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S
Performance
Management for
HR PractitionersWeek 5: The Performance
Management Process – Part 2
Instructor: Kevin Galliers
Week 5 Agenda
S Logistics, Last Week and
Introductions
S Monitoring and Developing
Phase - Guide p. 93-95
S IDPs - Guide, p. 99
S Performance Improvement
Period - Guide, p. 100
S Delay/ Denial of Increase- Guide, p. 101
S Practitioner’s Role - Guide. p. 102
S Rating and Rewarding Phase -Guide, pp. 108-111
S HR Practitioner Scenario / Story
S Interactive Chat: How do you
keep IDPs from gathering dust
on the shelf?
S Q&A
S Summary – Guide, p. 125
S Week 5 Assignments
Logistics
S Let’s continue to be interactive:S Submit questions in the chat box - our expert will field them, during and/or
at the end
S We have a designated time for chat as well
S If you have any technical difficulties, use the chat windowS Direct it to “Bryce Bender” (not “all participants”)
S We are recording each sessionS After the session, you will be able to find a link to the archived version of the
webinar on the Week 5 page of the course group on GovLoop
S Don’t forget your reading, discussion and partner reflection!
Introductions: Your Host
Steve Ressler
GovLoop, Founder
and President
Kevin Galliers
Introductions: Your Instructor
Human Resources Consultant,
U.S. Office of Personnel
Management
Put Your Hands Together
Lesson Objective
S At the end of this lesson, you will be able to:
S Explain the importance of each phase in relation to the
overall performance management process
S Identify the supervisor/manager responsibilities in each
phase
S Explain the practitioner’s role in each phase
The Performance Management
Process
Coaching and
Feedback
Coaching and
Feedback
Coaching and
Feedback
What is the Monitoring and
Developing Phase?
S Monitoring:
S Check in with your employees to gauge how they are
progressing with their performance plans
S Developing:
S Provide feedback that will enable your employees to
complete their performance plan
S Adjust the performance plan as needed during the year
Monitoring and
Developing
Supervisor/Manager Activities
During This Phase
S Regularly communicate with and
provide encouragement, constructive
feedback, and appreciation to all
employees
S Offer each employee an opportunity
to provide input on accomplishments
relative to the performance elements
and standards
S Identify any deficiencies in
performance with the employee and
discuss any corrective measures
Monitoring and
Developing
Supervisor/Manager Responsibilities in
Monitoring and Developing Phase
S Conduct a mid-year review meeting
S Look for challenges and training opportunities to develop
employees’ skills
S Aid employees’ pursuits toward both performance plan
and overall career development
S Address performance deficienciesMonitoring
and Developin
g
Individual Development Plan
S IDPs allow employees to plan out their career path and
identify necessary training, such as:
S In-house training
S On-the-job training
S Off-site training
S Individual supervisory training
Monitoring and
Developing
Performance Improvement
Period
S Is a formal notice used when an employee’s
performance is unacceptable
S Is required prior to taking an adverse action under
5 CFR Chapter 43
S Classifies the performance expectations in the
standard when necessary (Be as specific as
possible)
S Informs the employee of what he or she must do to
improve
Monitoring and
Developing
Delay/Denial of Within-Grade
Increase
S Is required when an employee’s performance drops
below the fully successful level of performance
S May require the supervisor to prepare a more
accurate, up-to-date rating of record if the older one is
out-of-date
Monitoring and
Developing
Practitioner’s Role in
Monitoring and Developing
S Provide guidance on preparing for the mid-year review
meeting
S Generate a PIP if necessary
Monitoring and
Developing
The Performance Management
Process
Coaching and
Feedback
Coaching and
Feedback
Coaching and
Feedback
Rating and Rewarding Phase
S The performance management cycle ends with the end-
of-the year review
S The employee’s performance is rated and the employee
may be rewarded accordingly
S The performance rating is based on the success an
employee has had meeting his or her performance plan
Rating and Rewarding
Purpose of Rating and
Rewarding Phase
S The rating phase allows for a formal measurement of the elements contained in the performance plan
S The end-of-year review assesses how well an employee met his or her objectives
S Rewarding successful employees reinforces that behavior and encourages future success
Rating and Rewarding
Supervisor/Manager
Responsibilities
S Conduct an end-of-year meeting with the
employee
S Recommend a rating for each performance
element on which the employee has had an
opportunity to perform
S Prepare a written narrative
S Communicate clearly the final rating to the
employee once it has been approved Rating and Rewarding
Tips for Employee Self-Assessment
S Employees should prepare a self-assessment
using the following guidelines:
S Restate your understanding of performance
elements.
S Highlight your most significant achievements for the
rating cycle
S Make connection between what you did, the
result, and why that mattered to the organization
S Note challenges faced how you fare
S Address each performance element
S Provide supporting documentation
Rating and Rewarding
Scenario / Story
S Alice had pretty good luck with her subordinates
having good performance, until Chester started
turning in poor quality work the past month. As a
trusted colleague, Alice approaches you to ask if she
should be taking “supervisory notes.” Should Alice
be taking supervisory notes? If so, what type of
information is worth including in these notes?
Let’s Hear From You!
Poll 1: Self-Assessments
Do employees in your organization write
self-assessments at the end of the
performance cycle?
Let’s Hear From You!
Poll 2: Development
How often do managers and employees
in your organization review and/or revise
their IDPs?
Let’s Hear From You!
Poll 3: Poor Performers
When do managers come to you for
help as an HR practitioner when
dealing with poor performers?
S
Questions?Ask the expert!
Submit your questions in the chat window.
Key Points
S The monitoring and developing phase involves assessing
the employees’ performance and addressing
developmental needs
S Effective performance management meetings are the
result of advance preparation and thought.
S Employees should be encouraged to write and submit a
self-assessment.
Week 5 Assignments
Attend Webinar ✓
Complete Readings
o “How to Write a Great Individual
Development Plan” (Blog Post)
o “Why Is No One Talking About the Pink Elephant
in the Room (Or Are They)?” (Blog Post)
o “Crowdsource Your Performance Reviews” (Blog Post)
Engage in Group Discussion (Thursday, March 28 at 2p ET)
Submit Reflection to Class Partner by Friday COB
Look for next week’s Email
