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Supervising Your Team II. Evaluating and Reporting Performance Delegating Responsibility/Authority Empowering Your Employees So You’re In Charge – Now What? - Larry Frevert. Learning Objectives. Evaluating Performance Know the key objectives of managing employee performance
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Supervising Your Team II Evaluating and Reporting Performance Delegating Responsibility/Authority Empowering Your Employees So You’re In Charge – Now What? - Larry Frevert
Learning Objectives Evaluating Performance • Know the key objectives of managing employee performance • Understand the key elements of employee evaluations • Understand how to improve performance
Performance Management Establishing Evaluating Performance Performance Expectations Monitoring Performance (Includes Providing Feedback)
Performance Management GoalsStandardsMeasures against which an employee’s performance is evaluated. Performance expectations provide a means to communicate work priorities and measure how well the employee is doing.
Performance Management • Vision • Idealistic • Inspirational • Values • Core beliefs or principles • Goals • Statements that guide how to achieve vision
Employee Performance:SMART Goals • Specific • Measurable • Attainable • Relevant • Time-bound
Employee Performance Effective Systems • Job Analysis • Defined purpose • Standards • Ongoing • Training • Feedback + Action Plan • Link to reward system
Employee Evaluations The most important key to achieving great success is to decide upon your goal and launch, get started, take action, move. —John Wooden
Employee Evaluations • What are we trying to accomplish? • Output • Behavior
Employee Evaluation Tools • Graphic/Numerical Rating • Narrative • MBO • 360
Employee Evaluations:Overcoming the Dread • Supervisor • Its not once a year, it’s year round! • Be prepared • Provide consistent input • Employee • Be prepared • Conduct self-appraisal
How to Improve Employee Performance • Look forward, not backwards • Establish SMART goals • Link success to reward • Provide support
EMPLOYEE EVALUATION EFFECTIVE SYSTEMS • Job Analysis • Defined purpose • Standards • Ongoing • Training • Feedback + Action Plan • Link to reward system
Act Plan Check Do PERFORMANCE REPORTING Theory of Performance Evaluations Goals & Objectives 8 Plan 8 Inputs (Staffing) 8 Outputs 8 Measurement 8 Reporting 8 Improvement
A Comment Outputs vs. Outcomes: Outputs are Measures of Work Done (Example: Sq. Ft. of Potholes Patched) Outcomes are Results Seen by Stakeholders (Citizens) (Example: Safe and Smooth Roadways)
PERFORMANCE TERMS • Performance Review • Performance Audit • GAO Standards • Performance Budgeting • Self Assessment • Efficiency Study • Workload Analysis
WHAT IS THE QUESTION? • Are you accomplishing your goals and objectives? What are the outcomes? • Could you plan and organize your work better? • Are you over staffed or under staffed? • What should you measure? • Inputs are Defined • Outputs are Measurable • Outcomes (results) are Observed
WHAT PERFORMANCE MEASUREMENT SHOULD BE How can we improve? Not… Gotcha
Session Learning Objectives: Delegation & Empowerment • Analyze the difference between delegation and empowerment. • Identify the key principles of delegation. • Identify the essential elements of empowerment.
Delegation: A division of labor~ Assignment of specific duties or responsibilities to an individual Empowerment: Instilling a sense of power~ Granting decision-making authority, and/or Creating opportunities to influence decisions Providing ability to make choices Definitions
Delegation Requires: Defined expectations Communication Coaching Monitoring Feedback Trust Empowerment Requires: Shared values Shared power Defined boundaries Communication Feedback Recognition Trust DELEGATION & EMPOWERMENT
DELEGATION • PRINCIPLES OF DELEGATION • Assign duties to the right people • Grant authority to do the job • Minimize yo-yo delegation • Make due date specific • Don’t delegate the critical thing you do
Reasons To Delegate (Group Benefits) • Members become more involved and committed • More projects and activities are undertaken • A greater chance that projects will be completed • Increased opportunities for members to develop leadership skills • Chance to fill leadership roles with qualified, experienced people • The organization operates more effectively
Reasons to Delegate (Leader Benefits) • Not being spread too thin and therefore is less likely to burn out • Gaining satisfaction from seeing members grow and develop • Acquiring more experience in executive and administrative functions
When to Delegate? • There is a lot of work • A member has particular qualifications for or interest in a task • Someone can benefit from the responsibility • Routine matters need attention • Details take up too much time and have to be divided
When Not to Delegate? • The task is something you would not want to do (menial work) • Someone is under qualified or overqualified for the task • The work is your own specified responsibility • The area is big or is an unsolved problem, issue or matter dealing with the personal feelings of another or with confidentiality - the "hot potato"
How to Delegate • Ask for volunteers by a show of hands or pass a sign-up sheet for a particular project. • Appoint or suggest someone. • Assign through a committee. • The "best fit" of person with the task is the most effective.
