Performance Development Planning (PDP)

Agenda

1. Overview (25 min)o What is it, why do ito What’s different

2. Performance Planning (30 min)3. Performance Coaching and Feedback (30 min)4. Performance Review (30 min)

o Performance Process and Form(s)

Overview

Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.

Jack Welsh

What is it?Performance PlanningDialogue between manager

and staff to set clear, specific performance expectations at

the beginning of cycle

Performance ReviewTwo way discussion and

written document focusing on staff performance, areas of

excellence, goals for improvement and development

needs

Ongoing CoachingTwo way discussion which

focuses on recognizing excellence and areas for

improvement and learning as well as barriers to

performance

FeedbackWays in which feedback can

be collected which may include peers, clients or 1:1 between Manager and staff

Performance CriteriaInformation which provides

the foundation for performance – job

description, organizational goals, competencies,

standards

Why Support Career Development?

• Provide clarity about career paths and job opportunities at the University• Assist in succession planning•Clearer standards for managing performance•Focused skill development

Overview – Why do it?

1. To create and foster an ongoing, two-way communication process which: clarifies expectations between the manager and the individual Assists individuals in reaching personal and professional goals

through skill development

2. Integrates consistent coaching practices designed to support development targets

What is different

Keeps a forward focus on the shifts in skills that are needed for employees to succeed

Builds a system that builds performance to meet organization needs

Identifies desired culture, behaviours and style

Links to other systems (training and development, communities of practice)

Shared vision, governance and framework

Partnership between Management and Staff

• Link to <enter your organization’s goals>• Targets focused on performance and behaviour• Help employee to excel• Set expectations for coaching

Performance Planning

(setting expectations and goal setting)

90% of a Manager’s time in the process should be devoted to planning, development and coaching

10% on the performance evaluation

Guiding Staff Members

• Share department and organization goals• Meet with the staff member, discuss specific

expectations for performance and contributions during the review period

• Schedule regular meetings with staff member to discuss performance and focus forward on ongoing improvement

• Update expectations should priorities or circumstances change

Performance Planning – Setting Expectations

Specific What is the desired outcome?

Measurable How will you and your staff member know if the desired outcome has been achieved?

Attainable Have you and your staff member discussed and reached consensus on the outcome?

RelevantAre the assignments relevant for the position? Are they aligned with department or organizational goals?

Timely When will the result be achieved?

Be Clear – Set objective measures

Consider the six specific competencies related to their job:What are some of the daily tasks or activities where these are performed?

What does ‘good’ performance look like? Describe the standard.What are some projects or assignments the staff member needs to

complete? What is the desired outcome? Measure the result.What behaviours are desired as the staff member completes tasks or

assignments? How will these need to be leveraged? Examples of “observable behaviour”.

Creating Development Plans

1. Develop or improve skills, knowledge or competencies in their current role

2. Acquire new skills, knowledge or competencies in current role relating to:o a new assignment, o change to role responsibilities,o introduction of new process or technology

3. Obtain new skills, knowledge or competencies in preparation for career development in a new role

Creating a development plan

Individual’s currentSkills

Team Goals

MedIT’s Objectives

Individual’s Development

(in current role)

Individual’s Aspirations

DevelopmentPlan

Developing in a Current Role

What learning opportunities would you consider for your staff member in developing in their current role for• a new assignment• change in role responsibilities• introduction of a new process or technology

Developing for a new role

What steps might you take to help support their development plan?

What learning opportunities would you consider for your staff member while on the job?

Steps

1. Staff member determines what their career aspirations are

2. Staff member and Manager determine what type of development is appropriate

3. Discuss best learning methods, agree on outcome and timeline

4. Staff member also does self-development activities5. Progress is tracked, successes celebrated!

Performance Coaching and Feedback

Leadership is a lifting of a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations

Peter Drucker

What is coaching?

Coaching is a unique opportunity to focus and move forward on personal, professional or organizational goals through the exploration of ideas and candid dialogue with a confidential and unbiased thinking partner

http://youtu.be/UY75MQte4RU

Manager as a coach

listens, observes and customizes approach to individual’s needs elicits solutions and strategies from individuals believes that the individual is naturally creative and resourceful

The coaches job is to provide support to enhance the skills, resources and creativity that the individual already has.

