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EnsuringPerformance
is of a HighStandard:
In order to ensure that the performance of theindividual members and the team as a whole are ofa high enough standard to achieve the team's goals,the performance of each team member must beevaluated on an ongoing basis. Evaluation must takeplace against documented standards, such as, KeyPerformance Indicators (KPIs).
y Ensure that the team's performance is of ahigh standard
y Influence the team's behaviorPerformance evaluations allow you to identifytraining and development requirements within yourteam by documenting the competency level of yourteam and comparing this against the requiredcompetencies.
Performance evaluations are often carried out bymeans of a Performance Appraisal. A PerformanceAppraisal is a method used to measure the
performance of an individual or team against theperformance measures, which have beendocumented in the Performance Plan.
Performance Appraisals are often formalized,structured processes performed annually. However,there are many benefits to be gained fromconducting appraisals at shorter intervals.
Example:
Conducting appraisals at shorter intervals may
enable a team member to have a betterunderstanding of their performance before a wholeyear has passed.
About performance appraisals define at the followingresources:Basic Steps in a Performance Appraisal
Basics of Conducting Performance Appraisals
InfluencingTeam
Behaviour:
Performance evaluations directly influence the wayin which employees behave. The performance
evaluation process informs employees of how theywill be judged, monitored, evaluated and possiblyrewarded. If the evaluation is unclear employeescan become demotivated and even resentful. On theother hand, a clear evaluation process where anemployee believes they will be fairly judged for theireffort can lead to increased motivation andimproved performance.
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What can beevaluated?
The following types of information can be used inthe evaluation process:
y Outcomesy Behaviory Attributes
Outcomes
Outcomes refer to evaluating the end resultachieved by the employee without reference to theway in which the result was achieved. In CustomerContact Centers employees are often evaluatedagainst the Key Performance Indicators (KPIs) thathave been set for their roles.
Example:
An outbound Customer Contact Centre Operator hasa KPI that involves selling five products each week.The total number of each product sold would thenbe compared against the KPI so that the employee'sperformance could be evaluated.
Behavior
Behavior refers to evaluating the employee based onthe behaviors they exhibit.
Example:
A Call Centre Operator has a KPI that involveshaving a minimum 70% log in time. This figurewould then be used as the basis of the evaluation.
Attributes
Attributes are the weakest method of evaluation astheir measurement often involves subjectivity.
Examples of attributes that may be used forevaluation include:
y Customer focusedy Friendlyy Team playery Product knowledge
Example:
In a Customer Contact Centre attributes can beevaluated by monitoring calls. Monitoring callsallows the performance of the operator to be judgedbased on their handling of one or more calls. This isa method of ensuring that operator's telephonemanner and product knowledge meet the set
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standards.
If you would like to read about monitoring calls lookat the following resource:
How to Monitor and Evaluate Calls
If you would like to read about individualperformance management look at the followingresource:
Employee Performance Management
If you would like to read about team performance
management look at the following resources:
Group Performance Management
TeamMeasurement:Some Whys,Whats and Hows
Basic Steps in a Performance Appraisal
As described in that last subsection, development of the
Performance Plan typically includes the first eight steps of
the basic 14 steps in performance management. The
Performance Appraisal picks up from step nine. We also
continue our example of the machine operator. At this
point in our example, the Performance Plan has been
developed.
Information in this section is generic to performance
management, that is, the information generally applies toany performance management effort, e.g., organization,
process, subsystem or employee.
NOTE: As review about key terms in performance
management, key terms are bolded and italicized below.
9. Conduct ongoing observations and measurements to
track performance
The operator's supervisor would observe the number of
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high-quality prints, including staying in contact with the
Director of the Catalog Department.
10. Exchange ongoing feedback about performance
Feedback is information relevant to how well results are
being achieved. Useful feedback is timely, feasible and
understood. Ideally, feedback addresses key activities to
improve or reinforce performance. Usually, the larger the
number of sources giving feedback, the more accurate is
the depiction of events. In our example, the employee,
supervisor and Director of the Catalog Department should
continue to share impressions of how well results are
being achieved. Any ideas to improve or support
performance should be implemented as appropriate. This
ongoing feedback is often one of the most important
aspects of performance management.
