Transforming Performance and Behaviour How to have conversations...

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Presentation transcript:

Transforming Performance and Behaviour How to have conversations...

PERFORMANCE MANAGEMENT VS MANAGING PERFORMANCE

PERFORMANCE CONVERSATIONS For those who are underperforming or to increase performance Create a culture where it is done every day Not just when things go wrong...

Topics Getting clear on the issue Creating self awareness Counselling and disciplinary processes Creating responsibility Establishing a Team Charter & Expectations Accountability

Performance = Results + Behaviour 1.Work performance not to standard 2.Non compliance of policies 3.Unacceptable/negative behaviour

THE BUS On Off

Most people are Reasonable 80 20

The quality of our communication will determine the result we get

Unwritten Rules EXPECTATION OUTCOME D DISAPPOINTMENT I’m disappointed you have not met my expectation of you” “I’m disappointed you have not met my expectation of you”

Value our Values

Delivering Results & Living Values Values Results    

Empathy

Poor Performance

CONVERSATION Not a confrontation

Finding the Why? how? where? who? QUESTIONS when?what? (Active Listening...)

Before the Why... Are you OK? I want to talk with you about...

Feed Back = Future Behaviour

Feedback Action Impact Desired Outcome

Creating Self Awareness ASK Don’t Tell

Listen... then Respond “I didn’t think it mattered that much” “I hate having to go so far for a cigarette?” “I was only there for 5 mins” “I tried to hide that I was smoking, I didn’t think anyone saw me...”

Empathy, Empathy, Question When listening to the response – we need to stop and think before we respond... Think back to SMART and use the EEQ technique

Counselling & Discipline Counselling = Collaborative  Clarify the Issue  Discuss Expectations  Benefit of the Doubt  Brainstorm Strategies  PIP Purpose: Get back on track Discipline = Directive  Formal Process  Set Expectations  Troubleshoot  Get Curious Purpose: Rehabilitation

Counselling 1.Deeper discussion on the issue 2.Impact of the underperformance 3.Expectations for future behaviour 4.Consequences of no change* 5.FOLLOW UP

Questions to consider 1.Does the employee understand their role and responsibilities? 2.Are they aware of the discrepancy? 3.Do they have the skills and knowledge? 4.Do they have the resources? 5.Are their any obstructions? 6.Do they enjoy their job? 7.Are they recognised and or rewarded?

EXPECTATIONS

TEAM CHARTER Our goals Our responsibilities Our ground rules

Team Meeting 1. The Issue 2.Impact of the underperformance 3.Expectations for future behaviour 4.Consequences of no change* 5.FOLLOW UP

COUNT ACCOUNTABLE COUNT ABLE

The only thing worse than losing a good employee......is keeping a bad one!

Further Assistance: (07) Fiona Munro – HR Manager Kristie McCaul – HR Administration LiveLife Intranet: Printable version available to download from