Iowa State Association of Counties

1. 1 Iowa State Association  of Counties Managing Performance in Your Organization November 17, 2010

2. 2 Who We Are Jan Burch & Associates--Des Moines based management consulting firm specializing in Human Resources services, Career Consulting and Employee Coaching Your Facilitator � Jan Burch, SPHR

3. 3 Our Agenda Preparing to conduct the Review Conducting the Review Handling special situations Developing action plans Goal Planning & Performance Review forms History: Began project in April�review current system, explored what others companies are doing to �benchmark� with best practices, conducted focus group sessions here at NPD�with VP�s and with employees, developed form and rating system, reviewed with top management, developed training, here we are.History: Began project in April�review current system, explored what others companies are doing to �benchmark� with best practices, conducted focus group sessions here at NPD�with VP�s and with employees, developed form and rating system, reviewed with top management, developed training, here we are.

4. 4 Performance Management Is a process to help the employee and the organization perform Facilitates individual, team and organizational performance and development Examines human behavior (what people do) and human performance (what results they achieve) MANAGERS: Responsible for providing the necessary tools, orientation and training for the job, setting and communicating performance objectives and expectations, identifying performance deficiencies, working with employees to correct performance deficiencies and providing regular feedback regarding job performance. EMPLOYEES: Are expected to satisfy or exceed the levels of performance required of their positions. The Partnership believes it is the mutual responsibility of both management and employees to attain the highest possible level of performance. Employees who do not satisfy the levels of performance expected by The Partnership or who are unable to work with other employees, may be subject to corrective action, up to and including termination.MANAGERS: Responsible for providing the necessary tools, orientation and training for the job, setting and communicating performance objectives and expectations, identifying performance deficiencies, working with employees to correct performance deficiencies and providing regular feedback regarding job performance. EMPLOYEES: Are expected to satisfy or exceed the levels of performance required of their positions. The Partnership believes it is the mutual responsibility of both management and employees to attain the highest possible level of performance. Employees who do not satisfy the levels of performance expected by The Partnership or who are unable to work with other employees, may be subject to corrective action, up to and including termination.

5. 5 The Performance Management Process The Cycle Planning Coaching Evaluating

6. 6 Preparing to Conduct a Performance Review Prepare YOURSELF Prepare your Employee

7. 7 Preparing YOURSELF What results do I want from this evaluation? Gather information from others who have knowledge What contribution is this employee making? What contribute should the employee be making? Is the employee working near his or her potential? Does the employee know exactly what level of performance is expected?

8. 8 Preparing YOURSELF (cont) What training, if any, does this employee need? What are this employee�s strengths? How has my performance helped or hindered this employee in achieving his or her goals? What outside factors (that the employee cannot control) have influenced outcomes? What action can I take to help?

9. 9 Preparing YOURSELF (cont) Make sure to reserve a private setting without distractions or interruptions Keep the environment informal and relaxed Remove any barriers, e.g., don�t sit behind your desk, send phone calls to voice mail Try to hold the meeting in the morning and toward the beginning of the week. If a negative evaluation, then afternoon might be more appropriate.

10. 10 Preparing YOURSELF (cont) Notify the employee a minimum of a week in advance and set a mutually convenient time Do NOT postpone the evaluation appointment! Allow ample time Review last year�s evaluation and goals Review file notes or �critical incidents� Review the employee�s Self-evaluation

11. 11 Preparing your Employee Ask the employee to think about his or her own performance before your meeting Explain the purpose of your meeting Make sure the employee has a copy of his/her goals, as well as his/her self-evaluation Ask the employee to complete the form, in pencil, before your meeting Ask the employee if he/she has �any questions�

