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Managing Performance Through Accountability Conversations

Join Lenny Pollack, Ph.D., a certified executive coach, in exploring the scope of performance management, establishing accountability through performance standards, sustaining accountability through feedback, and ensuring accountability by addressing shortfalls in performance.

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Managing Performance Through Accountability Conversations

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  1. Managing Performance Through Accountability Conversations Lenny Pollack, Ph.D. Lenny Pollack is Professor of Practice in Penn State’s Department of Labor Studies and Employment Relations. Dr. Pollack develops and teaches online and residential courses in leadership, human resources, and leadership communications. Throughout his career, Lenny has been committed to improving the performance of individuals and organizations. He is a certified executive coach and has expertise in areas of leadership, performance management, survey design and administration, organizational development, group facilitation, change management, and strategic planning. Before joining Penn State’s College of the Liberal Arts, Dr. Pollack served as the Director of the University’s Human Resource Development Center and Strategic Services and led workshops in leadership, management, planning, communications, and leading change. Lenny has also served as adjunct faculty in the University’s College of Education. Dr. Pollack has developed and delivered educational products for a variety of professionals representing several industries. Instructional programs and performance assessment tools authored by Dr. Pollack have been delivered via classroom instruction, print materials, conferences, self-study, clinical instruction in the workplace, audiotape, and instructional video. Lenny has a Ph.D. in Learning and Performance Systems and an M.Ed. in Counselor Education from The Pennsylvania State University, and a B.A. in Psychology from Indiana University of Pennsylvania. Lenny Pollack, PhD Leadership Development & Executive Coaching

  2. HRTMS is a Talent Management software company, based in North Carolina that includes: • : an on-line job description management tool that allows you to maintain accurate & up-to-date job descriptions • : an automated system to accurately evaluate employee performance in your unique environment • : web-based compensation solution that uses your Excel workbooks Lenny Pollack, PhD Leadership Development & Executive Coaching

  3. Managing Performance Through Accountability Conversations Lenny Pollack, PhD Executive Coach Professor of Practice, Penn State June 28, 2012

  4. Today’s Agenda:Managing Performance through Accountability Conversations • Exploring the Scope of Performance Management • Establishing Accountability through Performance Standards • Sustaining Accountability through Feedback • Ensuring Accountability by Addressing Shortfalls in Performance Lenny Pollack, PhD Leadership Development & Executive Coaching

  5. Scope of Performance Management • Organizational goals • Job responsibilities • Competencies • Standards • Feedback and notes • Annual review • Development goals • Consequences: Pay-for-performance / employment status Lenny Pollack, PhD Leadership Development & Executive Coaching

  6. The Role of Performance Standards in Performance Reviews • Assess progress toward standards of excellence. • Reinforce positive aspects of performance that exceed standards. • Encourage continued development in areas that fall short of established standards. Lenny Pollack, PhD Leadership Development & Executive Coaching

  7. Overview of Performance Standards • Derived from organizational goals • Specific expectations for individual employee responsibilities • Tool for shaping successful employee performance • Criteria for evaluating individual and group performance Lenny Pollack, PhD Leadership Development & Executive Coaching

  8. Example of Links between Goals, Responsibilities, and Standards Lenny Pollack, PhD Leadership Development & Executive Coaching

  9. Using Standards to Foster Accountability • Inform followers up front of the standards that will be used to assess performance • Establish benchmarks for desired performance • Increase followers' accountability for meeting standards and achieving outcomes • Put followers in position to monitor their progress • Basis for employee development: Training, coaching, and developmental feedback • Criteria for future performance reviews: Did performance meet expectations? Lenny Pollack, PhD Leadership Development & Executive Coaching

  10. Examples of Performance Standards • Each rest room will be spotless and fully-stocked with supplies after cleaning. • Each client will be greeted politely, offered a hot or cold beverage, and told approximately how long they are likely to wait before being seen by a representative. • The new project filing system will be fully-implemented by July 1; and files will be searchable by date, client name, and project title with online help available to all users so that all staff are able to use the system without the need for training. Lenny Pollack, PhD Leadership Development & Executive Coaching

  11. More Examples of Performance Standards • All project team meetings will begin with a review of the meeting’s goal and major discussion topics, adjourn the meeting within 5 minutes of the scheduled time, and conclude with a review of action items that describe individual tasks with due target dates. • Monthly payroll action forms will be error-free and submitted for the manager’s approval at least two work days before each payroll deadline. Lenny Pollack, PhD Leadership Development & Executive Coaching

  12. Managing Performance through Accountability Conversations • Sustaining Accountability through Feedback • Ensuring Accountability by Addressing Shortfalls in Performance • Exploring the Scope of Performance Management • Establishing Accountability through Performance Standards Lenny Pollack, PhD Leadership Development & Executive Coaching

  13. Three-Step Process for Using Standards to Manage Performance 1. Plan 2. Delegate 3. Follow-up • Plan and prepare in advance to communicate your expectations. Delegate the task by communicating your specific expectations. • Follow-up by providing feedback to shape successful performance.

