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Performance Management System

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1 Performance Management System
A Process Approach to Managing Employee Performance HUMAN RESOURCES DEPARTMENT City of Madison Presented by Brad Wirtz-Human Resources Director Erin Stenson-Human Resources Analyst

2 Advantages of a Process Approach to Managing Performance
Provides consistency in managing performance Employees are aware of expectations Addresses problems when they happen, not at an annual review Provides roadmap for supervisors on how to address problems when they occur

3 Objectives Learn a process approach to managing employee performance incorporating discipline and performance improvement Understand the differences between formal discipline and Performance Improvement Plans Understand the role a Position Description plays when addressing performance issues Learn one method of providing feedback to employees regarding performance Understand when to impose Discipline or implement a Performance Improvement Plan

4 Performance Management
A process approach to managing employee performance Starts before a job is filled Expectations established based on position description Training needs identified and provided Constant coaching and counseling Employees not performing may be disciplined / placed on Performance Improvement Plan (PIP) “I’m glad that Michael is getting help. He has a lot of issues and he’s stupid” Phyllis, The Office

5 Discipline A consequence imposed on an employee for the purpose of correcting behavior Generally follows a progressive pattern Verbal Reprimand Written Reprimand Suspension Termination Just Cause often required Imposed when an employee is capable of performing but refusing or neglecting to do work

6 Performance Improvement
A detailed plan of action designed to make an employee capable of performing the work Incorporates a plan of action and regular meetings to monitor progress towards full-performance Requires detailed expectations and a plan to reach those expectations within a specified period of time Failure to meet expectations may result in removal from the position without going through the steps of progressive discipline

7 Performance Management
Setting the Stage Performance Management

8 Position Description Describes the specific duties, functions and responsibilities of a position and the percentage of time spent on each for each position Defines specific jobs based on the needs of the organization, not the employees holding the positions Allows supervisors to create performance expectations based on tasks of each position Used to determine if positions are appropriately classified Used to create a job announcement when filling positions

9 Establishing Expectations
In general, people need to know: What is expected of them How they are going to be measured How they are progressing Expectations created based on duties and responsibilities established in position description Supervisors are responsible for establishing duties/responsibilities and creating related expectations

10 Clarifying Expectations
Expectations can be defined by four standard elements - Quantity of Work - How much work needs to be done. Quality of Work - How well work needs to be done. Dependability - How dependable the employee is expected to be. Interpersonal Relationships - Who, when, and how, employee is expected to build working relationships.

11 Identify Training Required Job Training
Establish based on expectations established for the position Formal Certification On the Job Training Employer Sponsored Training Continue to assess training needs as positions develop or as position descriptions change Discipline is never appropriate for performance issues due solely to a lack of training

12 Communicating Expectations
Hold a meeting: Review PD as soon as the employee is hired, when performance issues arise, and when PD changes. Explain that the PD establishes the foundation for assessment of performance. Acknowledge need for feedback. Be descriptive. Discuss potential training needs. Document the meeting. Remember that the PD is the foundation for discussions about expectations.

13 8/31/2019 8:53 PM The Model Employee By developing a PD, hiring based on the PD, communicating the expectations of the position, and providing required job training to meet the expectations, supervisors are then able to help develop a model employee. © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

14 Feedback Regarding Expectations
Performance Management

15 Coaching and Counseling
Even model employees need consistent coaching and counseling Essential with new employees On-going process for positive and negative feedback Requires one-on-one meeting with employee Several coaching and counseling models exist

16 SBI Model (Situation-Behavior-Impact)
Describe the situation you have witnessed-tell the story. Behavior Describe specifically the things you have observed the person doing. Impact Describe how the behaviors impacted you and others in the situation.

17 8/31/2019 8:53 PM Situation Describe the specific situation in which the behavior occurred Give specifics regarding the incident to provide context Location Time Behavior © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

18 Behavior Can be difficult to identify and describe.
8/31/2019 8:53 PM Behavior Can be difficult to identify and describe. Most common mistake is communicating judgments by using adjectives the describe the person, but not the person’s actions Include observations of the following: Body language Tone of voice Speaking manner Be aware of your words when describing behaviors © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

19 8/31/2019 8:53 PM Impact Describe impacts on the department, other staff, customers, processes, and you. Describe what reaction you had to the behavior By communicating the personal impact, you ask the person to view the behavior from your perspective. Use the classic feedback phrasing, “When you did (behavior), it caused (impact)…” © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

20 Coaching and Counseling Meeting
Not all feedback needs to be given in a formal setting Preparing for a coaching meeting: Set up a mutually agreed upon time Hold the meeting in a private place Do your homework on the issues you want to discuss and think about the next step Be aware of your own emotions and motivations Remember the power imbalance Be open to hearing the other side of the story Document the meeting

21 Even After All of This…. After creating the PD, hiring the employee, developing and communicating expectations, providing necessary training, and coaching and counseling the employee toward good performance, performance issues can and do exist. It is essential to manage the performance of employees who are not meeting expectations.