12. 12 Key Principles Maintain or Enhance Self-Esteem Listen & Respond with Empathy Ask for Help & Encourage Involvement Share Thoughts, Feelings & Rationale Provide Support without Removing Responsibility Self-esteem: Acknowledge good thinking and ideas; Recognize accomplishments; Express and show confidence; Be specific and sincere OPEN: Establish purpose and importance of the discussion CLARIFY: Gather relevant information, issues, and concerns DEVELOP: Seek ideas of others, present own ideas as suggestions; discuss resources or support needed AGREE: Specify WHAT will be done, WHO will do it, and by WHEN, determine follow-up actions needed to track progress CLOSE: Final check on confidence and commitment Listen & Respond: Respond to both facts and feelings; Show others that you care Ask for Help: Before providing your own ideas, thoughts and suggestions first, ask others; Turn telling into seeking; Unleash others� ideas with questions; Encourage personal responsibility through involvement Share Thoughts: When possible, disclose the reasoning behind a decision; Offer background on a policy or change; use good judgment; be selective and balanced (provide insights, but don�t dominate the discussion) Provide Support: Help others �think and do�; Keep your commitments; Resist the temptation to �take over�Self-esteem: Acknowledge good thinking and ideas; Recognize accomplishments; Express and show confidence; Be specific and sincere OPEN: Establish purpose and importance of the discussion CLARIFY: Gather relevant information, issues, and concerns DEVELOP: Seek ideas of others, present own ideas as suggestions; discuss resources or support needed AGREE: Specify WHAT will be done, WHO will do it, and by WHEN, determine follow-up actions needed to track progress CLOSE: Final check on confidence and commitment Listen & Respond: Respond to both facts and feelings; Show others that you care Ask for Help: Before providing your own ideas, thoughts and suggestions first, ask others; Turn telling into seeking; Unleash others� ideas with questions; Encourage personal responsibility through involvement Share Thoughts: When possible, disclose the reasoning behind a decision; Offer background on a policy or change; use good judgment; be selective and balanced (provide insights, but don�t dominate the discussion) Provide Support: Help others �think and do�; Keep your commitments; Resist the temptation to �take over�

13. 13 Tips for the Review Take time to prepare for the review and maintain privacy during your discussion. Do NOT allow interruptions. Stick to the appointed time. Don�t continually reschedule the meeting. Encourage employee participation Listen, maintain eye contact and focus on the employee

14. 14 Tips for the Review (cont) Learn about and discuss the employee�s dreams, goals & wants Communicate how the employee is doing on the job by being open, candid, and specific Use the opportunity to review and update the employee�s job description if necessary

15. 15 Tips for the Review (cont) Evaluate YOUR effect on your employee�s performance Involve the employee in the discussion as much as possible Evaluate performance�not personality Apply the human touch�sincerely care about your employees

16. 16 Tips for the Review (cont) Focus on future performance Set mutual goals for next year and put them in writing

17. 17 Conducting the Performance Discussion Control the environment Set the tone for the meeting State the purpose of your discussion How to get started: Emphasize that the form is not the emphasis Point out that your document is a �discussion draft� Ask �what are you pleased about?�

18. 18 Conducting thePerformance Discussion (cont) Present your assessment for the first item Ask for the employee�s reaction to your assessment Ask for the employee�s opinion Discuss the differences, if any Build on the employee�s strengths

19. 19 Conducting thePerformance Discussion (cont) Reach a consensus and record it Set a new, specific goal for next year Move to the next goal and repeat the process When finished, summarize the evaluation, get agreement State that you will be putting everything in writing for both of your signatures Close the discussion on a positive note

20. 20 Developing Action Plans The best action plans are those that employees develop for themselves�so let them decide how to make it happen Provide enough guidance to ensure that the employee takes everything into consideration Review and approve the plan(s)

21. 21 Developing Action Plans Be as �sparing� as possible with your �vetoes� Put the Action Plan in writing and have both parties sign Live by the deadlines set in the plan. Remember that the deadlines were mutually agreed upon

22. 22 Your Assessment: Beware of Biases! Halo Effect: You like the employee so s/he can do no wrong! Horns Effect You dislike the employee so s/he can do nothing right!

23. 23 Beware of Biases! Central Tendency: Rating every factor close to average or �achieves expectations�. This occurs when the supervisor hasn�t measured enough throughout the year.

