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Webinar presentation to local government administrators on Performance Appraisal
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LEADERSHIP THROUGH BETTER PERFORMANCE MANAGEMENT
I INTRODUCTIONS
Where are you from? Give us an example of
performance management from your everyday life.
II. Context
What holds you back from implementing or improving your performance management system?
What motivates you to begin or continue improving your performance management system?
Identify critical job competencies
What is critical for success in this job? Ask the job incumbent Discuss with management team Compare with BEI interview data
BEI interview protocol Review competency dictionary (Doc 1)
3. Compare with BEI interview data
BEI Summary Chart
This is a difficult process to learn because there are so many different ways the process can be done. I ask for help whenever it is unclear.
I must meet deadlines. I use charts to keep things on schedule.
I must provide thorough explanations, anticipate problems and understand the long term impact of errors.
10% of my customers do not deal well with regulations. I try to treat them just the same - with patience - and explain in lots of detail. I work hard at not showing frustration.
Sometimes people want something tomorrow. I devote a particular day to purchasing - if they miss that and come to me, I evaluate the level of importance to determine if I should set aside other tasks.
I talk with people in different departments to promote better practices. I explain to them the consequences of current actions.
BEI interview protocol
Tell me about three challenges you faced in this past year. How did you deal with these challenges?
What competencies were critical to the outcomes?
What did you learn about your strengths and what competency are you most interested in developing in the future?
Review competency dictionary The following is an example of which competency?
Demonstrates an understanding of who the customer is, both internal and external, and customer needs.
Completes the act by listening to the customer, getting all the
information to ensure customer needs are understood, and follows up where needed to ensure customer satisfaction.
Displays respect, courtesy and sensitivity toward customer. E.g.., keeps
commitments, communicates clearly, seeks to understand needs. Improves customer service by expanding knowledge and abilities to
meet customer needs. Develops ways to exceed customer expectations. Solicits feedback from customer regarding satisfaction with services
provided.
VI.Create job descriptions to reflect expectations
Abilities:
Ability to manage complex projects. Ability to navigate complex issues and share understanding with others. Ability to build relationships to strengthen community partnerships. Ability to promote accountability for completion of goals and objectives. Ability to inspire trust to ensure input is viewed as unbiased and accurate. Ability to apply a variety of management principles to solve practical, everyday
problems. Ability to analyze policies, regulations and laws which address new and constantly
changing problems. Ability to prepare comprehensive plans and reports. Ability to communicate effectively in oral and written form. Ability to guard confidential information of major importance, including personnel
records and information discussed in executive sessions of the Council. Ability to develop and maintain effective relationships with public officials,
associates and the general public. Ability to resolve conflict with tact and diplomacy. Ability to promote high morale as leader and manager of an organization.
Methodology
Structured
questionnaires Interview to
confirm and gather additional data
Allow for comments from supervisor and employee.
Friends Consult
V. Create clear performance goals.
Job goals relate to organization mission, goals and strategies.
Development goals relate to competencies.
Get stick. Return with stick.
VI. Establish a policy and procedure.
No Really, what exactly am I suppose to do?
Short and sweet with focus on job goals.
Formal performance evaluations will be conducted during a time frame established by the Manager.
Department supervisors will meet with each employee to accomplish the following: review the job description for any changes; review the goals established the previous year; discuss strengths, weaknesses and particular challenges in the job; develop goals for the upcoming year.
Additional assessments may be conducted where employee performance indicates the need for follow up and additional documentation. Note: performance review will focus on coaching and feedback. Where performance problems negatively impact the workplace, they will be addressed through the disciplinary procedures and disciplinary counseling.
Department supervisors will submit a copy of completed formal assessments to the Manager.
Formal assessments will be reviewed by the Manager for continuity and completeness.
Employees will receive a copy of their formal assessment and a copy will also be placed in the employee’s file.
More extensive format with focus on development.
Factor 1: INTERPERSONAL - the ability to demonstrate respect and awareness of others, i.e., understands the attitudes, needs and perspectives of others, and demonstrates awareness of one’s impact on others.
Controls emotions when faced with difficult situations, recognizes own limitations in dealing with situations, and shows ability to learn from mistakes.
4
Demonstrates respect for unique personalities and shows flexibility in relating to others in different work situations outside own area.
3
Encourages stable environment by demonstrating ability to guide others through change; understands needs and perspectives of others when changes occur and acts to alleviate difficulties.
3
Shows sensitivity to diverse groups, challenges bias and intolerance, and works to create atmosphere where diversity is welcome.
3
Demonstrates ability to be flexible and collaborate with various work groups to arrive at the best possible outcome.
3
AVERAGE 3.2
Coaching and development form for both.
ACTION STEP TIME FRAME FOR
COMPLETION
RESOURCES
Peer training on customer call response system.
1 month Mary EdwardsCall Response Policy and Procedure
Computer training on Microsoft Excel
6 months Training classes through Community Tech College
Preparation of call response data report on spreadsheet.
3 months Supervisor, with questions.
VII. Do’s and Don’ts
DON’T confuse your performance program with your disciplinary policy.
DO Include an appeals policy. DO Practice documentation of reviews. DO Have someone review all evaluations
for consistency and integrity.
Closing Comments/Questions
Speak up!
