CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Performance Planning Performance Planning and Reviewand Review

Science and/or Art?Science and/or Art?

• Gina Borza, UBC

• Kristen Corrigan, Trinity Western

• Julie Stockton, UBC

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

What will today look like?What will today look like? Setting the contextSetting the context

– group activity in pairsgroup activity in pairs– video clipvideo clip

Review of the 2 modelsReview of the 2 models An applied perspective from a An applied perspective from a

managermanager So what?So what? Your turn!Your turn!

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

A brief history of A brief history of performance feedbackperformance feedback

Appraisal Appraisal Competency basedCompetency based CriticalCritical AttitudinalAttitudinal Normative Normative Measurement Measurement

scalesscales TransactionalTransactional

DevelopmentDevelopment Strength basedStrength based AppreciativeAppreciative BehaviouralBehavioural ContingentContingent Change Change

requestedrequested TransformationalTransformational

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

UBC’s story……UBC’s story……

Intent / PurposeIntent / Purpose

What we measure and whyWhat we measure and why

Who owns the processWho owns the process

So what?So what?

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Purpose: Purpose: To address these To address these

challengeschallenges Lack of engagement between employee’s Lack of engagement between employee’s

performance and organizational goalsperformance and organizational goals

Performance not effectively managedPerformance not effectively managed

Inability to create a performance-driven Inability to create a performance-driven

culturecultureOutcome:•Rewards ineffective•Talent leaves•Jeopardizes organizational future

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

In other words….In other words….

To create systems and To create systems and

infrastructure infrastructure

supportive of a supportive of a

coaching culturecoaching culture

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Management Belief Management Belief SystemSystem

Traditional ModelTraditional Model Managing for resultsManaging for results Controlling actionsControlling actions Creating fear of Creating fear of

consequencesconsequences Focusing on Focusing on

gaps/errorsgaps/errors Solving all the Solving all the

problemsproblems Being the source of Being the source of

approvalapproval

Coaching ModelCoaching Model Engaging individualsEngaging individuals Empowering Empowering

individualsindividuals Creating a safe spaceCreating a safe space

Recognizing strengthsRecognizing strengths Preventing problemsPreventing problems Being the resource for Being the resource for

collaborationcollaboration

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Model for Performance Management at UBC

Employee Engagement

ClientEngagement

Peer/StaffRelationship

Unit BusinessResults

UBC Goals (TREK 2000)

AppreciativeHealthy

Relationship

Role ClarityClear Performance

ExpectationsPositive

Environment

Work enjoymentBy doing

What we like

Influence

Impact

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

What’s the difference?What’s the difference?

PrescriptivePrescriptive PassivePassive CoerciveCoercive RequirementRequirement DrainingDraining retrospectiveretrospective

CreativeCreative ActiveActive CollaborativeCollaborative EngagingEngaging EnergizingEnergizing generativegenerative

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

In essence,In essence,

We “measure”We “measure”

development development and engagementand engagement

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Self Coaching Self Coaching QuestionsQuestions

What expectations am I communicating by the What expectations am I communicating by the way I treat employees?way I treat employees?

Am I limiting employees through the Am I limiting employees through the assignments I give and the challenges I offer?assignments I give and the challenges I offer?

Am I stretching and advancing my employees’ Am I stretching and advancing my employees’ capabilities?capabilities?

Do I provide enough opportunities for Do I provide enough opportunities for continued development?continued development?

Where are your opportunities to enrich these?

CAUBO 2005

Trinity Western’s Story…Trinity Western’s Story…

Science and/or Art?Science and/or Art?

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Purpose of the systemPurpose of the system

Answers key questions:Answers key questions:– employeremployer– employeeemployee

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Questions the employee Questions the employee wants answeredwants answered

How do I know what the priorities How do I know what the priorities are for my role?are for my role?

To what may I say “no”?To what may I say “no”? What resources may I accessWhat resources may I access Within what constraints must I Within what constraints must I

operate?operate? How does all this fit in to what I will How does all this fit in to what I will

do in the future?do in the future?

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Questions the employer Questions the employer needs answeredneeds answered

How will we accomplish our How will we accomplish our mission and achieve our vision?mission and achieve our vision?

What principles/values are What principles/values are essential to our culture?essential to our culture?

What do we really expect of our What do we really expect of our divisions, teams, individual divisions, teams, individual contributors?contributors?

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Before you startBefore you start

What documents exist to drive What documents exist to drive responsibilities and priorities?responsibilities and priorities?– Organizational (mission, vision, values, Organizational (mission, vision, values,

strategic plan)strategic plan)– Divisional (Division charter / strategic / Divisional (Division charter / strategic /

tactical plans)tactical plans)– Group / team specific (Team charter, Group / team specific (Team charter,

tactical plan, benchmarks)tactical plan, benchmarks)– Individual (data for gap analysis, position Individual (data for gap analysis, position

description, previous performance plan, description, previous performance plan, review) review)

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Who owns the process?Who owns the process?