24. 24 Beware of Biases! Lenient Tendency Rating every factor high, or higher than it should be. This can be a BIG problem with future performance corrections.

25. 25 Beware of Biases! Severe Tendency Opposite of lenient tendency Thinking that no one deserves high ratings Usually not using behavior reinforcement

26. 26 Beware of Biases! Recency Effect Basing ratings only on what has occurred in the past month or two instead of the past twelve

27. 27 Handling Special Situations Yes, you must!

28. 28 Anyone you know on this list? The Long-Term Employee The Employee Who Is Failing The Employee Who Agrees Too Quickly The Angry Employee The Employee Who Is Just Getting By The Employee Who Wants Too Much The Employee Who Wants to Quit The Silent Employee The Employee Who Won�t Agree

29. 29 The Long-Term Employee Identify something new to discuss each time�new targets, new accomplishments, etc. Don�t take performance or loyalty for granted Express appreciation for good past performance and challenge the employee for the future

30. 30 The Employee Who Is Failing Don�t be reluctant to bring it up. Usually the employee already knows and would welcome the opportunity to get it out in the open Get the employee talking by asking open-ended questions Coach the employee to solve his or her own problem Be sure the employee is aware of the consequences of poor performance. This may take the form of an oral warning.

31. 31 The Employee Who  Agrees Too Quickly Recognize that this tactic is an effort to avoid the problem and forestall criticism Make sure s/he understands the problem; explore the consequences Determine whether agreement is sincere Emphasize steps for improvement Establish a follow-up system/plan

32. 32 The Angry Employee Diffuse the employee�let him/her blow off steam Listen emphatically but be non-evaluative. Don�t get angry yourself! Use open-ended questions and reflective listening skills to identify hidden feelings and attitudes Don�t hold a grudge

33. 33 The Employee Who is Just �Getting By� * Use listening skills to focus the discussion on his/her feelings about the job Clarify standards and expectations Mutually develop a plan for improvement Reinforce the employee�s strengths Develop an Action Plan Set a follow-up date and stick to it *assumes performance is not entirely satisfactory but is not clearly failing

34. 34 The Employee Who Wants Too Much Wants more $$?! Review his/her compensation history and remind him/her that raises are given for real merit at stated intervals Assure him/her that promotions are also rewards for good performance over a period of time, perhaps years Make no promises and be sure no commitments are inferred Give him/her a realistic picture of future prospects, perhaps using other employees as examples

35. 35 The Employee Who Wants to Quit Find out why. Maybe s/he just wants to air a complaint? If a real problem exists, mutually explore alternative solutions. Agree on one, and establish a schedule for follow-up Don�t be afraid to ask him or her to stay�if you mean it! Some employees talk about leaving because they�re not sure of how they stand with you or GDMP, but make no promises

36. 36 The Employee Who Wants to Quit (cont) Set up another session specifically for career counseling Get the employee to give some thought to his/her career aspirations Discuss situation with HR�sometimes quitting may be best for the employee and the organization

37. 37 The Silent Employee Use open-ended questions to encourage the employee to talk Use other reflective listening techniques to encourage openness Do not feel obligated to fill silences

38. 38 The Employee Who Won�t Agree Ask questions to generate as much data as possible. Find out why s/he doesn�t agree instead of trying to prove him/her wrong Look for agreements in terms of results and consequences, and build on them Do not argue or lose your temper

39. 39 The Employee Who Won�t Agree (cont) Restate whatever small agreement there is to keep a positive attitude. Let the employee know you are interested in further agreement Be willing to change if you are proven wrong

40. 40 Follow Through Provide frequent communication and feedback Maintain written records Conduct interim reviews Evaluate your own performance and its effect on your employees

41. 41 Performance Evaluation form Review your organization�s form Are you utilizing it to its full advantage? How would you rate YOUR performance in conducting/evaluating your employee�s performance?

42. The end� Questions? 42