PDP Skills Practice Workshop Beryl Fajardo Dec 2009

2 What We Want to Accomplish Today  Set the stage for the PDP discussions  Provide some guidelines for effective performance discussions, especially the more difficult ones, i.e.. low performers  Practice skills and get feedback from others  Leave with an action plan; more confident and better prepared to conduct an effective performance discussion

3 Agenda Introductions and Challenge Activity15 min What is Performance Management? PDP Process/Timeline 15 min Performance Ratings15 min Performance and Development Discussion Model 15 min Skills Practice60 min Group Debrief15 min Action Planning and Summary15 min Total Time2.5 hours

4 Introductions  Name and current group  How long you have been in a manager role at HA?  Tell us one interesting fact about yourself

5 Vegas Rules  Make it worth the trip and your time  Take a risk – try something new  What happens in Vegas…..(confidentiality)  Leave a tip – pick up a tip  Have fun!

6 What Challenges Do You Face?  Discuss at your table what challenges you face as a manager during performance review time (5 min)  Identify the top two challenges from your table (post on a flipchart)  Select a spokesperson to present the challenge(s) to the class  We will come back to these at the end of the session

7 PDP Guiding Principles  People have the unique ability to create value for the company  Rewards are based on performance – of the individual and HA  Developing your people is important to sustain high performance work standards  Aligned performance ratings drive desired results and consistent management practices  Managers and employees are mutually accountable for the process  Employees are responsible for their own career development, with guidance and support from their manager

8 What is Performance Management? Set goals and objectives Provide on-going feedback and coaching Conduct performance review Assign performance rating Manager and Employee Partnership Performance management is the ongoing process of aligning individual goals to organizational initiatives, and evaluating results

9 Goal Setting and Development Planning Why is goal setting important? Why is development planning important?  Drives employee performance  Establishes alignment with the business  Employee defines the goal and works with their Manager to align and prioritize  Accelerates individual performance and growth –Align to goals and career aspirations  Increases business performance –What skills and talents are necessary to scale quickly to current business needs?

10 Write SMART Goals Specific Does the goal explain precisely what has to be achieved? The goal should be described as specifically as possible. A goal of attending weekly staff meetings is not specific. A goal of identifying attendees, establishing the meeting agenda, and recording action items is specific. Even better is to set a specific target aligning meeting goals with department goals. Measurable Does the goal indicate how the results will be measured? To be effective, the goal must be measurable. Obviously, the number of meetings scheduled is measureable. The quality of the meeting can be measured by identifying some best practices that are measureable. Perhaps spending 5 minutes at the end of the meeting to seek feedback would be appropriate. Achievable & Action Oriented Will you be able to achieve these goals you set? There's an art to goal setting that revolves around the goal's difficulty. A goal too easy is not energizing. A goal too difficult seems hopeless. Both too easy and too difficult are goal setting no-no's. Set the level of challenge somewhere in between. A good way to decide that a goal is achievable but challenging is to visualize yourself reaching the goal. Can you see yourself there? Are you energized by seeing the vision? If both of these are not present, revisit your goal. Realistic & Relevant Do you have the knowledge, skill set, and competency to reach your goal? Is it clear how the business and your personal development will be positively impacted by the goal? Time-dimensioned Does the goal state an achievement schedule? When will progress be reviewed and achievement met? Setting a deadline provides necessary positive tension to give you the energy to get on with it. The time frame you select should be realistic. Attending meetings three times a week may not be realistic, and could possibly affect other work priorities.

11 Examples of SMART Goals?  Perform monthly budget accruals  Complete audits in the month they are due  Check logs daily  Meet department goals for safety

12 Examples of SMART Goals  Establish and facilitate a meeting with at least four managers to discuss best practices when conducting successful employee hearings. Identify at least three best practices to implement during the Q4 employee hearings.  Meet with general counsel each trimester to identify ways to prevent re-occurring grievance situations, and establish actionable steps to help alleviate similar situations by 5%.  Attend a conference to improve professional skillset, network, and stay current on industry trends. Share what you learned with the team and make one recommendation for process improvement.

13 1 Employee Self Assessment 2 Goals & Development Planning 3 Manager Evaluation 4 Employee & Manager Discussion 5 Approvals (signatures) PDP Process Completed independently by Employee. Employee to review with manager during the process  Employee identifies individual goals and development plan for next trimester  Employee checks Self-assessment Complete and Employee Acknowledgement Completed independently by manager Joint discussion between employee and manager Completed electronically by employee, manager, and second level manager  Manager checks Supervisor Complete, Meeting Taken Place, and Release to Employee  Second level manager check Approve Completed independently by employee. Employee to review with manager during the process Action Description  Employee self-assesses performance against key goals and developmental goals, and inputs into PDP tool  Manager provides feedback on goals  Manager reviews final rating with employee and discusses next trimester goals and development plan  Manager assesses employee’s performance and assigns final rating