11. Conduct a performance appraisal (sometimes called
performance review)
Aperformance appraisal (or review) includes
documentation of expected results, standards of
performance, progress toward achieving of results, how
well they were achieved, examples indicating
achievement, suggestions to improve performance and
how those suggestions can be followed. If the above
steps in the performance management process were
followed, the performance appraisal is usually quitestraightforward to carry out. In our example, the
appraisal should include input from the employee,
supervisor and Director of the Catalog Department. The
performance appraisal should be carried out at regular
intervals as performance tracking is underway.
12. If performance meets desired performance
standards, reward for performance
In our example, the machine operator may be due some
form of reward, that is, recognition or compensation, e.g.,letter of recognition, promotion, letter of commendation,
etc. This step in the performance management process is
often overlooked when focusing on organization-wide
performance improvement, or on a major subsystem.
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Basics of Conducting Employee Performance Appraisals
Yearly performance reviews are critical. Organizations are
hard pressed to find good reasons why they can't
dedicate an hour-long meeting once a year to ensure themutual needs of the employee and organization are being
met. Performance reviews help supervisors feel more
honest in their relationships with their subordinates and
feel better about themselves in their supervisorial roles.
Subordinates are assured clear understanding of what's
expected from them, their own personal strengths and
areas for development and a solid sense of their
relationship with their supervisor. Avoiding performance
issues ultimately decreases morale, decreases credibility
of management, decreases the organization's overalleffectiveness and wastes more of management's time to
do what isn't being done properly. Conduct the following
activities.
1. Design a legally valid performance review process
Patricia King, in her book, Performance Planning and
Appraisal,states that the law requires that performance
appraisals be: job-related and valid; based on a thorough
analysis of the job; standardized for all employees; not
biased against any race, color, sex, religion, or nationality;and performed by people who have adequate knowledge
of the person or job. Be sure to build in the process, a
route for recourse if an employee feels he or she has
been dealt with unfairly in an appraisal process, e.g., that
the employee can go to his or her supervisor's supervisor.
The process should be clearly described in a personnel
policy.
2. Design a standard form for performance appraisals
Include the name of the employee, date the performance
form was completed, dates specifying the time interval
over which the employee is being evaluated,
performance dimensions (include responsibilities from
the job description, any assigned goals from the strategic
plan, along with needed skills, such as communications,
administration, etc.), a rating system (e.g., poor, average,
good, excellent), space for commentary for each
dimension, a final section for overall commentary, a final
section for action plans to address improvements, and
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lines for signatures of the supervisor and employee.
Signatures may either specify that the employee accepts
the appraisal or has seen it, depending on wording on the
form.
3. Schedule the first performance review for six months
after the employee starts employment
Schedule another six months later, and then every year
on the employee's anniversary date.
4. Initiate the performance review process and
upcoming meeting
Tell the employee that you're initiating a scheduled
performance review. Remind them of what's involved in
the process. Schedule a meeting about two weeks out.
5. Have the employee suggest any updates to the job
description and provide written input to the appraisal
Have them record their input concurrent to the recordingtheirs. Have them record their input on their own sheets
(their feedback will be combined on the official form later
on in the process). You and the employee can exchange
each of your written feedback in the upcoming review
meeting. (Note that by now, employees should have
received the job descriptions and goals well in advance of
the review, i.e., a year before. The employee should also
be familiar with the performance appraisal procedure and
form.)
6. Document your input -- reference the job description
and performance goals
Be sure you are familiar with the job requirements and
have sufficient contact with the employee to be making
valid judgments. Don't comment on the employee's race,
sex, religion, nationality, or a handicap or veteran status.
Record major accomplishments, exhibited strengths and
weaknesses according to the dimensions on the appraisal
form, and suggest actions and training or development to
improve performance. Use examples of behaviorswherever you can in the appraisal to help avoid counting
on hearsay. Always address behaviors, not characteristics
of personalities. The best way to follow this guideline is to
consider what you saw with your eyes. Be sure to address
only the behaviors of that employee, rather than
behaviors of other employees.