Feedback is the essence of coachingFeedback is essential to staff development. It not only helps staff correct mistakes before they become habits, but it also:

Acknowledges the strengths that they draw on to be successful Focuses on the actions required to move forward Identifies plans to overcome obstacles Helps staff to achieve their goals Fosters productive working relationship

FRAME your coaching

F – Focus on each interactionR – React non judgementallyA – Ask thought provoking questionsM – Monitor progress and learningE – Encourage continued growth

Coaching Process

By listening....what I heard you say is...hmmm say more....By encouraging...you are right on track...go for it....By questioning...what is going well....what support do you need...what is getting in the way....what could be the first step...By requesting...I have a request...can I ask you to cut your expenses by 50% By action planning...who, what, when

Coaching Exchange

Identify – what is it you want to ensure you get through the exchangeDiscover – find out more...what is the issue..find out challenges and concernsStrategize – what direction are you going to makeClear the way – impediments to action and progressRe-cap – what are you going to do and when

How would you coach a.....

New memberStar performerNot meeting expectationsSteady contributor

Tips for providing positive and constructive feedback

1. Describe the behaviour you are observing, such as meeting a deadline, surpassing productivity, or participating fully in a meeting

2. Emphasize the impact of the behaviour so that the person can clearly see why you believe it is important. Describe the impact on the organization, the team or the job

3. Let the staff member know exactly what behaviours to continue, and what behaviours not to continue

Tips for providing positive and constructive feedback

4. Develop a habit of looking for and commending specific positive behaviours; such reinforcement will increase the incidence of them

5. Respect the staff members need for privacy. Your reaction should be between you and the staff member

Remember to...

1. Focus on the work, not the person2. Avoid overwhelming – do not provide too much feedback at

once3. Focus on the future4. Identify benefit or positive outcome of the change5. Provide appropriate balance of positive and negative

feedback.

When people make mistakes, the last thing they need is discipline. Its time for encouragement and confidence building. The job at this point is to restore self-confidence...If we are managing good people who are clearly eating themselves up over an error, our job is to help them through it.

...they coached....rather than preached....they got better results...Jack Welch, “Straight from the gut”

Guiding principle.....

Coaching Video

http://www.youtube.com/watch?v=K2bZyIqMPTI

Role Play

Coaching to develop new skills required for current job or for new position

Coaching to correct or improve performance

Performance Review

“ I work with them everyday. They know I think they do a great job”

“ next to firing, this is my least preferred task”

“the form is too long”

“I’m afraid I will be challenged on my review and have to provide examples which I can’t remember”

“I don’t like being in the role of judge”

Making the review easy

1. Set clear expectations. Provide them on the first day of employment.2. Provide feedback all year. Have performance discussions as a regular part of the

work day and review meetings are held regularly.3. Ask first, tell later. Begin a performance discussion by asking the employee to rate

their performance. Have them provide examples of where they have met and exceeded the expectations. Document.

4. Guarantee no surprises at the annual meeting. If you are waiting for annual meeting to discuss performance, you lost your chance to be effective

Performance Review DiscussionSchedule the meeting – communicate expectationsAllow time for the staff member to prepare for the meeting by completing a self

assessment (aka initial worksheet)Let the staff member discuss their self assessment firstSummarize your observation of the progress made to date, including areas of

excellence, and areas for improvement. Include specific examples and impacts

Listen and clarify differences. Include both views in final copyDiscuss goals and development plan for coming review period

Progress Tracking

Development/Coaching conversations 1:1o Focus of the exchangeo Critical discoverieso Strategyo Obstacleso Recap/Actions

Annual/bi-annual performance reviewo discussion and completion of forms (handout)

Desired Outcomes

1. Clarified for the staff member how their performance compared to the expectations that were established.

2. Provided staff member with feedback on how their performance is helping the group achieve its goals.

3. Motivated staff member to continue doing what they do well and to improve their performance in other areas.

4. Identified barriers to performance and how to address them.5. Agreed on development/growth opportunities and activities.6. Completed the annual assessment that is required.

Building a High-Performance Workforce

• Business objectives and priorities are clear• Communication and listening skills are key• Think about change early and often.• Walk the talk. Create a culture with a free flow of information, innovation, openness and flexibility• Training and build internal capabilities• Seek ongoing improvements rather than leaping• Measure and celebrate individual and organizational results

Resources

Creating and Using a Development PlanPersonal Career Development Plan templatesCoaching http://www.hr.ubc.ca/coaching/coaching-resourcesManaging at UBC http://www.hr.ubc.ca/managing-at-ubc/  Manager as Coach (MOST program) http://webapps.hr.ubc.ca/hrcatalog/catalog_coursesessions.action?subcategory=MOST&coursecode=CC&scope=ALL