22 Handling Performance Problems
Performance Management

23 Reasons We Avoid Dealing With Performance Problems
Lack of training Fear of retaliation All alone Guilt Loss of friendship Time loss Fear of losing temper Rationalization Image Knowledge that employee has personal problems No one has bothered to take care of it before

24 Reasons to Resolve Poor Performance
Over-all unit efficiency. Morale of staff. Setting a standard for other employees. Reduces potential liabilities of poor performance. Saves time in the long run!

25 Assessing Performance Deficiency
Prior to identifying a means for improvement, supervisors must properly assess how, when, and why the employee is not meeting expectations. Supervisors should be able to identify specific examples of when performance fails to meet expectations (Situation) Identify examples of when performance does not meet the expectations established by the supervisor and outlined on the PD. Establish frequency of performance issues.

26 Assessing Performance Deficiency (cont.)
Next define how performance is not meeting expectations (Behavior) Quantity of work Quality of work Dependability Interpersonal relationships Finally, outline the impacts of each incident On the department On other staff On the customer On processes On you!

27 ? The Critical Question WHY is the employee not meeting expectations?
8/31/2019 8:53 PM The Critical Question ? WHY is the employee not meeting expectations? Is the employee capable of performing at an acceptable level? © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

28 Performance Related Discipline
Performance Management

29 Is the Employee Capable? YES!
Common indicators that the employee is capable of meeting expectations include: Little to no effort Was able to meet expectations prior Explicit refusal Personal business on duty Violations of other work rules If the employee is capable, proceed to performance related discipline.

30 Performance Related Progressive Discipline
It is essential to first identify the rule violated because, for example, violations of insubordination may be deemed more severe than violations of negligence. Notice is provided in your initial expectation meetings and follow-up letters. There should be a clear delineation between when training has ended and when the employee will be facing discipline for failure to meet expectations (Letter Of Instruction).

31 Performance Related Progressive Discipline
Steps of discipline Gather information Send pre-determination letter Hold pre-determination meeting Ensure 7 elements of just cause Notice (1) of a reasonable work rule (2). Reasonable level of discipline (3) related to severity and with equal treatment (4) for all violators. An investigation (5) is done which is fair (6) and unbiased. You have adequate proof (7) of the violation. Issue discipline—Consult with HR or Labor Relations

32 Performance Improvement Plans
Performance Management

33 Is the Employee Capable? NO!
Common indicators that the employee is not capable of meeting expectations include: Adequate effort Rarely demonstrated capability Training is ineffectual Difficulty with related tasks Work innovations difficult to grasp Discipline is counterproductive to improvement If the employee is not capable, proceed to implementation of a PIP

34 Performance Improvement Plans
PIP Implementation Provide notice of unsatisfactory performance including: Statement of problem Previous activities Impacts Initial meeting information EAP information Hold an initial meeting. Explain the performance deficiency and provide related expectations Ask clarifying questions Develop ideas for improvement

35 Expectation/Progress
8/31/2019 8:53 PM PIP Implementation Create PIP and issue with follow-up letter including: Meeting information (typically every two weeks) Issues identified Previous activities and impact of poor performance Consequence of failure to improve DATE Tasks Status Expectation/Progress Deadline Aug. 28, 2010 Timesheets. TARGET Inc. Excessive errors on each timesheet. Should have no more 1-2 per year. No more than 1 error per payroll. 2/28/11 9/10/10 Payroll. Payroll >1 day late 75% over prev. 2 months, should be 1 day early. Payroll on time. Call Duties. Avg. of 20 dropped calls per week. Should be 1-2 dropped per week. Avg. of 10 dropped calls per week. PPC (Payroll Processor Certification) Have not received Payroll Processor Certification. Pass PPC Exam © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

36 Expectation/Progress
8/31/2019 8:53 PM PIP Implementation Hold follow-up meetings and issue follow-up PIPs and letters. DATE Tasks Status Expectation/Progress Deadline Aug. 28, 2010 Sept. 10, 2010 Timesheets. TARGET Inc. Excessive errors on each timesheet. Should have no more 1-2 per year. Had 6 errors in last payroll. No more than 1 error per payroll by target deadline. 2/28/11 9/24/10 Payroll. Payroll >1 day late 75% over prev. 2 months, should be 1 day early. Payroll completed on time. Complete payroll 1 day early Call Duties. Avg. of 20 dropped calls per week. Should be 1-2 dropped per week. Avg. of 14.5 dropped calls per week. Avg. of 10 dropped calls per week. PPC (Payroll Processor Certification) Has not received Payroll Processor Certification. Failed PPC Exam Passed PPC Exam © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

37 PIP Conclusion Satisfactory performance
Employee is provided notice that they are no longer on a PIP Revert to constant coaching and counseling Unsatisfactory performance Employee is terminated or otherwise removed from the position Often takes approximately 6 months from start to finish Involve Human Resources throughout the performance improvement process.

38 Performance Management
Questions??? Performance Management


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