Performance Management

Performance Management Presented by Office of Human Resources Smith College February 5, 2008

Performance ManagementWhat we will cover today: • Performance Management Defined • Goals of performance management • Components of performance management • Performance management tools • Performance Review • Creating performance goals and development plans

Performance management’s definition can include: • Achieving goals • Continual review of performance • Annual performance salary increase • Feedback and coaching • Two way communication • Career and professional development • Enhanced work performance

Goals of Performance Management • Ties individual performance objectives to the college’s goal • Promotes partnership between supervisor and employee • Promotes ongoing open communication • Promotes professional development • Establishes framework for future growth • Provides employee with ongoing written feedback

Components of performance management • Performance and development planning • Coaching and progress reviews • Performance and development review

Components of Performance Management Performance and Development Planning Performance and Development Review Coaching and Progress Reviews

Performance Management Tools for Performance and Development Planning • Identify the goals/expectations • Establish measurement criteria • Identify “gaps” in knowledge or skills required to achieve objectives • Describe specific development activities

Performance Management Tools for Performance and Development Planning:Identify the goals/expectations • Good goals are: SMART • Specific • Measurable • Achievable • Results-oriented • Time-oriented

Performance Management Tools for Performance and Development Planning:Establish measurement criteria • Quantity: specifies how much work must be completed within a certain period of time • Quality: describes how well the work must be accomplished, specifies accuracy, precision, appearance or effectiveness, sensitivity to diversity and culture • Timeliness: answers the questions, By when? How soon? or Within what period? • Effective use of resources: used when performance can be assessed in terms of utilization: budget savings

Performance Management Tools for Performance and Development Planning:Identify“gaps” to achieve objectives By evaluating employee’s current job skills to those needed for the performance objective(s), training and development needs will be identified.

Performance Management Tools for Performance and Development Planning:Describe specific development activities • Identify areas needing improvement • Provide specific and realistic suggestions • Give advanced thought to amount of supervisory time required • Consider employee’s key interests and/or developmental needs, and alignment with departmental goals

Performance Management Tools for Coaching and Progress Reviews • When • Conduct ongoing feedback and coaching sessions throughout the year

Performance Management Tools for Coaching and Progress Reviews • How • Let employees knows what is expected of them • Allow employees sufficient opportunity to perform their job • Let employees know how they are doing • Seek the employee’s opinion • Ask the employee to identify specific ways to enhance performance and take ownership

Performance Management Tools for Coaching and Progress Reviews • How - cont’d • Give feedback on employee’s ideas and give your own. • Summarize meeting outcomes and set a follow-up date • Express confidence and support

Performance Management Tools for Coaching and Progress Reviews • Feedback should be: • Behavioral: Focus feedback on employee’s behavior • Specific: Give specific examples of observations; avoid exaggerations, e.g. “always” “never” • Job-related: feedback must be about behaviors exhibited on the job

Performance Management Tools for Coaching and Progress Reviews • Feedback should be: • Timely: feedback should be given as soon as possible; time lapse allows inappropriate behavior to be repeated • Balance: the “sandwich” method; deliver positive feedback, followed by constructive feedback, then positive again • Respectful: feedback is more easily accepted if the employee’s dignity and self-worth are kept intact

Performance Management Tools for Coaching and Progress Reviews • Verbal Formal - set up formal meeting time to hear a progress report from your employees • Verbal Informal - a simple “how’s it going” conversation • Written Formal - letter or memo • Written Informal - a note giving a quick update or input

Performance Management Tools for Coaching and Progress Reviews • Some reasons for Non-Performance • Employees don’t know what they are supposed to do • They don’t know how to do it • They don’t know why they should do it • There are obstacles beyond their control • They don’t think it will work • Not motivated - poor attitude • Not enough time for them to complete it • They don’t know what the priority is • They think they are doing it (no feedback)

Performance Management Tools for Performance and Development Review • Performance Reviews - Why do them? • To review employee performance vs. expectations • To clarify job responsibilities and understanding • To help plan developmental needs • To provide honest and constructive feedback

Performance Management Tools for Performance and Development Review • Preparation for Review • Review past 12 month’s performance record • Gather input from others • Review documents from coaching/feedback sessions • Review written notes or communications • Compare performance objectives to results • Examine results against their impact on the College’s goal • Encourage employee’s to submit their list of accomplishments • Review employee’s development objectives

Performance Management Tools for Performance and Development Review • During the meeting: • State purpose of discussion • Give recognition for each objective, accomplishments, areas of strength • Specify areas for each objective where performance can be improved • Summarize overall performance

Performance Management Tools for Performance and Development Review • During the meeting: • Ask employee to give comments • Review employee’s progress with development • End on a positive note • Plan a meeting to create a new performance and development plan

Performance Management Tools for Performance and Development Review • Supervisors - Keep in mind: • Listen carefully • Ask for examples, questions, solutions • Summarize or restate your understanding of the feedback • Try not to act defensively or make excuses • Acknowledge the feedback and offer thanks • Be open to change -- nobody’s perfect

Employee Responsible for development of self Life-long employability focus Maintain skills required for current job Define career interests and goals Complete individual development plan Supervisor Create a learning/development environment Provide support for acquisition of new skills Discuss development needs for current job Discuss career development with employees Provide opportunities consistent with plan Performance Management - Roles and Responsibilities

Legal Considerations • Job related focus • Comments free of bias or discrimination • All written documents are part of the employee’s permanent record

Performance Management