audits in the month they are due

Check logs daily

Meet department goals for safety

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Examples of SMART Goals

Establish and facilitate a meeting with at least four managers to discuss best practices when conducting successful employee hearings. Identify at least three best practices to implement during the Q4 employee hearings.

Meet with general counsel each trimester to identify ways to prevent re-occurring grievance situations, and establish actionable steps to help alleviate similar situations by 5%.

Attend a conference to improve professional skillset, network, and stay current on industry trends. Share what you learned with the team and make one recommendation for process improvement.

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1EmployeeSelf Assessment

2 Goals & DevelopmentPlanning

3 Manager Evaluation

4 Employee & ManagerDiscussion

5 Approvals(signatures)

PDP Process

Completed independently by Employee. Employee to review with manager during the process

Employee identifies individual goals and development plan for next trimester

Employee checks Self-assessment Complete and Employee Acknowledgement

Completed independently by manager

Joint discussion between employee and manager

Completed electronically by employee, manager, and second level manager

Manager checks Supervisor Complete, Meeting Taken Place, and Release to Employee

Second level manager check Approve

Completed independently by employee. Employee to review with manager during the process

Action Description Employee self-assesses performance against key

goals and developmental goals, and inputs into PDP tool

Manager provides feedback on goals

Manager reviews final rating with employee and discusses next trimester goals and development plan

Manager assesses employee’s performance and assigns final rating

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PDP Timeline

Activity Responsibility Timeline

Goals are established at the beginning of the calendar year and reviewed at the end of each trimester

Manager and employee

1st Trimester

(Dec 1 - Mar 31)

2nd Trimester

(Apr 1 – Jul 31)

3rd Trimester

(Aug 1 – Nov 30)

Provide feedback on goals to date, modify or change goals as needed for each trimester

Manager On-going

Employee completes self-assessment, manager and employee discussion conducted, rating assigned, and new goals set for next year

Manager and employee

3rd Trimester

(PDP Session opens Nov 6 and closes Dec 11, 2009)

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Performance Ratings

Performance Rating Description

Outstanding (O) Results achieved exceed all position requirements and expectations, consistently and without exception. Delivers results beyond the scope of job responsibilities.

Exceeds Expectations (EE)

Results achieved consistently exceed most position requirements. Goes the extra mile and performs higher than expected. Often works and thinks beyond the scope of the job.

Meets Expectations (ME)

Meets all agreed upon objectives. Results achieved consistently meet position requirements and frequently exceed requirements and expectations.

Needs Improvement (NI) Inconsistent delivery of results. Falling behind in the accomplishment of objectives. Immediate improvement required to bring performance to expected level.

Below expectations (BE) Results do not meet position requirements and expectations. Has performed at NI level for second consecutive trimester. Requires more than normal management and coaching to correct work results.

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High Performance

(O/EE)

Retain

Identify ways to challenge & grow the employee, i.e..

• Special projects• Cross-functional opportunities• Leading meetings

Identify ways to motivate & grow the employee, i.e..

• Identify personal strengths and how to best utilize

• Identify special interests

Meets Performance

(EE/ME)Increase

Performance

Low Performance(NI/BE)

ImprovePerformance

• Place employee on Performance Improvement Plan (PIP)

• After 2 consecutive NI/BE ratings, consult with HR on progressive discipline process

Performance Groups and Business Outcomes

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Performance and Development Discussion Guide

Step 1: OrganizeReview past performance

Step 2: DiscussPerformance and

Development Goals

Step 3: Assess Performance Rating

Step 4: Act and Follow-up

Maintain relationship

Before the meeting

During the meeting

After the meeting

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Performance and Development Discussion Template

Step 1: OrganizeReview past performance

Step 2: DiscussPerformance and

Development Goals

Step 3: Assess Performance Rating

Step 4: Act and Follow-up

Maintain relationship

Date of Discussion

Employee name/job role

Goal/objective

Performance feedback notes/strengths/areas for improvement

Employee reaction/derailers

Performance rating (trending high/low)

Agreed upon actions and next steps

* Complete discussion template for skills practice session

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Basic Principles

Always show respect for the individual

Focus on the situation, issue or behavior - not the person

Maintain employee self-confidence and self-esteem

Maintain constructive supervisor-employee relationship

Give honest feedback

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1ObservationObservable Behavior without Judgment

2ImpactHow You or Others WereAffected

3CheckCheck for Understanding

4SuggestionProvide Alternatives

5AgreementSet Expectations or Opportunities

Basic Feedback Model

When you said….I observed you doing…When you presented…During the meeting I remember you…

The way I was impacted…Then I noticed the impact on the group…The impact that had for them was….

Let me check, do you remember it differently?How did you see it?Did you get the result you wanted?

I suggest you try…I would consider saying/doing…You might think about…What would you suggest?

Here’s what I expect…Given this, we agree to…What are you seeing as the next steps…

Skills Practice

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Skills Practice Instructions

Step 1: Assign roles for activity (Employee, Manager, Observer/Timekeeper)

“Manager” describes their situation. Be sure and identify any derailers that might come up during the discussion (5 min)

Step 2: Conduct skills practice (5 min)

Step 3: Provide feedback (5 min)• Manager goes first – What did you like? What would you do different next time? • Observer provides feedback to manager; one suggestion for improvement• Employee provides feedback to manager; one suggestion for improvement• Manager takes notes and says “thank you”• Note key lessons learned for class debrief later

Step 4: Rotate until everyone has a turn or time runs out

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Skills Practice

Manager

Observer/Time Employee

• Manager shares scenario – 5 min

• Conduct skills practice – 5 min

• Feedback – 5 min

• Manager – What went well? What will you do different next time?

• Employee/Observer – What went well? What suggestion do you have for improvement?

• Give manager feedback form and rotate

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Group Debrief

What went well?

What would you do differently next time?

What are some key learnings?

Review the challenges from the beginning of the session – do you feel more confident in having the discussion? Why or why not?

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Action Planning

Step 1: Schedule a meeting with each of your direct reports

Step 2: Prepare for each employee discussion using the PDP discussion guide and template

Step 3: Identify any derailers that might take you off track

Step 4: Stay focused on basic principles and giving feedback

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Summary

Be prepared for each discussion; careful planning is key

Give honest feedback

Follow-up on agreed upon next steps

Complete PDP on-line by Dec 11

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Vegas Rules Check-out

Hope it was worth the trip!

Did you share a tip, pick-up a tip?

What happens in Vegas….

Mahalo!