Performance Management

1. Development Plans Performance Reviews Performance Management Performance Management

2. Reasons Why Associates Don’t Perform • They do not know how to do it. • They do not know what is expected of them. • They do not have the authority to do it. • Lack of timely feedback. • They do not have the tools or information necessary to do the job. • They are punished or ignored for doing it right. • They are rewarded for doing things wrong. • Nobody ever notices whether they perform it correctly or not.

3. Why Document Performance: • To continue good behavior • To turnaround below standard behavior • To provide proof of issues and actions.

4. Communicating Performance Expectations • Describe the expectation in terms of its major outcome and how it fits into the big picture. • Agree on S.M.A.R.T. performance goals. • Determine the priorities • Review and check for understanding and commitment.

5. Developmental Purposes Provide Performance Feedback Identify strenghts/opportunites for improvement (weaknesses) Help to identify goals Evaluates goal achievement Determine training needs Recognize individual performance Allow employees to discuss concerns Provide forum for leaders to help Administrative Purpose Document personnel decisions Determine promotion candidates Identify poor performance Decide retention / termination Decision on layoffs (RIFs) Validate selection criteria Meet legal requirements Evaluate training programs and progress Personnel planning Make rewards and compensation decisions Performance Appraisals

6. Appraisals - What They Accomplish: • Provide feedback and counseling • Help in allocating rewards and opportunities • Help to determine employee aspirations and developmental needs

7. Who can appraise? • Self Appraisals • Managers and Supervisors • Peers • Team Appraisals • Customers • 360 Feedback Appraisals

8. Methods of Performance Appraisals • Category Rating: graphic scales, checklist, force choice • Comparative Method: ranking, paired comparisons, force distributions • Narrative Method: essay, critical incident, field review • Special Methods: MBO, BARS, BOS, 360 feedback

9. Performance Criteria • They Can be: • Composite – one overall measure/score • Multiple – independent areas that are scored separately

10. Problems in Criterions • Deficiency – does not measure adequately all the important aspects of the job • Contamination – items unrelated to the job are being measured (ex. Attire without a dress code) • Bias – the evaluator values, beliefs, and prejudices distorts ratings

11. Errors in Performance Appraisals • Halo/Horn Effect • Recency • Bias • Strictness • Leniency • Central Tendency • Contract Error / Similar to me NOTE - Performance Appraisals that are subjective are most often grounds for litigation

12. Four Types of Feedback • Silence • Criticism • Constructive Advice • Positive Reinforcement

13. Giving Feedback • Feedback has two purposes: • To reinforce good behavior, behavior you would like to see again • To redirect poor behavior • Feedback should be immediate, focus on specific behaviors, balanced, honest, and non-threatening. • Always state the What & Why: • Be specific on “what” the person said or did • “Why” that behavior was effective or ineffective • If ineffective state what the person could have said or done instead

14. Write-ups, PIP, and Termination Forms • Please note that you should have a witness in all disciplinary discussion meetings • An employee can refuse to sign the document ---both witnesses are to sign and note “associate refused to sign” on associate signature line • Keep one copy for your files • Ask Employee would they like a copy • Attach any rebuttals • Send original copy to your HR Manager/Dept.

15. A Word About Action Plans... Action plans are: • PIP – Performance Improvement Plans • Can initially be drafted by the employee and manager • Managers can collaborate with the employee on their initial submission of the action plan to HR • HR and Managers have final approval of action plans • Have a reasonable time frame for follow-up and completion • Can have an accelerated disciplinary clause that allow for termination to occur if progress is not achieved or a set time once improvement is made that a re-evaluation/increase can be given.

16. PIP Feedback Sessions 1. Describe the performance area for development and why it is important. 2. Seek the associate’s opinion. 3. Ask the associate to identify ways to enhance performance. 4. Give consideration to the associate’s ideas and add your own. Give consideration to additional training opportunities. 5. (If necessary) provide follow-up dates for review 6. Express your confidence and support.

17. Discipline and Terminations • Progressive Discipline – must show reasonable notice (other offenses) • Misconduct – must show reasonable investigation (serious offenses) • Administrative Leaves (Suspensions)

18. Standard of Conduct (Behavior) Violation of policy Dishonesty Theft of time or misuse of company property Harassment Conflicts with coworkers No (PIP) progressive write-up Standard of Performance (Execution of job duties) Productivity Accuracy Incomplete task No meeting deadlines/goals (PIP) Action plan required Is it a conduct issue, or a job performance issue?

19. Progressive Discipline Steps • Verbal discussion of issue (Note to file as a manager’s record of discussion). • 1st written warning - If the issue persists, consult with HR • 2nd written warning – discussion/PIP may be needed • 3rd Final warning – discussion/and notice of termination will result • 4th is the summary document of termination - associate may sign, manager should forward all documents to HR for personnel file and any legal issues (unemployment or EEOC) • Contact your HR Manager if there are multiple issues with an employee they should be treated as separate issues.

20. Administrative Leave/Suspensions • Not to be used as a disciplinary tool • Should only be use when there is a need to conduct an investigation or otherwise determine if an employee should be terminated. • Always get the employee’s side of the investigation before putting him/her on administrative leave. (written statement) • Contact HR immediately when you have an administrative leave situation. • Administrative leave/ Suspension should not exceed 3 days. • Employees are usually compensated for this time if they return to work and a no violation of policy is determined

21. Terminations • Your HR Manager should always be informed before a termination occurs. • Terminations without written warning can be done for very serious conduct issues. (ex. Theft) • Know the law regarding separations for your state (Term payouts) • Always have a witness present in the discussion (LP/Manager) • Expect some hostility. Yet be clear, firm, and concise. • Collect all company property (including name badges, keys, equipment, access codes/cards, etc.)