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Session Agenda Management’s Roles and Responsibilities Setting Goals and Expectations Performance Coaching Guidelines for Effective Performance Discussions Prepare for the Performance Discussion Conducting the Discussion Performance Review Document Enhancements and
Timeline Summary Resources
2
Management’s Continued Roles & Responsibilities
Greater accountability On-going assessment and communication of
employee performance Performance reviews will be used to assist in
determining promotion, pay, annual salary increases, and overall employment status
Determine employee annual salary increases as part of the new compensation system
Prepare to enter into potentially difficult discussions as we move forward
Assess knowledge, skills and abilities (KSA’s) of yourself and your supervisory team
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Vision/Values
Strategic Plan:
Organizational goals/objectives
Tactical Plansgoals/objectives
Departmentalgoals/objectives
Individual and/or Teamgoals/objectives
Defining Organizational Success
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Defining Management Success
What does success as a manager look like?
What does success as a manager look like in your organization?
How do you distinguish between good and poor performance with your employees?
To whom and when do you provide performance feedback?
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Defining Management Success
All organizations must be wise about their choice of strategies to remain competitive
Everyone and everything in the organization must be doing their part to ensure strategies are implemented effectively
Managers are responsible for the results accomplished by their employees
Simply put, effective performance management ensures that goals are consistently being met in an effective and efficient manner
“Being busy is not the same as producing results”
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Performance Management Cycle
Setting Goals & Expectations
• Define job criteria by which performance will be measured based on job description
• Establish goals and objectives
• Communicate expectations to employees
• Rework objectives or performance standards, if necessary
Performance Coaching• Define coaching
• Give effective feedback
• Recognize employees’ area of development
• Coach for better performance
• Document
Annual Performance Review• GU Performance Review
• Mistakes to Avoid
• Behavior Based Statements
1
23
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Setting Goals and Expectations
Module Objectives
Understand the importance of setting goals/expectations
Learn to set SMART goals
Discuss performance standards
Practice setting goals and standards
Be open to reworking goals/expectations when necessary
Goals are an essential part of successfully conducting business. Goals provide the motivation and direction necessary for growth and success in every area of an organization
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Criteria for Effective Goals
An effective goal statement provides an excellent basis for setting and
monitoring progress toward strategically aligned goals
Effective goal statements ensure objectivity in measurement
Setting Goals and Expectations
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Benefits of Effective Goals Establish strategic DIRECTION Set TARGETS Identify EXPECTED results Improve TEAMWORK through a common
sense of PURPOSE Provide a FAIR basis for appraising
performance
Setting Goals and Expectations
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SMART Formula Specific – goals need to be specific in order to be achieved.
“Improving customer service” vs. “Reduce customer drop-out rate to less than 20%”.
Measurable – goals need to be quantifiable and measurable in a way that leaves no doubt that the goal has been achieved. Employee should know how progress will be measured.
Agreed Upon – goals should take into account the knowledge and needs of the people involved in accomplishing them. When there is buy-in, people are more willing to make efforts toward achievement of goals.
Relevant– A relevant goal aligns with existing plans and priorities of the organization. It reflects the results which must be improved or maintained to successfully accomplish the mission.
Timed – goals exist within the context of a schedule. There needs to be an agreed upon timetable that incorporates regular, structured review and assessment of progress toward the goal.
Setting Goals and Expectations
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Example SMART Goal
Train all supervisors on the revised Performance
Management and Compensation Systems by March to ensure that they can:
understand the university compensation system
understand the university performance review forms and procedures
set SMART goals effectively manage the performance of
their employees throughout the year
Setting Goals and Expectations
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Obstacles to Goal Achievement
It is important to note that in today’s world change happens suddenly and without notice. Objectives may change based on the organization’s needs. Be sure to adjust employee goals and objectives accordingly.
It makes no difference if the barrier is tangible or solely in one’s own mind (psychological) - the barrier is real. Therefore, it is very important to:
Identify and remove the obstacles OR adjust objectives accordingly
Setting Goals and Expectations
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Performance Management Cycle
Setting Goals & Expectations
• Define job criteria by which performance will be measured based on job description
• Establish goals and objectives
• Communicate expectations to employees
• Rework objectives or performance standards, if necessary
Performance Coaching• Define coaching
• Give effective feedback
• Recognize employees’ area of development
• Coach for better performance
• Document
Annual Performance Review• GU Performance Review
• Mistakes to Avoid
• Behavior Based Statements
1
23
15
Performance Coaching The role of the coach is to clearly communicate
performance expectations and standards, give regular performance feedback and develop the skills of the employees. The best coaches, by their mere presence, improve performance and uplift energy, morale, and focus.
