performance/development? ● What are your career aspirations/desired next moves?
● What type of work do you like to do? ● What are you doing to achieve these goals? ● What can I do to help you achieve these goals?
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Enablers of Performance Management
● Effective, on-going conversations ● Employee understanding of performance criteria ● Standardized processes, guidelines and tools ● Honesty and credibility ● Compensation aligned with performance
● Saying “I think I can get you a promotion” is DANGEROUS!
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Questions to Encourage a Good Discussion
● How do you feel you have performed in the last year? ●ant achievements of the year for you?
● How is “team” working? ● Any suggestions for improvement? ● If you were in my job, what 1 or 2 key areas would you focus on in the next year?
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Questions to Encourage a Good Discussion
● How have I helped your performance during the last year? ● What else could I have done?
● What do you expect most and need most from me? ● How do you feel that our team is working?
● Prepare, prepare, prepare – in writing ● Prepare for questions and disagreements ● What is the core message?
● Make sure to highlight what went well, not just problems ● Be specific – use significant events as examples ● Avoid rationalization – were the goals appropriate in the first place?
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Performance Management Process
Dec.-Jan.
Phase 1: Aligning Goals
Feb.-Oct.
Phase 2: Tracking Progress
Nov.-Jan.
Phase 3: Performance Appraisal
Set Business Goals Set Dev. Goals Complete Appropriate Sections of Performance Form
Performance Management should not be
A once-a-year event An punitive process A time to give surprises
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Performance Management
● Align Goals with Business Priorities Individual/team/department/SBU/corporate strategy Employees understand what matters most about their job
performance, and ensuring that a company’s strategy is
executed and implemented...” Tom McMullen, Hay Group
Performance Management can also be ….
“… a vehicle for increasing our capacity to get work done, and for achieving what is most important to us.”
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Desired Outcomes of Performance Management
●A results-oriented culture ●Improved employee engagement and retention ●Reinforcement of company values ●Individual growth and development ●Enhanced employee and company performance ●Differentiation of recognition and rewards
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Year End Performance Appraisal Meeting
● Schedule a discussion time well in advance ● A two-way obligation; both sides need time to prepare ● “Quality time” – at least an hour – 1.5 hours better ● Comfortable location and free of distractions
● Even more important to have specific examples ● Centre discussion on how manager and the employee can work
together to solve any issues
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Recommended Don’ts for Performance Discussions
Feedback & Coaching
Feedback & Coaching
Feedback & Coaching
Feedback & Coaching
i
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Performance= What + How
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Why Bother with Performance Appraisals?
● Employees want to hear how they are doing! From manager! ● An opportunity for communication and motivation ● A setting to establish new goals - alignment ● A chance to summarize past performance ● A forum for career development ● A formal documentation of employee performance
Performance Management
December 10, 2008
We Are Here To Learn
We Are Here to
•Refresh Performance Management Process •Help employees and managers better understand Performance Management:
● Build Individual and Organizational Capability Seek and receive performance feedback Facilitate developing skills & capabilities Get work done
● Differentiate Performance
•Linkages, Phases and Timing •Concept of SMART goals •Feedback & Coaching •Performance Appraisal •Performance Improvement Process
•Discuss
How to use Performance Management to help create a great company
How to use Performance Management to create High performance organization
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What is Performance Management?
“Performance management is about improving business performance by improving team and individual
Nigel Bristow, Targeted Learning
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Performance Management is
An agreement between employee and supervisor
An on-going process Tied to the merit process