7. Hold the performance appraisal meeting
State the meeting's goals of exchanging feedback and
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coming to action plans, where necessary. In the meeting,
let the employee speak first and give their input. Respond
with your own input. Then discuss areas where you
disagree. Attempt to avoid defensiveness; admitting how
you feel at the present time, helps a great deal. Discuss
behaviors, not personalities. Avoid final terms such as
"always," "never," etc. Encourage participation and be
supportive. Come to terms on actions, where possible.Try to end the meeting on a positive note.
8. Update and finalize the performance appraisal form
Add agreed-to commentary on to the form. Note that if
the employee wants to add attach written input to the
final form, he or she should be able to do so. The
supervisor signs the form and asks the employee to sign
it. The form and its action plans are reviewed every few
months, usually during one-on-one meetings with the
employee.
9. Nothing should be surprising to the employee during
the appraisal meeting
Any performance issues should have been addressed as
soon as those issues occurred. So nothing should be a
surprise to the employee later on in the actual
performance appraisal meeting. Surprises will appear to
the employee as if the supervisor has not been doing
his/her job and/or that the supervisor is not being fair. It
is OK to mention the issues in the meeting, but the
employee should have heard about them before.
Call Centre Improvement Series: How to monitor and
evaluate calls.
Introduction:
Once, you as a Call Centre manager, has decided to move
away from call production as your main measurements,
youre confronted with the daunting task of establishing
measurements which reflect the quality and out-come of
calls ( Personal note dont believe the vendors who tell
you this is easily accomplished by installing a CRM type
software. In fact Forrester published a scathing report in
June 1999 The demise of CRM" which clearly documents
the inadequacies of current CRM software applications.
The recent Data Monitor report Quality Management
02.02 identifies 3 action point : 1) The need to turn cost
centers into Profit Centers, 2) Vendors need to move
from Quality Monitoring to Quality Management in order
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to provide realistic ROI's for their clients & 3) CRM
vendors should partner with Recording vendors who
provide QM solutions.
Call evaluation is the key to improve Call Quality &
Outcome and should include a program to improve the
skills of each individual CSR (Note this applies as well for
Tele Sales Reps TSRs). It involves CallMonitoring, Call
Evaluation,CSR Appraisal& Relationship skills training.
Call Monitoring :
The very time consuming task of listening to live calls are
probably taking up more supervisor and management
time than any other single task. Thankfully digital
technology is now making it easy to record calls and
retrieve them, so the old days of live call monitoring does
not have to stay with us. Again we have seen several (6-7)
vendors promising great productivity gains forsupervisors and managers investing in such digital
recording equipment. Alas unless you formulate a Call
Evaluation program such recording machines will only
become yet another whip in the hands of The Galley Slave
Master and will further deteriorate CSR morale and
productivity.
In addition to the recording devices you need
sophisticated software which not only allows for easy
retrieval, but also includes such features as Scoring on anindividual basis, Preselecting Calls of specific CRS,
Allowing CSR to mark calls for evaluation and help etc.
Some vendors are trying to sell the idea that the length of
the call is an indication of its quality and delivers software
that automatically identifies calls over a certain length.
Surely if youre running a Galley Slave Call Centre and
base youre measurements on call length and call
numbers, this is manna from heaven. Now you can
identify the offenders and take action. Monitoring is
sometimes used to comply with a companys ISO 9000
quality program. Such companies only monitor 1,5-2% of
all calls, not to improve Call Outcome but to be able to
sign off on their ISO 9000 program. This folly has no merit
if youre looking for Call Quality Improvement.
The real value of Digital Recording: Of course call
recordings are useful in conflict resolution and complaint
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handling. It can be useful to collect thank you calls or to
provide feedback to other parts of the organization.
However the real usefulness is to help improve CSR call
quality. The key to successfully implementing digital
recording in your Call Centre is to draw up guidelines of
use (make sure you CSRs take part & the unions buy into
it). In my view the recording of calls gives us a far better
and fairer basis for appraising a CSR, than randomlyselected calls on a bad day.
Guidelines must include respect for privacy, detail how
monitoring is going to be used & give the CSR the
possibility to select other calls if selection is found to be
non-representative. The Guide lines should be under
constant improvement as experience demonstrates the
need for refinement.
Call Evaluation :
Whether youre listening to live or recorded calls the key
here is to have a well-defined standard of a quality call
and a pre-agreed scoring method, so the CSRs is not kept
in the dark as to the basis of the scoring and subsequent
appraisal.
