Lecture 23
Performance Management and Coaching
Thoughts for Discussion Most employees already know what they should do and how to do it. Performance management is simply a matter of expecting tasks to be done correctly and on time. If the problem does not go away, the employee must be stupid, lazy, or have a “bad attitude.” Therefore, punishment is called for.
Performance Management
Performance Management What 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 The accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed. In a contract, performance is deemed to be the fulfillment of an obligation, in a manner that releases the performer from all liabilities under the contract.
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 organizational goals 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
Components of Performance Management Performance and Development Planning Performance and Development Review Coaching and Progress Reviews
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)
Components of Performance Management Performance and Development Planning Performance and Development Review Coaching and Progress Reviews
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