Facilitator : Tara Kemes Date : June 14 th , 2013

1. Performance Management Facilitator: Tara Kemes Date: June 14th, 2013

2. Learning Outcomes • Understand the importance of performance management • Have the ability to conduct performance assessments • Confidence in on-going communication

3. Agenda • What is Performance Management • Why is Performance Management important • S.M.A.R.T. Goals • Conducting Assessments & Reviews • Active Listening • Providing Effective Feedback • Next Steps

4. Performance Management Defined An on-going business process involving supervisor and subject that includes communicating, planning, monitoring, reviewing and developing peoples’ performance in day to day activities, individual goals and overall contribution to the organization. In your organization a board member may have the responsibility to perform an assessment – they do this with a supervisory “hat” – not a board “hat” To be effective it is forward looking and focused on results Handout 1

5. Activity – 5 minutes

6. Performance Management

7. Benefits of Performance Management You are fulfilling an important responsibility to your members All the people in your organization understand their role in the success of your strategic plan Motivation, productivity, less turnover = organizational success More time for you to spend on your other responsibilities

8. The Board / Executive Director Relationship • The board and the executive director work together to ensure the strategic goals are clearly defined. • Through performance goals, everyone in the organization will be aligned to the strategic plan / mission . • Gives your team a sense of focus on the MISSION • The board is responsible for the performance review of the executive director. Usually done through a development committee. Toolkit Handout

9. Performance Management Process Performance Planning Continuous Assessment &Formal Reviews On-going communication Next Steps

10. Performance Planning Developing the right job description RecruitingClarity around role and importance within organization SMART GOALS • Specific • Measurable • Attainable • Realistic • Time-Bound Handout 2

11. Performance Planning: Setting SMART Goals Create two-way accountability: • Ensures the work to be done by the person contributes to organizational goals and mission • Lets people see how they fit into and contribute to the “big picture” • Ensures that people get feedback that is measurable, timely, and specific

12. Assessments • Informal review: • At the end of 1st week in the role – how are we doing? Goal - No surprises further down the timeline • Probation Review • Formal review half-way through or end of first 3 – 6 months • Two way communication and feedback • Value and role of documentation Handout 3

13. Assessment: Annual Performance Reviews Handout 4 Regular opportunity to discuss performance Formal process to document performance Opportunity to discuss development needs and opportunities Formal opportunity to discuss and measure proximity to career goals

14. Preparing for the Annual Review Handout 5 + 6 • Prepare • Ongoing: gather and keep notes on performance related information through observations, discussions, feedback from others • Add more objectivity by getting input from others e.g. co-workers; other managers; clients • Both parties complete assessments

15. Conducting the Annual Review To be effective and developmental, discussion should be 20% about past, 30% about present, and 50% about future The person discusses self review FIRST, then supervisor Review degree of success on each goal – both Summarize overall performance – both parties

16. Conducting the Annual Review Provide opportunity for two-way questions and feedback, negotiation, and discussion around development/corrective initiatives Discuss the disagreement at another meeting; this may result in changed review by supervisor; agree to disagree; deferred review to mutually agreed upon time Document and establish a date for next performance planning discussion

17. Active Listening Giving the speaker your full attention • Pay attention; show the speaker you’re listening • Clarify your understanding • Be alert to non verbal language • Question inconsistencies • Probe for any hidden messages • Come to a full understanding before reaching a conclusion • Give feedback

18. TOP TIPS for Effective Feedback Describe observable behaviors without judgment – examples, specifics Be assertive. Use "I" statements Align verbal and non-verbal messages Be prepared for emotional outbursts Listen actively Give timely feedback Handout 7

19. Dealing with a Performance Issue Handout 8 Understanding how to respond is critical to success Know when to use progressive discipline to address performance deficiencies

20. Wrap Up / Review • Understand the importance of performance management • Have the ability to conduct performance assessments • Confidence in on-going communication Next steps, Putting Performance Management into practice

21. Thank you! Your facilitator – Tara Kemes For more information please contact Karen Buchamer kbuchamer@thevantagepoint.ca Vantage Point 604.875. 9144 1183 Melville Street Vancouver, B.C. V6E 2X5 facebook.com/vantagepnt @vantagepnt linkedin.com/company/vantagepnt