Introduction to performance management

1. Introduction to performance management Documenting Employee Performance

2. Documenting employee performance problems • Due Diligence • Corrective Action • Performance Improvement Plan • Disciplinary Action • Progressive Discipline • Written Warning

3. Great managers strive to get the best out of their employees. But sometimes things go wrong.

4. Poor performance must be confronted head-on before it degenerates into a dangerously unproductive situation.

5. Department of Fair Employment and Housing (DFEH) • Cases Filed: Total acts reported may exceed the total number of cases filed because cases can be filed under more then one act; with a maximum of four acts per case. • Denial of Family Leave Care 859 • Denial of Leave 224 • Denied Promotion/Upgrade 1,135 • Failure to Hire 1,003 • Harassment 7,002 • Refusal to Accommodate 2,412 • Wrongful Termination 10,890

6. First, when talking about performance management we must remember The Golden Rule • Treat others as you want to be treated.

7. The platinum rule • Treat others as they want to be treated.

8. Communication styles • DIRECTNESS: Some people prefer a straightforward approach and quick pace (more direct), while others respond better to less assertive words and a relaxed, conversational tempo (less direct). • EMOTIONS/SENSITIVITY: For some individuals, sensitivity is not an issue – emotions and feelings are minor considerations in communication (less emotional). Other people, however, are higher on the sensitivity scale – with much greater need to have their feelings considered (more emotional).

9. 5 Steps to effectivelyHandling performance problems before they spin out of control

10. 1. Identify the problem • What are they doing wrong? • How does it effect the company? • How does it effect other workers? • How does it effect the employee? • Is it measurable? • Is it a symptom of a bigger problem?

11. 2. Identify the cause • Could it be Work Design or Organization Process? • Poorly designed work system? • e.g., mail room 3 buildings down • Poor selection process? • e.g., required to calculate percentages but was not tested in the selection process? • Equipment failure? • e.g., Machine down time • Unrealistic goals? • E.g., HR manager required to reduce turnover when organization plans to lay off people

12. 2. Identify the cause • Employee? • Inadequate training? • Lack of knowledge? • Lack of skill ? • Lack of ability? • Lack of talent? • Lack of personal motivation? • Is it a personal problems? • Financial problems, family difficulties, health disorders

13. 2. Identify the cause • Career suicide by manager? • Relationship to the supervisor • Anger • Sabotage • Conflict • Work slow downs • Work stoppages • Attendance The supervisor may attribute the cause of the problem to the employee, while the employee attributes it to the supervisor.

14. The process of determining the cause of a behavior is never simple and clear-cut. But it is extremely important in the process. Why? • Stop it from happening again not only to the current employee but to other employees. • Properly communicate.

15. Possible “cause” errors • Focusing on the employee only rather than possible external causes (Fundamental Attribution Error). • If the employee is a great employee supervisors often take full credit… but if the employee is having problems, the supervisor often blames the employee (Self Serving Bias).

16. Possible Supervisor responses • Genuine personal concern • Immediate reprimand • Training • Others

17. 3. Develop a correction plan • Develop a plan to correct the problem. “Tell them what they need to do to fix it”. • Coaching/Counseling • Build Trust • Team approach • HR/Manager/Supervisor • When should a supervisor not accept responsibility? • Refer to trained professional

18. Don’t begin with a written warning.

19. 3. Develop a correction plan • Plan and Prepare • Communicate to the employee that there is a problem • Fully explain what the problem is. • Involve them in finding out what the problem is. • Communicate what they need to do to fix the problem • Involve them in finding a solution to the problem • Get their buy-in • Ask for their input

20. 3. Develop a correction plan • Identify the consequences • Be able to communicate to the employee what consequences are. • e.g., the building will catch on fire. • In the initial conversation do not threaten the employee with job loss. • Once it moves into the written warning stage, explain consequences to the employee. • e.g., further disciplinary action up to and including termination of employment.

21. 3. Develop a Correction plan • Provide a reasonable time frame. • Follow up in a timely manner. • Provide support. • Understand it is your job to know what employees are doing. • Be sure they have all they need to succeed.

22. 4. Performance meeting • Effective Feedback Meetings • Do Communicate: • Recognize people’s talent and commend them • Focus on their value • Manage around weaknesses • Let people know what they need to do their jobs • Let people know expectations • Provide measurement tools • Clarify how to improve, learn, grow • Motivate • Tough Love (correct problems/recognize when the job is not right for the employee).

23. 5. Follow up meeting • In this meeting one or more of the following may occur… • the employee has improved and all is good. • Extend the time for improvement (why might you do this that does not involve that you just really like this person?) • Begin the written warning process • Give a final warning (depending on the severity) • Suspension • Last chance agreement • Termination

24. “Tough love” • What if nothing has worked to save this employee? • You have already coached them. • You have already given them measurable goals to effectively change the problem. • They have not met the required, measurable goals. • All options such as transfer, demotion, retraining, reengineering, etc. have been exhausted. • Disciplinary Action, Corrective Action, Progressive Discipline, Due diligence…termination.

25. What is “tough love”? • “Tough love” is an expression used when someone treats another person sternly with the intent to help them in the long run. • There must be some actual caring behind the stern treatment to be defined as “tough love”.

26. Exercise 1

27. Exercise 2

28. Exercise 3

29. Exercise 4

30. Exercise 5

31. Is gossip a performance problem? • It creates negative morale. • It can cause harm to the individual • It can cause harm to the organization. • The person who gossips is someone who carries resentment towards someone and is non-productive. • Those people try to make themselves more worthy by saying that they are better than someone else. • Emotionally imbalanced.

32. dealing with a gossiper • Let them burn:If someone is gossiping about me because of jealousy I keep sending him/her good news! • Talk with them: If the gossiper is causing damage to your reputation call them when you are calm. Tell them that you are aware of their doings and ask them to stop. Most people will apologize and remember your call the next time they decide to gossip about you. • Get Help: If the person is not important to you and if they have said really bad things about you then you may need to ask a third party mediator to intercede - generally your supervisor or HR. • Don’t Participate: Don’t participate in gossip and do change the subject.

33. DISCUSSION What is the difference between performance problems that can be managed and those that must be stopped?

34. DISCUSSION What is a severe performance problem?

35. DISCUSSION Once the problem is identified when should a supervisor turn it over to a professional?

36. DISCUSSION What causes poor performance?

37. DISCUSSION What is “tough love”?

38. DISCUSSION WHAT IS THE FIRST STEP IN conductING effective PERFORMANCE MEETINGS

39. DISCUSSION WHAT ARE THE 5 KEY ELEMENTS IN AN EFFECTIVE PERFORMANCE PLAN?

40. What does it mean if an employee is surprised at the exit interview?

41. Any questions?

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