Module Objectives
Explore the purpose of coaching Learn to effectively recognize employees Learn to give performance improvement
feedback through coaching Discuss how to handle poor performers Practice performance coaching Learn when and how to document performance
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Preparing to Coach
The role of the coach How to use fundamental coaching
tools Expectation of performance (what to
measure) Employees’ strengths and limitations Employees’ long term goals Employees’ developmental goals
To be a great coach, capable of elevating performance, you need to know:
Performance Coaching
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Discussion: Who needs coaching? New Hire
Orientation, training, recognition, re-directed, learn the culture
Problem Performer Recognize that a problem exists and
analyze what’s causing it Coaching for improved performance
Satisfactory Performers Recognize good work, discuss ways
they can grow Development coaching
Promotable Person Development coaching
Performance Coaching
Performance Discussions Definitions
Feedback = communication regarding the effect one’s behavior is having on another person, the team, the organization, or the customer
Positive feedback = involves telling someone about behavior that meets or exceeds standards and expectations. Provide specific examples and explain how these behaviors benefit the organization
Constructive feedback = alerts an individual to behaviors which could improve. Constructive feedback is not criticism; it is descriptive and should always be directed to the action, not the person
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Effective Feedback A manager’s role is to get things done
through people. Giving and receiving feedback can strengthen the partnership between manager and employee. It also creates a positive, motivating work climate.
Useful feedback serves to: Keep the performance on track, and Get the performance back on track
One of the most productive things a manager can do is provide specific, ongoing feedback
Performance Coaching
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Effective Feedback
Feedback should be:
Specific, direct and honest Focused on the what not the who Done at the right time in the right place Consistent Solution-oriented
Most importantly, treat others with RESPECT
Performance Coaching
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Performance Coaching: Positive Feedback
Describe the behavior observed -- be specific Explain why it is important Thank the employee and express your personal
appreciation Encourage them to continue doing well Record the conversation
Example: Chris, I just saw the way you handled the situation where Derek was
using a tool improperly. You approached him in a calm and non-threatening manner. You treated him very professionally and educated him on proper usage of equipment.
Having a safe working environment is important to all employees at Gonzaga. Actions like yours help keep this a safe place to work.
Thank you for taking the initiative and helping your co-worker. It means a lot to me to know that you really care and will do what you can to maintain a healthy and safe environment.
Keep up the good work!
Performance Coaching
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Constructive Feedback Focus on the employee’s performance issues.
Describe the specific behavior and why it concerns you
Explore the causes of the employee’s poor performance by listening to the employee. Seek agreement on how to solve the problem(s)
Explore options for improvement by asking for the employee’s ideas for solving the problem
Agree on a specific plan for improvement (describe consequences if necessary)
Express confidence, set a follow-up date and document the agreement
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Chronic Performance Problem
At times, the coach is faced with an employee who demonstrates an
inability to reach standards and goals. It is important that the coach
do something about it, or the virus of “mediocrity” could infect the
entire department.
Focus on the fact that the employee has not corrected the performance problem
Explore the causes of the employee’s poor performance and seek agreement on how to solve the problem(s)
Explore options for improvement
Agree on a no-compromise plan for improvement
Document agreement and follow-up
Performance Coaching
25
When Coaching is Not Enough
Coaching may not always result in a change of behavior. If this should happen, partner with Human Resources to progress to the next phase(s) of corrective action.
Sometimes coaching is not the right approach. In incidents of inappropriate conduct it may be necessary to bypass coaching and go directly to corrective action. If this should happen, partner with Human Resources to determine the most appropriate next step.
If a serious situation should occur, call Human Resources
Performance Coaching
Potential Legal Liability Issues and Guidelines to Avoid Liability
Liability Issues Disparate Treatment - Gender Equity – Discrimination –
Retaliation etc. Guidelines to Avoid Liability
Be consistent in setting expectations and performance review criteria for similar positions
Apply ratings consistently across organization Address performance concerns as soon as possible (deal
with it or live with it)o Performance Notice, Letter of Expectations, Corrective
Action Plano GU policies and procedures
Gather the facts and document year round and on each employee
Use HR as a resource26
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Correcting Performance
Below is an example of steps used for addressing unsatisfactory job performance.
Verbal Coaching (ASAP)
Performance Notice (Documenting discussion of issues)
Letter of Expectation
Corrective Action Plan
End of Employment
Performance Coaching
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ABC’s of DocumentationDocumentation includes everything you write down that concerns an employee’s
performance. It is essential that everything you write about a person’s performance be clear, accurate, and free from bias. A clear written record of
discussions about performance issues can prevent misunderstandings and provides proof that employment decisions (corrective action, promotions, review scores,
etc.) and actions were based on fair, objective, job-related criteria.
Below are key components of documenting performance:
Accurate Document as incidents occur rather than from memory Describe those actions you directly observed or heard; NOT hearsay Concentrate on job-related incidents
Behavioral Document specific behaviors about job-related facts rather than describing
employees’ personality
Consistent Balance the documentation; cite both positives and negatives Use the same format and level of detail for each employee
Performance Coaching
Guidelines
Minimize your role as a judge. Work for a collaborative environment. Emphasis should be on improvement
and learning for the future rather than criticism of the past
Effective feedback involves what or how something was done, not why. Asking why is asking people about their motivation and that provokes defensiveness
Guidelines
Discuss positive as well as unsatisfactory performance Provide specific examples and explain
how these behaviors benefit the organization or why they are problematic
Work for understanding, rather than complete agreement
Never compare one employee with another
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Guidelines No surprises.
