Performance Management Performance Reviews Development Plans Performance Management
They do not know how to do it. They do not know what is expected of them. They do not have the authority to do it. Lack of timely feedback. They do not have the tools or information necessary to do the job. They are punished or ignored for doing it right. They are rewarded for doing things wrong. Nobody ever notices whether they perform it correctly or not.
To continue good behavior To turnaround below standard behavior To provide proof of issues and actions.
Describe the expectation in terms of its major outcome and how it fits into the big picture. Agree on S.M.A.R.T. performance goals. Determine the priorities Review and check for understanding and commitment.
Developmental Purposes –Provide Performance Feedback –Identify strenghts/opportunites for improvement (weaknesses) –Help to identify goals –Evaluates goal achievement –Determine training needs –Recognize individual performance –Allow employees to discuss concerns –Provide forum for leaders to help Administrative Purpose –Document personnel decisions –Determine promotion candidates –Identify poor performance –Decide retention / termination –Decision on layoffs (RIFs) –Validate selection criteria –Meet legal requirements –Evaluate training programs and progress –Personnel planning –Make rewards and compensation decisions
Provide feedback and counseling Help in allocating rewards and opportunities Help to determine employee aspirations and developmental needs
Self Appraisals Managers and Supervisors Peers Team Appraisals Customers 360 Feedback Appraisals
Category Rating: graphic scales, checklist, force choice Comparative Method: ranking, paired comparisons, force distributions Narrative Method: essay, critical incident, field review Special Methods: MBO, BARS, BOS, 360 feedback
They Can be: 1. Composite – one overall measure/score 2. Multiple – independent areas that are scored separately
Deficiency – does not measure adequately all the important aspects of the job Contamination – items unrelated to the job are being measured (ex. Attire without a dress code) Bias – the evaluator values, beliefs, and prejudices distorts ratings
Halo/Horn Effect Recency Bias Strictness Leniency Central Tendency Contract Error / Similar to me NOTE - Performance Appraisals that are subjective are most often grounds for litigation
Silence Criticism Constructive Advice Positive Reinforcement
Feedback has two purposes: 1.To reinforce good behavior, behavior you would like to see again 2.To redirect poor behavior Feedback should be immediate, focus on specific behaviors, balanced, honest, and non-threatening. Always state the What & Why: 1.Be specific on “what” the person said or did 2.“Why” that behavior was effective or ineffective 3.If ineffective state what the person could have said or done instead
Please note that you should have a witness in all disciplinary discussion meetings An employee can refuse to sign the document --- both witnesses are to sign and note “associate refused to sign” on associate signature line Keep one copy for your files Ask Employee would they like a copy Attach any rebuttals Send original copy to your HR Manager/Dept.
Action plans are: PIP – Performance Improvement Plans Can initially be drafted by the employee and manager Managers can collaborate with the employee on their initial submission of the action plan to HR HR and Managers have final approval of action plans Have a reasonable time frame for follow-up and completion Can have an accelerated disciplinary clause that allow for termination to occur if progress is not achieved or a set time once improvement is made that a re- evaluation/increase can be given.
1.Describe the performance area for development and why it is important. 2.Seek the associate’s opinion. 3.Ask the associate to identify ways to enhance performance. 4. Give consideration to the associate’s ideas and add your own. Give consideration to additional training opportunities. 5. (If necessary) provide follow-up dates for review 6.Express your confidence and support.
Progressive Discipline – must show reasonable notice (other offenses) Misconduct – must show reasonable investigation (serious offenses) Administrative Leaves (Suspensions)
Standard of Conduct (Behavior) –Violation of policy –Dishonesty –Theft of time or misuse of company property –Harassment –Conflicts with coworkers –No (PIP) progressive write- up Standard of Performance (Execution of job duties) –Productivity –Accuracy –Incomplete task –No meeting deadlines/goals –(PIP) Action plan required
Verbal discussion of issue (Note to file as a manager’s record of discussion). 1 st written warning - If the issue persists, consult with HR 2 nd written warning – discussion/PIP may be needed 3 rd Final warning – discussion/and notice of termination will result 4 th is the summary document of termination - associate may sign, manager should forward all documents to HR for personnel file and any legal issues (unemployment or EEOC) Contact your HR Manager if there are multiple issues with an employee they should be treated as separate issues.
Not to be used as a disciplinary tool Should only be use when there is a need to conduct an investigation or otherwise determine if an employee should be terminated. Always get the employee’s side of the investigation before putting him/her on administrative leave. (written statement) Contact HR immediately when you have an administrative leave situation. Administrative leave/ Suspension should not exceed 3 days. Employees are usually compensated for this time if they return to work and a no violation of policy is determined
Your HR Manager should always be informed before a termination occurs. Terminations without written warning can be done for very serious conduct issues. (ex. Theft) Know the law regarding separations for your state (Term payouts) Always have a witness present in the discussion (LP/Manager) Expect some hostility. Yet be clear, firm, and concise. Collect all company property (including name badges, keys, equipment, access codes/cards, etc.)