Few digital recording vendors have any idea of the
ingredient of a Quality Call and the software they provide
is focused on Galley Slave Applications, i.e. focusing on
long calls.
The Call Evaluation Model* defines the 9 key
ingredients on which to base a call evaluation. These, in
my view, constitute the base elements of all
communication and relationship building skills needed in
a CSR.
Listed in order of importance to call Outcome:
Honesty. This is a tough, but crucial one. The honesty
level of the CSR acts as the carrier wave of the entireconversation. Falseness or pretended friendliness is
danger sign posts.
Attention. Is the CSR paying attention to the caller or
mentally doodling. You can hear this clearly when the CSR
starts using empty phrases such as no problem or '
wont be a moment'. Mentally the CSR is elsewhere and is
playing a mental IVR message.
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Interest. Is the CSR showing interest and identifying the
customers needs and helping?
Duplication. Is the CSR actually hearing what the
customer said? An example would be the customer
mentioning his name and the CSR later ask for the name.
Assumptions. Is the CSR making assumptions or actually
listening to the caller. When you take hundreds of similar
calls its very easy to assume that a situation described by
the customer is identical to an earlier call. Assumption
prevents the CSR from showing interest and finding
actual needs.
Responsibility. Did the CSR take responsibility for the
conversation and the situation?
Call Control. Did the CSR take control of the conversation
or let it wonder aimlessly around.
Friendliness. Were looking for empathy not sympathy.
And sincerity not pretense.
Professionalism. Did the CSR act according to the
companys guidelines for professional behavior. Easy.
This Call Evaluation Model* has the advantage over
other models- it works well and is based on common
sense but there is much more to these 9 key factors
than immediately meets the eye, but for now this will
suffice.
To ensure uniform Call Evaluations each evaluator needs
to be trained & have a good understanding of both
Relationship- and Communication Models and why and
how these 9 key elements interacts and decides call
outcome. The scoring is done for each call and the
software will then add up the averages for each CSR. In
our experience a Call Evaluator can be trained in a matter
of 2-3 weeks.
CSR Appraisals :
Many factors other than Call handling and Call quality
should be looked at when appraising a staff member. But
here we will look at the role of Call Evaluation. A person is
not a born communicator or natural relationship builder;
such personal traits are learnt skills and provided you
have the right training materials can be mastered by most
individuals. This means that the right training with the
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right materials can markedly improve a CSRs skill set for
working with customers on the phone.
It also means that Call Evaluations are never death-
sentences but simply point to the areas where a CSR
needs to learn to overcome own barriers to improve
performance. Basic training in The Relationship-
&Communications model will allow the CSR to
understand why the scoring on the 9 key ingredients
came out that way. In fact we have found that its the
duty of the Manager to point out to the CSR areas in need
of improvement and then provide the time & the training
to do so. So the appraisers job is to encourage the CSR to
improve and use the Call Evaluation Model to help the
CSR identify own shortcomings by discussing in detail
what happened in specific calls.
This is very personal and is only effective in the presence
of a high degree of trust & willingness to learn. Thus it
would never work in a Galley Slave Call Centre
environment. One of the results of the CSR appraisal
would be a list of areas where the CSR needs to improve
skills with a recommendation of what training should be
undertaken...
CSR Relationship Skills Training :
Unless Call Centre management understands that CSRs
can improve relationship with training the wholemonitoring, evaluation and appraisal cycle becomes
rather meaningless. Very few Call Centers have
Relationship & Communication Skills training and in most
cases the training is education, i.e. the CSR learns what is
expected and now youre supposed to. Training, to be
effective, must help the CSR address own barriers to
actually doing what he/she is supposed to do?
Training materials and training drills need to designed, so
the CSR gradually learns to overcome own barriers, not
the imagined barriers, but those identified in the
Appraisal and agreed to by the CSR.
As an example we (Resource International) have
developed 100s of simple, easy to do training drills, all
aimed at improving one or more of the 9 key relationship
building ingredients listed above.
Conclusion :
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We can improve Call quality & Outcome provided a
program is in place which encourages the CSR to improve.
The implementation of such a program has a technical
component, the installation of a digital recording system
with sophisticated software. But primarily it has to be
part of a coaching program which encourages CSRs to
better their Relationship building skills and help identify
weaknesses & barriers to communicating better andmore freely withcustomers.