14 PDP Timeline ActivityResponsibilityTimeline Goals are established at the beginning of the calendar year and reviewed at the end of each trimester Manager and employee 1 st Trimester (Dec 1 - Mar 31) 2 nd Trimester (Apr 1 – Jul 31) 3 rd Trimester (Aug 1 – Nov 30) Provide feedback on goals to date, modify or change goals as needed for each trimester ManagerOn-going Employee completes self-assessment, manager and employee discussion conducted, rating assigned, and new goals set for next year Manager and employee 3 rd Trimester (PDP Session opens Nov 6 and closes Dec 11, 2009)

15 Performance Ratings Performance RatingDescription Outstanding (O)Results achieved exceed all position requirements and expectations, consistently and without exception. Delivers results beyond the scope of job responsibilities. Exceeds Expectations (EE) Results achieved consistently exceed most position requirements. Goes the extra mile and performs higher than expected. Often works and thinks beyond the scope of the job. Meets Expectations (ME) Meets all agreed upon objectives. Results achieved consistently meet position requirements and frequently exceed requirements and expectations. Needs Improvement (NI)Inconsistent delivery of results. Falling behind in the accomplishment of objectives. Immediate improvement required to bring performance to expected level. Below expectations (BE)Results do not meet position requirements and expectations. Has performed at NI level for second consecutive trimester. Requires more than normal management and coaching to correct work results.

16 High Performance (O/EE) Retain Identify ways to challenge & grow the employee, i.e.. Special projects Cross-functional opportunities Leading meetings Identify ways to motivate & grow the employee, i.e.. Identify personal strengths and how to best utilize Identify special interests Meets Performance (EE/ME) Increase Performance Low Performance (NI/BE) Improve Performance Place employee on Performance Improvement Plan (PIP) After 2 consecutive NI/BE ratings, consult with HR on progressive discipline process Performance Groups and Business Outcomes

17 Performance and Development Discussion Guide Step 1: Organize Review past performance Step 2: Discuss Performance and Development Goals Step 3: Assess Performance Rating Step 4: Act and Follow-up Maintain relationship Before the meeting During the meeting After the meeting

18 Performance and Development Discussion Template Step 1: Organize Review past performance Step 2: Discuss Performance and Development Goals Step 3: Assess Performance Rating Step 4: Act and Follow-up Maintain relationship Date of Discussion Employee name/job role Goal/objective Performance feedback notes/strengths/areas for improvement Employee reaction/derailers Performance rating (trending high/low) Agreed upon actions and next steps * Complete discussion template for skills practice session

19 Basic Principles  Always show respect for the individual  Focus on the situation, issue or behavior - not the person  Maintain employee self-confidence and self-esteem  Maintain constructive supervisor-employee relationship  Give honest feedback

20 1 Observation Observable Behavior without Judgment 2 Impact How You or Others Were Affected 3 Check Check for Understanding 4 Suggestion Provide Alternatives 5 Agreement Set Expectations or Opportunities Basic Feedback Model When you said…. I observed you doing… When you presented… During the meeting I remember you… The way I was impacted… Then I noticed the impact on the group… The impact that had for them was…. Let me check, do you remember it differently? How did you see it? Did you get the result you wanted? I suggest you try… I would consider saying/doing… You might think about… What would you suggest? Here’s what I expect… Given this, we agree to… What are you seeing as the next steps…

Skills Practice

22 Skills Practice Instructions Step 1: Assign roles for activity (Employee, Manager, Observer/Timekeeper) “Manager” describes their situation. Be sure and identify any derailers that might come up during the discussion (5 min) Step 2: Conduct skills practice (5 min) Step 3: Provide feedback (5 min) Manager goes first – What did you like? What would you do different next time? Observer provides feedback to manager; one suggestion for improvement Employee provides feedback to manager; one suggestion for improvement Manager takes notes and says “thank you” Note key lessons learned for class debrief later Step 4: Rotate until everyone has a turn or time runs out

23 Skills Practice Manager Observer/TimeEmployee Manager shares scenario – 5 min Conduct skills practice – 5 min Feedback – 5 min Manager – What went well? What will you do different next time? Employee/Observer – What went well? What suggestion do you have for improvement? Give manager feedback form and rotate

24 Group Debrief  What went well?  What would you do differently next time?  What are some key learnings?  Review the challenges from the beginning of the session – do you feel more confident in having the discussion? Why or why not?

25 Action Planning Step 1:Schedule a meeting with each of your direct reports Step 2:Prepare for each employee discussion using the PDP discussion guide and template Step 3:Identify any derailers that might take you off track Step 4:Stay focused on basic principles and giving feedback

26 Summary  Be prepared for each discussion; careful planning is key  Give honest feedback  Follow-up on agreed upon next steps  Complete PDP on-line by Dec 11

27 Vegas Rules Check-out  Hope it was worth the trip!  Did you share a tip, pick-up a tip?  What happens in Vegas….

Mahalo!