  14. Step 1: Plan and Prepare in Advance • Right person to do the job • Room on their plate? • Realistic timeline • Resources, guidance, and support Lenny Pollack, PhD Leadership Development & Executive Coaching

  15. Step 2: Delegate the Task • Describe the expected outcome. • Use SMART goals. • Define performance standards. • Specify a completion date. • Inspire success. • Link the task to the employee’s unique motivators. • Summarize benefits. • Express your confidence. • Request commitment. • Emphasize consequences. Partially adapted from Coleman and Corbett (2006) Sherpa Coaching; and Evans (2008) Winning with Accountability. Lenny Pollack, PhD Leadership Development & Executive Coaching

  16. Step 3: Follow-up with Feedback • Monitor and measure progress. • Give frequent feedback. • Coach for success. • Celebrate accomplishments. • Address shortfalls. Partially adapted from Coleman and Corbett (2006) Sherpa Coaching; and Evans (2008) Winning with Accountability. Lenny Pollack, PhD Leadership Development & Executive Coaching

  17. Managing Performance through Accountability Conversations • Exploring the Scope of Performance Management • Establishing Accountability through Performance Standards • Sustaining Accountability through Feedback • Ensuring Accountability by Addressing Shortfalls in Performance Lenny Pollack, PhD Leadership Development & Executive Coaching

  18. Possible Goals for Performance Feedback • To inform followers of their effectiveness • To encourage improvement • To reinforce positive behaviors • To reward progressive improvement • To correct negative behaviors • To minimize future surprises • To increase employee engagement Lenny Pollack, PhD Leadership Development & Executive Coaching

  19. Characteristics of Constructive Feedback • Helpful • Behavioral • Descriptive • Specific • Immediate • Continuous • Direct • Discussed • Constructive Lenny Pollack, PhD Leadership Development & Executive Coaching

  20. Skill Points for Giving Positive Feedback • Describe the behavior. • Review the relevant performance standard. • Explain the upside of the positive behavior. • Discuss the employee’s perspective. • Express confidence in the employee. • Thank the employee for their good work. Lenny Pollack, PhD Leadership Development & Executive Coaching

  21. Skill Points for Giving Corrective Feedback • Select an appropriate time and place. • Stare interest in the employee’s success. • Review the relevant performance standard. • Identify the behavior to be improved. • Explain the downside of the negative behavior. • Describe what acceptable performance looks like. • Discuss the employee’s perspective. • Agree on corrective actions. • Ask how you can help. • Express confidence in the employee. Lenny Pollack, PhD Leadership Development & Executive Coaching

  22. Managing Performance through Accountability Conversations • Sustaining Accountability through Feedback • Ensuring Accountability by Addressing Shortfalls in Performance • Exploring the Scope of Performance Management • Establishing Accountability through Performance Standards Lenny Pollack, PhD Leadership Development & Executive Coaching

  23. The Accountability Conversation: ERROR Expectation State the Expectation Results Summarize the Result Recover Describe how to Recover Own Own it & Offer an apology Recurrence Explain how to prevent a Recurrence Lenny Pollack, PhD Leadership Development & Executive Coaching

  24. The Other-Directed Accountability Conversation Lenny Pollack, PhD Leadership Development & Executive Coaching

  25. The Self-Initiated Accountability Conversation Lenny Pollack, PhD Leadership Development & Executive Coaching

  26. Building the Foundation for Employee Accountability When youmake commitments to others, model personal accountability and set an example for direct reports by using the process below. • State the expected outcome, deadline, and standards. • Own it. • Invite others to check-in. • Give advance notice of shortfalls. Lenny Pollack, PhD Leadership Development & Executive Coaching

  27. Key Points for Managing Performance through Accountability Conversations • Link standards to goals to increase engagement. • Use standards as a developmental tool. • Utilize standards as review criteria in performance appraisals. • Follow the three-step process for using standards to manage performance: Plan, delegate, follow-up. • Follow proven guidelines for giving constructive positive and corrective feedback. • Remember “ERROR” when addressing shortfalls in performance. Lenny Pollack, PhD Leadership Development & Executive Coaching

  28. Questions Managing Performance Through Accountability Conversations Lenny Pollack lep2@psu.edu Bill Rost brost@hrtms.com 919.351.JOBS (5627) Lenny Pollack, PhD Leadership Development & Executive Coaching

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