Employee Performance Management
Simply put, performance management includes activities to
ensure that goals are consistently being met in an effective and
efficient manner. Performance management can focus on
performance of 1) the organization, 2) an organizational unit, 3)
a major process and/or 4) an individual or employee.
Information in this topic will give you some sense of the overall
activities involved in employee performance management.
The reader would benefit from reviewing the closely related
topics: Performance Management -- Basic Concepts,
Organization Performance Management and Group
Performance Management.
Sections of This Topic Include the Following
Preparation
Some Suggested Previous Reading
Preparation: A StoryOverviews of Employee Performance Management
Employee Performance Management Process
Establishing Performance Goals
Performance Plans
Observation and Feedback
Also see Guiding Skills
Evaluating Performance
Rewarding Performance
Recognizing Performance Problems ("Performance Gaps")
Performance Improvement / Development Plans
Firing Employees
Related Library Topics
Guide to Leadership and Supervision (html format)
Basic Guide to Leadership and Supervision
General Resources
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Additional Online Resources
Also See the Library's Blogs Related to this Topic
In addition to the articles on this current page, also see the
following blogs that have posts related to this topic. Scan down
the blog's page to see various posts. Also see the section
"Recent Blog Posts" in the sidebar of the blog or click on "next"
near the bottom of a post in the blog. The blog also links to
numerous free related resources.
Library's Career Management Blog
Library's Human Resources Blog
Library's Leadership Blog
Library's Supervision Blog
Suggested Previous Reading
Basic Overview of Performance Management (this informationprovides the foundation for organizational, group and
employee management)
Preparation: A Story
The following story portrays some of the problems that can
occur from not having any form of employee performance
management in the workplace.
"We're Doing Great! How Come We're Not Performing?"
Overviews of Employee Performance
Management
The following links provide a broad overview of the employee
performance management process.
Performance Plan (repeated from "Basic Overview")
Overview of Employee Performance Management
Performance Management: An Overview
How to Maximize Your Performance Appraisal Score
Elevating Performance Management
Create a Performance Management Process Your Company
Can't Do Without
What's Driving Performance Management?
Performance Management How To Videos
Also see
Basic Overview of Supervision
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Establishing Performance Goals
Strategic Planning (employee goals should align with strategic
goals)
Task and Job Analysis
Job Descriptions
Competencies
Goal Setting with Employees
Making Sure Your Employees Succeed
Also see
Benefits and Compensation
Employee Benefits and Compensation
Employee benefitstypically refersto retirementplans, health lifeinsurance,lifeinsurance, disability
insurance, vacation,employeestockownershipplans,etc. Benefitsareincreasinglyexpensivefor
businessestoprovidetoemployees,sothe rangeand
optionsofbenefitsarechanging rapidlytoinclude,forexample,flexible benefitplans.See
Benefits
Adapted fromtheField Guideto Leadershipand
Supervision.
Employee benefitstypically refersto retirement
plans, health lifeinsurance,lifeinsurance, disabilityinsurance, vacation,employeestockownershipplans,
etc. Benefitsareincreasinglyexpensiveforbusinessestoprovidetoemployees,sothe rangeand
optionsofbenefitsarechanging rapidlytoinclude,forexample,flexible benefitplans.
Benefitsareformsofvalue,otherthanpayment,thatareprovided totheemployeein returnfortheir
contributiontotheorganization,thatis,for doingtheir job. Some benefits,such asunemploymentandworker'scompensation,arefederally required.
(Worker'scompensationis reallyaworker's right,ratherthana benefit.)
Prominentexamplesofbenefitsareinsurance(medical,life, dental, disability,unemploymentand
worker'scompensation), vacationpay, holidaypay,and maternityleave,contributionto retirement
(pensionpay),profitsharing,stockoptions,andbonuses. (Somepeoplewould considerprofitsharing,
stockoptionsand bonusesasformsofcompensation.)Youmightthinkofbenefitsas beingtangibleor
intangible. The benefitslisted previouslyaretangiblebenefits. Intangible benefitsareless direct,for
example,appreciationfroma boss,likelihood for
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promotion,niceoffice,etc. Peoplesometimestalkoffringe benefits,usually referringtotangible benefits,
butsometimesmeaning both kindsofbenefits.Youmightalsothinkofbenefitsascompany-paid
and employee-paid. Whilethecompanyusuallypaysformosttypesofbenefits (holidaypay, vacationpay,
etc.),some benefits,such asmedicalinsurance,areoftenpaid,atleastinpart, byemployees becauseof
the high costsofmedicalinsurance.
