Performance Reviews

1. Performance Reviews Coaching and Feedback

2. Performance Reviews: Coaching and Feedback Module 1: At our best Coaching and feedback refresh

3. Coaching and Feedback Giving and receiving feedback honestly demonstrates our value of Integrity.

4. At our best: coaching and feedback concepts • To achieve more results, people need coaches rather than bosses. • Your coaching style is key to shaping a culture where people can be At their best.

5. Tip #1 Deliver more appreciative feedback every day. • Start today to practice offering more appreciation at work and at home. There are far more opportunities than you realize. • It just takes a minute. • It is an “express button” on the Mood Elevator. • It reinforces the behaviors and results you want. • It creates goodwill and opens people to hearing how they can be even more effective.

6. Tip #2 Make sure your staff are clear on your expectations—the “target.” • Don’t assume they know what you expect. • Provide clear goals for outcomes or results. • Provide clear expectations on behaviors, as well as results: accountability, team play, bias for action, openness to change.

7. Tip #3 Provide more constructive feedback to develop people and keep them on target. • Don’t assume they know better, it may be a blind spot. • Convey the spirit of “You could be even more effective…” • Be willing to coach subordinates, peers and your boss. • Show confidence in their ability to respond to your coaching. • Follow up and catch them doing it (approximately) right.

8. Tip #4 Be aware of your mood state! • Don’t give constructive feedback if either you or the person you are coaching is in the basement of the Mood Elevator. • Your thinking may not be reliable. • You won’t communicate as effectively. • They won’t hear you as well. • They may become defensive.

9. Coaching and Feedback A final thought…

10. Performance Reviews: Coaching and Feedback Module 2: Setting the meeting tone

11. Setting the meeting tone • The review meeting is meant to provide a recap of your employee’s performance. • Set the tone based on the individual’s behavioral style and performance contributions.

12. Scenario 1 Highest achiever (exceeds expectations) • How to set the tone: • Re-recruit your best performers by giving specific positive feedback about what they do well and their accomplishments, • Provide examples of positive attitude and behaviors. • Share information about where the organization is going. • Ask if there is anything you can do for them to make their jobs better.

13. Scenario 2 Solid-performer (achieves expectations) • How to set the tone: • Use a supportive coaching technique. • The overall tone of the meeting must be positive. • Begin by reassuring the employee that you value his or her contributions. • Thank that person for what he or she does well. • Identify and discuss specific areas for development. • Complete the conversation by reaffirming the employee’s good qualities and expressing your appreciation.

14. Scenario 3 Low-performer (below expectations) • How to set the tone: • Be respectful, but also be clear with the employee that he or she has not met performance expectations • Describe what has been observed, audited or received by feedback. • Evaluate the impact. • Explain what needs to be done. • Ensure that the employee knows the consequences of the continued poor performance. • Be calm, objective and clear about your expectations.

15. Key takeaways on setting the meeting tone • Our leadership shadow during the review process is a powerful way to engage, develop and recognize employees. • Calibrate performance with your fellow leaders. • Your HR Consultant is available to provide support. • Access Children’s leadership room or the Senn Delaney resources for more additional information.

16. Staff Performance Reviews: Coaching and Feedback Module 3: Practical tips for common challenges

17. Challenge #1 A super star in their mind, but not yours • Strategies: • Focus on definition of performance • “This is actually what I need, and here is where you are at…” • Push for more performance • Contrast the different ratings, distinguish and be as specific as you can. • Ensure they understand they have an area where they can grow

18. Challenge #2 The person who makes lots of excuses for why they can’t get things done • Strategies: • Pull them up the accountability ladder • What might we do? • Focus them on what they can control • What can you do to give more? • Never enable the person with the “leader pass-through” • That is, tell the person, “well, higher management is telling me we have to do this.”

19. Challenge #3 The person who has potential but is unsure what she/he wants • Strategies: • Together, create at least one professional development goal. • Be realistic with the timing.

20. When dealing with any employee… • Look for patterns of performance. • Back up rating with at least two specific examples of how they missed/hit/exceeded it. • For each section, ask • What they are most proud of? • Where do they think they can be even more effective?

21. Challenge #4 There is not enough time! • Strategies: • Hold frequent, formal and informal meetings with your employees to discuss performance, check-in on goals and development, provide coaching and feedback, etc. • Set up reminders for yourself • Schedule time every week to make notes on your employee’s successes, incidents and challenges • Other ideas?

22. Challenge #5 Don’t work closely enough with the staff (shift employees/remote, etc.) • Strategies: • Ask for peer, client and/or customer feedback. • There is a template on the performance management intranet site to use. • Other ideas?

23. Coaching and Feedback Giving and receiving feedback honestly demonstrates our value of Integrity.