The employee & The supervisorThe employee & The supervisor– When system is new probably more When system is new probably more

driven by supervisordriven by supervisor– Needs to transition to shared Needs to transition to shared

ownershipownership

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Performance and Performance and Development Review Development Review

CycleCyclePerformance

Planning

Work toward goals

Ongoing coaching & feedback

Quarterly reviews(semi-formal)

AnnualReviews

1

2

3-A

3-B

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Performance PlanningPerformance Planning Clearly define Clearly define

“standards of “standards of performance” or performance” or “performance “performance expectations” including:expectations” including:– Measurable goals Measurable goals

(quality, quantity, etc.) (quality, quantity, etc.) S.M.A.R.TS.M.A.R.T

– Interpersonal / relational Interpersonal / relational competencies – link to competencies – link to demonstration of Core demonstration of Core ValuesValues

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Performance PlanningPerformance Planning

Gap analysis & Gap analysis & planningplanning– Strategy to close Strategy to close

knowledge and knowledge and skill gapsskill gaps

– Strategy to build Strategy to build toward career toward career goalsgoals

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Ongoing coaching & Ongoing coaching & feedbackfeedback

Leaders coachLeaders coach– Assess readiness Assess readiness – Provide direction, Provide direction,

clarification, clarification, timely feedback, timely feedback, shared problem shared problem solving, solving, empowerment, empowerment, etc.etc.

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Quarterly ReviewsQuarterly Reviews

InformalInformal Opportunity to Opportunity to

“catch people doing “catch people doing something something approximately right”approximately right”

Praise progressPraise progress Plan, coach, redirect, Plan, coach, redirect,

etc. to close etc. to close performance gapsperformance gaps

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Annual Performance Annual Performance ReviewsReviews

No surprises!!!No surprises!!! Contribution by Contribution by

both supervisor both supervisor and staff memberand staff member

Leads to planning Leads to planning for next cyclefor next cycle

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

One Manager’s One Manager’s Story……Story……

ChallengesChallenges

ProcessProcess

Discoveries & LearningDiscoveries & Learning

Key MessageKey Message

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

““I’m not going to tell you I’m not going to tell you what I think I’m not what I think I’m not doing well at, and have doing well at, and have you write it down and put you write it down and put it in my file for future it in my file for future use.”use.”

UBC staff person, March 2004UBC staff person, March 2004

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Our challenges……..Our challenges……..

Resistance!Resistance!

Fear:Fear: negative meaning, negative negative meaning, negative experience using traditional modelexperience using traditional model

Not part of the culture:Not part of the culture: experienced experienced once during initial probationary once during initial probationary period period

““We don’t do that here.”We don’t do that here.”

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Now what?Now what? Process of understanding Process of understanding Beliefs? Values? Assumptions?Beliefs? Values? Assumptions? Trust Building:Trust Building:

Dialogue…. and more dialogueDialogue…. and more dialogue Revealed beliefs & valuesRevealed beliefs & values Emphasized intentionsEmphasized intentions Self as modelSelf as model

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Now what?Now what? Discovered new UBC model Discovered new UBC model

– took workshop– took workshop

Other people using new Other people using new modelmodel

Shared traditional model Shared traditional model and new model with staffand new model with staff

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Now what?Now what? Gain experience using new Gain experience using new

model:model: PeersPeers Staff from another unitStaff from another unit SelfSelf Integrated the questions Integrated the questions into our conversationsinto our conversations

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Now what?Now what?

Keep Dialogue AliveKeep Dialogue Alive

WatchWatch

Respond to ReadinessRespond to Readiness

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Discoveries……Discoveries……

OwnershipOwnership

&&

PossibilitiesPossibilities

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Learning….Learning….Engage with readiness.Engage with readiness.

Start where they’re at… Start where they’re at… tailor the model to meet tailor the model to meet

the individual.the individual.

Support people in their Support people in their ownership.ownership.

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

One Key One Key Message….Message….

Using (or developing) a model Using (or developing) a model like this?like this?

Develop your users / managers Develop your users / managers to to

practice the ‘art of being’ in the practice the ‘art of being’ in the performance planning process.performance planning process.

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

The ‘art of being’ in the The ‘art of being’ in the process:process:

Engaging in meaningful Engaging in meaningful dialoguedialogue

Creating opportunity for Creating opportunity for reflectionreflection

Personal awarenessPersonal awareness

Empowering othersEmpowering others

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

“…“…. it’s constructive and . it’s constructive and proactive. What I enjoy proactive. What I enjoy most is the focus on my most is the focus on my goals and my development, goals and my development, and feeling supported, and feeling supported, instead of just being told instead of just being told what I’m doing wrong.”what I’m doing wrong.”

UBC staff person, March 2005UBC staff person, March 2005

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Science and/or Art?Science and/or Art?

YesYes

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

NoNoIt’s all about ReadinessIt’s all about Readiness

LargeLarge or or smallsmall? ? Does it make a difference?Does it make a difference?

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Are you clear about your Are you clear about your purpose?purpose?

Grow the culture you wantGrow the culture you want– Permission to say noPermission to say no– Permission to make mistakesPermission to make mistakes– Shared ownershipShared ownership– Trust buildingTrust building– Meaningful dialogueMeaningful dialogue

Create a system that advances the Create a system that advances the organization’s vision and goalsorganization’s vision and goals

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Are you clear about what Are you clear about what you’re trying to measure?you’re trying to measure?

visionvision

goalsgoals

performanceperformance

leadershipleadership

valuesvalues

engagementengagementpersonal growth

personal growth

Professional Professional growthgrowth

CAUBO 2005

T H E U N I V E R S I T Y O F B R I T I S H C O L U M B I A

Who owns the process?Who owns the process?

We all doWe all do