Compensationincludestopicsin regard towageand/orsalaryprogramsand structures,forexample,
salary rangesfor job descriptions,merit-basedprograms, bonus-based programs,commission-based
programs,etc.
Employee Compensation
Adapted from the
Field Guide to Leadership and Supervision.
Compensationincludestopicsin regard towage
and/orsalaryprogramsand structures,forexample,salary rangesfor job descriptions,merit-based
programs,and bonus-based programs,commission-based programs,etc. (Alsoseethe Related Info
(including Benefits)
Compensationispaymenttoanemployeein returnfortheircontributiontotheorganization,thatis,for
doingtheir job. Themostcommonformsofcompensationarewages,salariesand tips.
Compensationisusuallyprovided as basepayand/or
variablepay. Basepayis based onthe roleintheorganizationand themarketfortheexpertise required
conductingthat role. Variablepayis based ontheperformanceofthepersoninthat role,forexample,
for howwellthatpersonachieved hisor hergoalsfortheyear. Incentiveplans,forexample, bonusplans,
areaformofvariablepay. (Somepeoplemightconsider bonusesasa benefit, ratherthanaformof
compensation.) Someprogramsincludea basepayand a variablepay.
Organizationsusuallyassociatecompensation/payrangeswith job descriptionsintheorganization. The
rangesincludetheminimumand themaximumamountofmoneythatcan beearned peryearinthat
role.
Employees havecertainmonieswithheld fromtheir
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payrollchecks,usuallyincludingfederalincometax,stateincometax, FICA (socialsecurity)
contributions,and employeecontributionstothecostsofcertain benefits (oftenmedicalinsuranceand
retirement).
Exempt and Non-ExemptJobsinorganizations havetwoclassifications,
exemptand non-exempt.
Professional,managementand othertypesofskilledobsareclassified asexempt.Exempt jobsgeta
salary,thatis,afixed amountofmoneypertimeinterval,usuallyafixed amountpermonth. It'snot
uncommonforexemptpositionsto receive highercompensationand benefitsthannon-exempt jobs,
although non-exempt jobsoftencanmakemoremoneythanexempt jobssimply byworkingmore
hours.
Unskilled orentry-level jobsareusuallyclassified as
non-exempt. Non-exempt jobsusuallygetawage,oranamountofmoneyper hour. Non-exempt jobsalso
getpaid over-time,thatis,extrapayfor hoursworkedover 40 hoursaweekoroncertain daysoftheweek
oron holidays.
Each job must havethesamepay rangeforanyoneperformingthat job,thatis,onepersoncan't havea
highermaximumpaythansomeoneelse doingthat
same job.
