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Moving from Expectations to Performance Standards

Moving from Expectations to Performance Standards. July, 2013. Learning Objectives. Review workplace expectations Critical components of clear performance expectations Identify ways to give effective performance feedback GROW Model Review on-line tools

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Moving from Expectations to Performance Standards

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  1. Moving from Expectations to Performance Standards July, 2013

  2. Learning Objectives • Review workplace expectations • Critical components of clear performance expectations • Identify ways to give effective performance feedback • GROW Model • Review on-line tools • Special conference vs. Administrative conference

  3. Non-Instructional Employees

  4. Delivering Students a World-Class Education Student Achievement

  5. The Evaluation Process

  6. Workplace expectations

  7. Employee Performance Expectations • Employees look to their managers to hold their employees accountable by: • Setting direction • Enforcing rules, regulations and policies • Addressing under-performing employees

  8. Best Practices for Communicating With Your Employees • Communication • Share your passion • Articulate your vision • Explain “why” before “how” • Invite participation • Speak in optimistic language • Commit to open and honest communication • Share stories of extraordinary service • Deliver praise • Take the time to encourage / give feedback

  9. Employees Have to Know What You Expect From Them to Succeed!

  10. PERFORMANCE FEEDBACK Provide Effective Feedback Using the GROW Model

  11. Commit to action • Define timing • Agree on support Way Forward • Cover full-range of options • Offer suggestions carefully • Ensure choices are made The GROWModel Employee • Offer specific examples of feedback • Avoid irrelevant history • Agree on topic for discussion • Set long-term aim if appropriate

  12. Set Your Goal • Establish the Goal: • Define and agree on the goal or outcome to be achieved • Guide your employee to ensure the goal is specific, measureable, and realistic “Who, what, when, and how often?” “What is the effect or result of that?”

  13. Francis is a clerk who has worked in the school system for 25 years. She approaches you , and shares her desire to move up in position, and become the Office Manger. Has This Ever Happened to You? Joe is a recent college graduate, has just begun his professional career within the school system. While he is excelling in most areas of his job, it has come to your attention, that he needs to improve his turn-around time in responding to emails and voice mails.

  14. Examine Current Reality • Ask your employee to describe their current reality: • As employee begins to tell current circumstances, the solutions may emerge “How will you know that you achieved that goal?” “How will you know the problem is solved?”

  15. Explore the Options • Generate as many good options as possible • Offer your own solutions, but let your employee generate as many of his/her own ideas FIRST! “What could be your first step?” “What if this or that barrier were removed?” “What are the benefits or drawbacks of each option?”

  16. Establish the Way Forward • Time to Commit! • Help employee to commit to a specific action • Specific action commitment helps employee establish motivation and will “What actions are you committed to taking to accomplish this?” “What is the timeline for these actions?” “How can I support you?

  17. JPPSS Conference Form

  18. Delivering Students a World-Class Education Student Achievement

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