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Performance Management:

Dive deep into performance evaluation policy with Susan Campbell from the Department of Management Services. Discover the benefits and best practices of evaluation interviews, effective coaching, managing unsatisfactory performance, and more in this comprehensive commentary.

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Performance Management:

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Presentation Transcript

  1. PerformanceManagement: GETTING TO THE HEART OF IT!

  2. A Commentary on Performance Evaluation Policy Presented by Susan Campbell Department of Management Services

  3. Benefits of the Evaluation Interview • Benefits for the Employee • Benefits for the Supervisor/Rater • Benefits for the Agency

  4. Supervisor/Rater Preparation • Prior to the Performance Interview • Motivational Aspects • Use Available “People” Resources • Timing of the Performance Interview

  5. Should Be: Entire review Two-way effort Solve potential problems Goal-setting Develop relationship Should NOT Be: One-way Assassination Controlling Personality Non-communication Short-term memory Should’s & Should Not’s

  6. Evaluation & the LAW • Thorough job analysis – S.M.A.R.T. • Approved rater • Monitored for consistency • Data & scoring • Void of biases • Measure results • Treat workers equally • Monitor results

  7. Characteristics of an Effective Performance Discussion LeaderWorksheet for Supervisors

  8. Preparing the EmployeePrior to the Interview • Complete self-evaluation • Accomplishment Program • Address each standard • Improvement necessary • ID obstacles • ID 3 accomplishments • ID 3 performance goals • More experience and/or training necessary

  9. Planning, Coaching and Evaluation • Performance Planning • Quarterly Performance (Coaching) • Quarterly Performance (Coaching) • Quarterly Performance (Coaching) • Performance Evaluation

  10. Coaching for Improvement • Observe (no “secret” file) • Choose time and place to coach • Establish open communication • Listen • Communicate clearly • Stick to performance • Suggest ways to improve • Make sure they understand • Give encouragement • Provide feedback • Make appointment for next session

  11. Managing Unsatisfactory Performance • Define the problem • Determine the cause • Adequate training • Proper support to do job • External influences • In the right job

  12. Going Through the Counseling Process • Deficiencies exist? • Standards observable and job-related? • What does “not satisfactory” mean?

  13. Points to Remember in Coaching! • Don’t wait ‘til annual is due • ID areas for improvement • Be specific • Analyze the cause • Develop plan • Results desired by supervisor • What mgmt. will do to help • What employee will do • Monitor and set completion dates

  14. Corrective Action Flowchart Describe Performance Discrepancy through the flowchart to determine the cause.

  15. Checklist & Questions for Supervisors/Raters • Personal Preparation • Conducting the Evaluation Discussion • Closing the Discussion • Post Evaluation Follow-up

  16. Key Questions/Probing Questions/Answers Chart • When did it start? • Training problem? • Skill deficiency? • Skill used often? • Simpler solution? • Non-performance rewarding? • Really matter? • Right job? • Obstacles? • External influences? • What now?

  17. Be A Coach!

  18. Summary Slide • PerformanceManagement: • A Commentary on Performance Evaluation Policy • Benefits of the Evaluation Interview

  19. Summary Slide (cont.) • Supervisor/Rater Preparation • Should’s & Should Not’s • Evaluation & the LAW • Characteristics of an Effective Performance Discussion LeaderWorksheet for Supervisors • Preparing the EmployeePrior to the Interview

  20. Summary Slide (cont.) • Planning, Coaching and Evaluation • Coaching for Improvement • Managing Unsatisfactory Performance • Going Through the Counseling Process • Corrective Action Flowchart

  21. Summary Slide (cont.) • Checklist & Questions for Supervisors/Raters • Key Questions/Probing Questions/Answers Chart • Be A Coach!

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