Career Development
Management by Objectives
Negotiating
Personal development
Basic Overview of Supervision
Training Basics for Supervisors and Learners
Documenting a Performance Plan
Performance Plan (repeated from "Basic Overview")
Also see
Define Performance Standards
Example Measurement Design for Accounts Payable Function
(concise depiction of measures)
Example of a Performance Measurement System
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Observing and Providing Feedback
Sharing Feedback
Preparing for performance appraisal discussions - Part I
Conducting performance appraisal discussions - Part II
Concluding performance appraisal discussions - Part III
How to Give Your Boss FeedbackGiving a High Performer Productive Feedback
10 Reasons Your Employees Hate You (Or At Least Reject You)
Also see
Delegating
Motivating
Building Trust
Valuing Diversity
These links may round out your skills
Coaching
Counseling
Delegating
Mentoring
Morale Boosting
Motivating
Power and Influence
If there are performance issues, these may be helpful
Conflict (Interpersonal)
Handling Difficult People
Evaluating Performance (Performance
Reviews / Appraisals)
Performance Appraisal (repeated from "Basic Overview")
Performance Reviews / Appraisals (including 360-degree
reviews)
Also see
Sharing feedback
ListeningNegotiating
Presenting / Speaking
These links may round out your skills
Coaching
Counseling
Delegating
Mentoring
Morale Boosting
Motivating
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Power and Influence
If there are performance issues, these may be helpful
Conflict (Interpersonal)
Handling Difficult People
Rewarding Performance
Reward Systems
Also see
Benefits and Compensation
Recognizing Performance Problems
("Performance Gaps")
Performance Problems
Also see
Counseling
Presenting / Speaking
These topics may round out your skills
Coaching
Delegating
Mentoring
Morale Boosting
Motivating
Power and Influence
If there are issues, these topics may be helpful
Conflict Iinterpersonal)
Handling Difficult People
Employee Law
Personal Wellness
Drugs and Alcohol in the Workplace
Employee Assistance Programs
Personnel Policies
Performance Improvement / Development Plans
Performance Improvement Plan
Development Plan (repeated from "Basic Overview")
The Big Test: How to Handle Performance Pressure
Also see
Coaching
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Delegating
Mentoring
Morale Boosting
Motivating
Power and Influence
Training Basics for Supervisors and Learners
These topics may also be helpful
Employee Law
Personal Wellness
Drugs and Alcohol in the Workplace
Employee Assistance Programs
Personnel Policies
Firing Employee
Basics of Firing an Employee
Adapted from the Field Guide to
Leadership and Supervision.
1.You should consider firing the employee only if
you've done the following.You havea)giventheemployeeclearindicationofwhatyou
originallyexpected from himor her (viaawritten jobdescriptionpreviouslyprovided tothe himor her);
b) haveclearlywrittenpersonnelpolicieswhichspecifyconditionsand directionsaboutfiring
employeesand theemployeeinitialized acopyofthepolicy handbookto verifythat heorshe had read the
policies;c)warned theemployeeinsuccessiveand dated
memoswhich clearly described degradingperformanceoveraspecified time despiteyour
specificand recorded offersofassistanceand anytraining (thenumberofmemos dependsonthenature
oftheproblem, butshould benomorethanthreeor
four);andd)youclearlyobservetheemployeestill havingtheperformanceproblem. (Notethatiftheemployeeis
beingfired withinaprobationaryperiod specified inyourpersonnelpolicies,youmaynot havetomeetall
oftheaboveconditions.)
2.Take a day or so to consider what you are about
to do.
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Forexample,consultwith membersofyour board.
3.If you still decide to fire the employee, do so
promptly.Dothis, both foryourcredibilitywith otherstaffmembersand soasnot beginprocrastinatingabout
this ratherpainful,upcomingevent.
4.Write a letter of termination to the employee.Aswith thepreviouslettersofwarning, beclear
abouttheobserved behaviors,whenyousawthem,earlierwarningsand theirconsequences,whatyou
did in response,and theconsequencethatmustnowbeenacted accordingtoyourpolicies.
5.Tell the computer system administrator to
change the employee's password.. Assertthatthisactionshould be donepromptlyandincompleteconfidence.
6.Meet with the employee. Provide them the
letter. Explain how the termination will occur.Includeexplanationofwhen,whattheymust do,
whatyou requestfromthemand when. Askforanykeys. Givethema halfhourorsoto removepersonal
items (youmaychoosetomonitorthem duringthisremoval, dependingonthenatureofthegroundsfor
dismissal). Considerchangingthe doorlockstothefacilities. Changethepasswordsonphonesystems,if
applicable.
7.As with other meetings, make notes of what was
said and exchanged.Keeptheminyour records.
Also see
Employer Law
Personnel PoliciesStaffing
Additional Resources
List of useful links about employee performance
management
Onboarding: A review of the literature associated with
new manager orientation, applicable to most employees
8/7/2019 Evaluating Your Team2
21/21
Leadership and Supervision (building leaders at every
level)
Leadership
Supervision
Transformational Leadership
Supervision
Managing Day-to-Day Employee Performance
5 Performance Management Tasks That are OftenOverlooked
Improving Employee Engagement to Drive Business
Performance
Driving Growth Through Workforce Empowerment: The
Business Case for Integrated HCM
Surprise! Respect for Employees and Fair Pay Are
Profitable for Small Businesses ... and It's Not That Hard.
Overcoming the Obstacles to "Clutch" Performance