Guidelines for Effective Delegation • Choose the appropriate people by interviewing and placing your members carefully. • Explain why they were selected for this task. • Delegate segments that make sense; not bits and pieces of a task, but share the "big picture".
Guidelines for Effective Delegation (Cont.) • Discuss the task at hand. Discuss ideas; mutually set goals and objectives. • Whenever possible, give those who will be responsible for carrying out a program a voice in the decision-making. • Define clearly the responsibilities being delegated to each person.
Guidelines for Effective Delegation (Cont.) • Find out how you will know when they need help. • Give accurate and honest feedback. • Support your subordinates by sharing information, knowledge and plans with them. Share in their failures as well as their successes.
Guidelines for Effective Delegation (Cont.) • Delegate. Most responsible people do not appreciate someone looking over their shoulder, or taking back parts of their assignment before they have a chance to do it. • Follow up. Check periodically to see if people have any questions regarding how a project is supposed to be done. • Evaluate.
DELEGATIONKnow Your People Stages of Employee Development: I. Unconscious Incompetent II. Conscious Incompetent III. Unconscious Competent IV. Conscious Competent III IV Competency I II Understanding
DELEGATING 1. TELL THEM WHAT TO DO 2. SHOW THEM WHAT TO DO 3. LET THEM TRY - OBSERVE 4. PRAISE PROGRESS/INSTRUCT WHERE DEFICIENT • REPEAT UNTIL COMPETENT • TRANSFER THE RESPONSIBILITY • MONITOR PERIODICALLY
CONCERN INFLUENCE EMPOWERMENT EXPANDS THE CIRCLE OF INFLUENCE
DELEGATION & EMPOWERMENT CLASS EXERCISE • Best & worst delegation done to you • Take turns sharing in groups of 4 • Report out
CREATIVITY AND INNOVATION • Employee involvement • Re-engineering • Networking • APWA self-assessment
Employee Involvement • The person doing the actual work often has the answer to how to do it better. As a supervisor, your job is to get that person to think creatively and to share his/her thoughts with you. • Empowerment comes through trust, respect and honesty. • Everything we do involves people. Innovation and creativity are created through successful and meaningful interaction with others.
Re-engineering • When to consider that the work process may need re-engineering: • When the organization has grown and the process no longer fits the new size • When the process was created as a reaction to a specific incident and is no longer relevant • When new technology is available to make an existing process more efficient
Re-engineering (cont.) • When to consider that the work process may need re-engineering (cont’d): • When attitudes have changed over time (e.g., the generation gap) • When new laws or new $$$ create new opportunities
Re-engineering (cont.) • When not to mess with existing process: • To solve personnel problems • To increase productivity – if productivity is a problem, then it is most likely a personnel issue rather than a process issue
Networking • You are not alone. Your peer group organizations provide a great opportunity to develop creative and innovative solutions through exchange of ideas. • If you think going to meetings is a lark and you’re too busy, either you’re going to the wrong meetings or you need to change the tone of the meeting to be more of a learning experience.
APWA Self Assessment Benefits • Improve effectiveness • Promote staff and community pride • Clarify budget needs • Identify operation and management needs • Enhance professional image • Promote team work and staff development • Encourage interdepartmental coordination • Identify duplication and wasted effort • Promote public awareness • Improve communication • Prepare for agency accreditation
APWA Accredited KC Metro Cities • Belton • Grain Valley • Lee’s Summit • Lenexa • Olathe • Overland Park
Summary and Food For Thought • Budgeting – an opportunity or a nuisance? • Productivity – management vs. workers or cooperative teamwork? • Purchasing and inventory – are these systems in place to make finance happy or are they systems that insure good management? • Creativity and innovation – whose idea is it? Management or employees or both?
