CASA Conference September 22, 2011 Laura Shively, SPHR 1

Learning Objectives Determine who is ultimately responsible for employee performance Learn the value of feedback Identify reasons that some managers fail in their efforts to give feedback and solve people performance problems Describe an effective coaching communication process that may be used to build trust and convey crucial feedback 2

Value of Feedback & Recognition 74% of leaders worldwide provide substantially no feedback, recognition 94% of employees w/highest morale say managers provide feedback, recognition 56% of employees w/lowest morale say manager fails w/feedback & recognition 3

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Managers tell us that employees... Don’t think it is important Think it is not worth the effort Don’t want to Don’t have a reason for doing it Say, “Why should I do that?” Don’t care or not vested 5

Reasons for poor performance They don’t know what is expected They don’t have the necessary resources They don’t receive feedback about performance quality They are punished when they do it right They are rewarded when they do it wrong They are ignored whether they do it right or wrong They don’t know how to complete the task 6

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Managers play a role in the poor performance of employees 8 Attitude BehaviorsSkills Management Malpractice - Gilley and Boughton, 1996

Management Malpractice 9 SkillWill TrainingDesire RoleIncentive UnderstandSecurity ExperienceConfidence

Malpractice Behaviors Not providing expectations to employees Not giving feedback Ineffectively delegating No interest in employee development Be impatient with employees Criticizing personal factors Changing priorities and work requirements Creating fear 10

Defective Assumptions of Managers Stereotyping – hasty generalization based on category or class Halo Effect – complex picture of someone based on very limited information, either positive or negative. Horn Effect – occurs when employees’ entire performance is looked at negatively because performance is below standard in one area. Attribution – assigning a reason or motive to someone’s behavior without further evidence. Failing to determine the true problem. 11

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What is Feedback? Feed-back, n. – The return of information about the result of a process or activity; an evaluative response. What: Oral and/or written information given as frequently as necessary in an objective and timely manner. Why: Helps and individual understand if/how he or she is meeting goals and what improvements are necessary. 13

Forms of Feedback Motivational Feedback Increases the likelihood of repetition Builds confidence Encourages performance strengths Developmental Feedback Provides a teaching vehicle Builds competence Helps change and improve performance 14

Three Levels of Performers Super Stars – 30 % Middle Stars – 50% Falling Stars – 20% 15

Providing Feedback to Super Stars 1. Myth: The organizational structure naturally takes care of the best. 2. Myth: Successful employees can keep going without intervention. 3. Myth: Top performers like to be left alone. 16

How to Coach Super Stars Delegate extensively Encourage them to teach Provide training Have them fill in for you Provide Stretch assignments Celebrate their success Frequently tell them how proud you are Spend time with them Promote them 17

Providing Feedback to Middle Stars 1. Myth: The world needs ditch diggers. 2. Myth: Punching a time clock is okay. 3. Myth: Some jobs, some companies, some industries don’t need employees to perform at the top – or close to it. 18

How to Coach Middle Stars Acknowledge accomplishments Give timely, frequent, and specific feedback Provide multiple examples – all of the time Describe behavior (Not opinions – Labels don’t count) Build confidence by (incremental) increases in responsibility Consider pairing them with a Super Star Create incentives Be available 19

Providing Feedback to Falling Stars About 20% of employees are Falling Stars. As managers we should ask ourselves – What percentage of our time do we spend on coaching these people? WHAT IS THE EFFECT? 20

How to coach Falling Stars Analyze why they are failing and respond 1. Employees don’t know what they are supposed to be doing 2. Lack of training 3. Employees often don’t understand the purpose 4. Employees think they are doing a good job - Lack of feedback 5. There are obstacles beyond their control 21 Fournies, Why Employees Don’t Do What They’re Supposed To Do and What To Do About It.

Providing Feedback to New Stars 1. Myth: Don’t worry about them. 2. Myth: Let’s not overwhelm them. 3. Myth: They know what to do I hired them. 22

How to Coach New Stars Before the start date Day 1 Days 2-5 Week 2 Weeks 3 & 4 Months 2 & 3 23

When Managers Give Breakthrough Feedback 24 Feedback Events One on Ones Daily Talks Team Qtr and Yearly

Daily Feedback Events Managers struggle to balance the work and the work of being a manager Due to lack of time - Daily feedback events are what fall to the bottom of the list Keep the word event in mind – these talks have a purpose Giving feedback daily is planned and prepared 25

Checklist for Daily Feedback Events 1. “ This is what is working.” 2. “This is what I need you to do differently – and why.” 3. “What questions do you have? What help can I provide?” 4. “What can I do more of? 5. “What can I do less of?” 6. “THANK YOU!” 26

Breakthrough Feedback Model 27 See ItWhat specifically did you see or hear? Frame ItWhat value did the behavior demonstrate? Ask It What’s getting in the way of the employee demonstrating the desired behavior? Own It What can the employee do to ensure they demonstrate our value of X moving forward?

Closing Thoughts Realize that providing feedback is hard, but the first step is getting started Motivation differs from person to person Feedback is not a one way street – allow your employees to give feedback to you as well Be sure to see opportunities and use these opportunities to harness the power of feedback Everyone deserves feedback – both positive and developmental 28