Poor performance should have been addressed when it happened
The Performance Review Discussion is not the place to mention it for the first time
If poor performance has been significant, a Performance Improvement Plan should be in place
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Guidelines
Avoid common rating errors in forming your opinion of performance. The halo effect - Letting one favored trait or work factor
influence all other areas of performance, resulting in an unduly high overall performance rating
The horn effect - Allowing one disfavored trait or work factor to overwhelm other, more positive performance elements, resulting in an unfairly low overall performance rating
Most recent behavior - Failing to take into account the entire evaluation period and focusing on a recent performance episode, positively or negatively. Base your evaluation on representative information from the whole evaluation period to avoid this error
Personal bias - Allowing personal feelings toward employee to influence rating 33
Guidelines Examples of ineffective ways to give
feedback: Being personal Giving feedback in public Not being factual Giving a subjective opinion Waiting until weeks or months after the
fact Not being specific Providing feedback on issues over
which the employee has no control 34
Guidelines Examples of effective ways to give
feedback: Keeping the feedback to behavioral
issues Giving it in private Providing it with the intent for
improvement Giving it in a timely manner Being specific Keeping the content to issues the
employee can control 35
PREPARE FOR THE PERFORMANCE
DISCUSSIONAs you prepare to hold the Performance Discussion for
employees, consider several factors.
1. Review Job Description
Make sure job description is up to date from your perspective
Include a copy of job description when you provide the self-review and ask employee to assess whether it is still an accurate reflection of their job
Use job description as a starting point for performance discussion and goal setting
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2. Time and Place Choose a quiet, private, neutral place where you
will not be interrupted during the meetingGive employee your full undivided attention
(e.g. don’t answer cell phone/work on lap-top/allow others to interrupt/etc.)
Confirm the time and place of the meeting with the employee
Allot at least one hour for both you and the employee to adequately and thoroughly give input and express concerns about his or her performance. This will eliminate schedule conflicts and help set the tone for a productive discussion
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3. Performance Problems?
First, ask yourself: Do they know the performance standard? Are they able to do it (skill level)? Do they have all the resources to do it? Are they willing to do it (motivation
level)?
If not, what can YOU DO to fix the situation?
4. Data
The employee’s self-assessment Any notes you made during the year Documentation from coaching sessions Feedback you gathered from employee’s
colleagues, customers, students, etc. Any other information you have that
bears on performance
Conducting the Discussion
Start on a positive note Set the tone as one of communication
and feedback Discuss responsibilities, clarify
expectations and compare actual performance to performance standards
Use documentation to discuss specific instances of performance
Conducting the Discussion
Ask for the employee's assessment, comments and suggestions Listen carefully and seek to understand what is
being said Don't interrupt Ask for examples Liberally use the phrase, "Tell me more" Avoid becoming defensive Don't take it personally Be open-minded—there may be a better way Admit mistakes Don't try to fix blame on someone or something
else Thank the employee
44
Performance Management Cycle
Setting Goals & Expectations
• Define job criteria by which performance will be measured based on job description
• Establish goals and objectives• Communicate expectations to employees
• Rework objectives or performance standards, if necessary
Performance Coaching• Define coaching
• Give effective feedback
• Recognize employees’ area of development
• Coach for better performance
• Document
Annual Performance Review• GU Performance Review
• Mistakes to Avoid
• Behavior Based Statements
1
23
GU Performance Review Packet
Timeline of Key Months Document - Outlines process for completing review
Overview Document - Compensation philosophy, guidelines and annual review rating definitions
Employee Self-Review Document - Contains self
assessment and employee goals
Annual Performance Review Document - Performance and behavior criteria
Performance Review Packet can be found at www.gonzaga.edu/humanresources
45
Performance Review Program Guidelines
Supervisor forwards signed document to the department head, dean, or area vice president for signature
Original signed copy of the review should be sent to Human Resources to file
Supervisor should conduct on-going performance discussions, maintaining open communication, and work on the outlined goals throughout the year
46
Performance Review Program Guidelines
Typically, annual salary increases spreadsheets will be distributed for approval/signature by Human Resources to the Area Vice President and should be returned to Human Resources as part of the annual budgeting process
Any employee concerns regarding performance review content should be addressed within the Area Vice President Division
Final annual increase spreadsheets are provided to Payroll for loading from Human Resources
Annual increases will be communicated by the President
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Summary Performance Management is an ongoing
feedback process designed to help employees gain greater competence and overcome barriers to improving performance.
The goal of coaching is to create a change in behavior, to move employees from where they are to where you want them to be.
Recognition is a vital component to performance coaching. Thanking employees and providing them with specific examples of good and exceptional performance encourages them to continue doing well.
Following the guidelines from this session will help improve the performance of your employees and
department, while avoiding legal liability.
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Additional Resources Performance Conversations by Christopher D.
Lee, PhD
It’s Okay to Be the Boss by Bruce Tulgan
Performance Management by Robert Bacal
Writing Performance Documentation by Janis Fisher Chan
www.gonzaga.edu/gutraining